Summer Training ProjectReport

“CUSTOMER RETENTION
AND RELATIONSHIP
MANAGEMENT FOR
TALENTPACT GROUP”
Submitted to

I.K. GUJRAL PUNJAB TECHNICAL

UNIVERSITYKAPURTHALA

In partial fulfillment of the requirementfor

the award of degree of

Master of Business Administration (MBA)

Submitted by Supervisor

Ashutosh Nigam Mr. Hasan Zaheer

2217847

DEPARTMENT OF MANAGEMENT,
Chandigarh Group Of College,
Landran

1
CERTIFICATE

2
 STUDENT DECLARATION

I Ashutosh Nigam, hereby declare that I have under gone my summer training at (TalentPact Group Pvt
Ltd) from 2 July 2023 to 31 August 2023. I have completed my search project titled“CUSTOMER
RETENTION AND RELATIONSHIP MANAGEMENT” under the guidance of
Mr. Hasan Zaheer

Further I hereby confirmed that the work presented here is genuine and original and has notbeen
published elsewhere.

Ashutosh Nigam

3
 FACULTY
DECLARATION

I here by declare that the student Mr. Ashutosh Nigam of MBA(III) has undergone his summer training
under my periodic guidance on the Project titled ”Customer Retention and Relationship Management”.

Further I hereby declare that the student was periodically in touch with me during his trainingperiod
and the work done by student is genuine &original.

(Signature of Supervisor)

4
 ACKNOWLEDGEMENT

I would like to express my gratitude to those who have been a constant source of
encouragement and motivation throughout this project, without whose support this could not
have beenpossible.

I am very thankful to my Mentor Mrs. Aaruni Maam, , for their valuable guidance and
support on completion of this project.

I would also like to thank Mr. Hasan Zaheer, Co Founder at TalentPact Group Pvt Ltd,
who generously granted me permission and helped me out in collecting data in their
organization.

I also acknowledge with the deep sense of reverence, gratitude towards my parents, sister and
members of my family, who have always supported me morally as well as financially, in every
phase of my life.

Above all, all Praise and Thanks is due to the Almighty Creator.

My gratitude goes to all my friends who directly or indirectly helped me to complete this
projectreport.

Any omission in this brief acknowledgement does not mean lack of gratitude.

THANK YOU

5
 TABLE OF CONTENTS

S.NO. DESCRIPTION PAGE NOS.

INDUSTRY PROFILE 7-11

CHAPTER –1
COMPANY PROFILE 12-13
C

CHAPTER – 2 INTRODUCTION 14-15

OBJECTIVE OF THE STUDY 16

NEED OF THE STUDY 16

SCOPE OF THE STUDY 17

RESEARCH METHODOLOGY 18-19

LIMITATIONS 20

CHAPTER – 3 REVIEW OFLITERATURE 21-25

DATA ANALYSIS
CHAPTER – 26-36
4 AND
INTERPRETATION

FINDINGS, SUGGESTIONS
CHAPTER – 37-44
5 AND CONCLUSIONS
QUESTIONAIRES

BIBLIOGRAPHY 45-46

6
 CHAPTER I

THE
INDUSTRY
AND
COMPANY PROFILE

7
CONSULTANCY SERVICES INDUSTRY

The consulting market has grown significantly over the years, both in terms of size and the range of services
provided. This positions it well in the global management consulting services market, whichwas valued at
$316.5 billion in 2021, and is projected to reach $811.3 billion by 2031, growing at a CAGR of 10.2%.

However, Indian firms still find it considerably challenging to compete with larger consulting firms. Going
forward, they must be ready to embrace digital transformation, sharpen their niche capabilitiesand explore
new growth areas. Furthermore, it is essential to strengthen the framework of the Indianconsulting industry by
embracing innovation, nurturing talent, improving the quality of consulting services, and enhancing
consulting skills.

Consulting as a service is a relatively new sector that came up around the late 19th century when the
world’s first modern consultancy firms were founded, The need arose as business started to move away from
simple trading and traditional products to sectors that called for specialized knowledge in setting up,
maintenance and growth. The global management consulting services market was valued at
$316.5 billion in 2021, and is projected to reach $811.3 billion by 2031, growing at a CAGR of 10.2%
according to Allied Market Research.

The consulting industry in India is growing at a fast pace and soaring towards new horizons. In recentyears,
the demand for specialist consulting services has been immensely sought by Indian customers and foreign
customers. According to SEPC, the FDI equity inflow for the consultancy services industryin India reached
a new milestone of US$ 1.05 billion in FY 20, out of total investments of US$ 8.7 billion between April
2000 and March 2023 (DPIIT). Additionally, India’s exports of professional and management consulting
services was US$ 36.95 billion in 2021-22.

8
CHALLENGES FOR CONSULTING INDUSTRY

Competition and differentiation: The biggest challenge for Indian consulting firms is to
compete with large global players in the market. There is a need for Indian consultancy sectors
to define their specializations and differentiate themselves.
Client expectations: Client expectations have evolved, demanding more tangibleand
data-driven results from consulting projects. Meeting these expectations while
balancing practicality was a challenge.
Increasing use of technology: Firms rely more and more on tools and technology to analyse
market trends. There is less reliance on one-on-one consulting. The majority of online
consultations are free, which discourages businesses from hiring consultants on apaid basis.
Global and local economic uncertainties: Economic fluctuations, both globallyand
domestically, impacted client spending and project budgets, making long- term
planning and stability a challenge.
Talent acquisition and retention: Acquiring and retaining skilled consultants poseda
challenge due to the demand for expertise in emerging technologies and specialized
domains. Competition for top talent was intense.

HUMAN RESOURCES CONSULTING

Human resource (HR) consulting, also referred to as human capital advisory or HRM consulting, spans
advisory and implementation activities related to the management of an organisation’s human capital
and the HR function. The scope of services range from overarching work on humancapital strategy to
the design and deployment of a compensation & benefits framework down to the transformation of the
HR function.

HR consulting market
The market for human resource consulting services is estimated to be worth $31 billion, representing
approximately 10% of the total global consulting market, making it the smallest ofthe six main
industry segments. During the crisis years HR consulting was one of the chief casualties within the
consulting of the recession industry – according to analysts, spending on human resource consulting
contracted by 10% or more in mature geographies.

9
Since 2011, growth levels in the market have been restored and the revenue of HR consulting services
has seen a rise of around $1 billion per year. Annual growth percentages vary between3.6% and 4.5%,
with most recent years showing better performance.

HR consulting services
The market for human resource consulting services consists of eight main disciplines: Human
Capital Strategy, Compensation & Benefits, Organisational Change, HR Function, Talent
Management, HR Analytics, Learning & Development and HR Technology.

Talent management encompasses all activities required to recruit, retain and develop talent, aswell
as having the right structure and processes in place to ensure professionals can perform optimally.
Key propositions include strategic workforce planning – the science to anticipate on

10
present and future human capital needs by matching business goals with HR data – recruitment &
retention, workforce effectiveness and performance management. Through the rise of data and new
technologies, HR analytics has grown into a full-fledged service area within HR consulting. HR
analytics focuses on applying analytic processes to the human capital spectrum, with the keyobjective of
adding insights and value to HR activities.

PAY OUT CRITERIA FROM COMPANY TO CONSULTANCY

Pay out is in two form

• Traditional Method

• Modern Method

TRADITIONAL METHOD

The consultancies who take the payment of services from candidates on the criteria 25%or
50% of first month salary per candidate but its responsibility of company who is taking
services(client).

MODERN METHOD

The consultancies who take the payment of services from the company not from the candidates on
the criteria 8% on annual CTC of the the candidate ,and percentage also depend on the salary
package of the candidate. Mostlty of the company is using this method

and the big consultancy firm who give this outsourcing work to the freelancer and to thenew
startups on least.

11
12
COMPANY PROFILE

“TalentPact Group”

“Your Gateway to Career Success - Trust the Best Job Consultancy”- At

TalentPact, we are committed to transforming lives and shaping successful careers. As
a leading job consultancy, we specialize in connecting exceptional talent with the best
employment opportunities in the market. With a dedicated team of industry experts
and career advisors, we offer personalized guidance andsupport to individuals at every
stage of their professional journey.

“Discover your dream career with TalentPact, Lucknow.

We offer personalized guidance, industry expertise ,and a vast network of top
employers. Trust us to find you the perfect job opportunity in Lucknow!”

KEYS:-

➢ 5+ years of experience.
➢ 450+ Job Posted.
➢ 1k+ happy candidate.
➢ 50+ partners.

COMPANY VISION

➢ To be recognized as the industry leader and preferred choice in job

consultancy, setting new standards of excellence and innovation.

➢ We envision a future where every individual finds meaningful and fulfilling

employment, and where organizations discover exceptional talent that drives
their success.

OUR CORE VALUES

We deliver exceptional services and make a positive impact on the lives and
careers of those we serve:-

13
 Integrity

Excellence
Client-Centric Approach

Professionalism
Trust
Collaboration
Long-Term Relationships

OUR MISSION
To empower individuals in achieving their career aspirations by providing
expert guidance, personalized support, and access to the best job opportunities.
We aim to be the catalyst for professional growth, bridging the gap between
talent and organizations to create successful and fulfilling partnerships

COMPANY DETAILS
LOCATION: Gulmarg Apartment 5 , Jopling Road, Gokhale Vihar, Buttler Colony,

Hazratganj , Lucknow.

PHONE: 7992124757

MAIL: talentpactconsulting@gmail.com
WEBSITE: http://talentpact.net

LOGO AND HOME PAGE MODULE

14
 CHAPTER II

REVIEW OF LITERATURE

15
Tripathy & Jain, 2020). Strydom et al. (2020) customer retention is the propensity of the
customer to stay with their service provider (Ranaweera & Neely, 2003). Companies also
need to be careful about thetechnological comfort of their customers, for example,
innovations, which are smartphone app only, may end up alienating rural customers, where
smartphone penetration is low, but on the other hand, prepaid card based innovations will be
a major success amongst rural customers.

Identify non-linear and asymmetric effects that

suggesting that customers’ evaluations of service performance are more sensitive to
negative performance (dissatisfaction) than positive performance (satisfaction),
accordingly, focusingon attributes for which customers are experiencing negative
performance first, and then allocating resources to attributes for which customers are
experiencing positive performance, can be far more consequential for improving customer
satisfaction.
Managers can make suitable service improvement plans even with limited resources and
once the improvements are duly implemented, the service might gethigher user retention
in the near future (Hung et al., 2020). Vieira et al. (2019) found that salesperson assessment
focus amplified locomotion’s effect on acquisition– retention ambidexterity, and salespeople
increased their performance by implementing an acquisition–retention ambidextrous
orientation that balances prospecting for new customers and growing existing customer.

(Darley & Luethge, 2019) .calculation of optimal commission based on customer retention
and salesperson attributes helps a sales manager classify salespeople according toattributes
and the importance of customers from a relationship perspective and it also aids sales
managers in implementing an equitable pay structure based not only on
salespersons’ results, but also on their behaviors (Echchakoui & Ghilal, 2019). Service value
(i.e., convenient hours, quality, friendliness), as well as length of ownership influence
service retention, also, gender moderates the service value dimensions and service retention
relationship such that various components of service value (convenient hours, friendliness
and quality) were significant predictors of service retention whereas service value
(friendliness, quality) were significant predictors ofservice retention for females.

The optimal acquisition and retention expenditure

strategies depend on each firm’s marginal customer equity, but not on the market share
or the number of customers, and in response to the variation of the firm’s parameters, if its
acquisitioneffectiveness is greater than its retention effectiveness, the firm would take action
by
making the same investment decision as its rival’s; instead, if its acquisition effectiveness is
lower than its retention effectiveness, its rival would take action by making the different
investment decision from the firm’s (S. Chang et al., 2020). Customers are loyal because of
their attitude or behaviour, and they can be affected through quality products, reputation in
the market, location of the store and pricelevels (Xhema et al., 2018). Retail companies,
especially in Kosovo, should focus more on their reputation and product/service quality
rather than lowering costs through
having their store location in rural places, and the location of the store
affectscustomersbehaviour – the further the location of our store, more customers will
16
replace with the competitors

Fader et al. (2018) found that even when aggregate

retention rates are monotonically increasing, the individual-level churn probabilities are
unlikely to be declining over time, as conventional wisdom would suggest. Osakwe & Anaza
(2018) reveal the use of both traditional and digital marketing resources is associated with
higher organizational performance, and customer retention efforts implemented by a
firm, along with brand promotional tactics, increase not only firm profitability butalso
customer loyalty. Osakwe & Anaza (2018) also extend past findings by theoretically
integrating firm size as a segmentation tool used to further evaluate the role of marketing
resources on organizational performance and confirm that enterprise size is a significant
moderator when explaining the relationship between customer retention orientation and e-
brand promotion.

Li et al. (2018) reveal that uncertainty, identity

attractiveness,and switching costs of omnichannel retailers partially mediate the effect of
cross-channel integration (CCI) on customer retention while fully mediating the relationship
between CCI and interest in alternatives, and also uncovered that customer showrooming
strengthens
the negative relationship between CCI and retailer uncertainty. Service quality and
personalized attention is the most important factor followed by high cost of repairand
time taken in servicing, according to industry experts, but from the customer's point of view,
service quality and personalized attention are most important, followed by time taken in
servicing and workshop timing (Kumar et al., 2017). Time taken in servicing, service quality
and personalized attention, workshop timing and
low customer awareness of warranty benefits are cause factors according to industryexperts,
but customer opinions are that careless attitude is also a cause group factor, not low customer
awareness of warranty benefits (Kumar et al., 2017).

Customers’ retention intentions will be higher when

they start using a service with a free monthly fee promotion rather than when they start it
with a free joining fee promotion (J. Kim, 2019). Perceived value has a significant positive
effect on
customer retention and the outcomes also showed that social media marketing hasan
insignificant effect on the perceived value, whereas its effect on customer retention is
positive and statistically significant (Hanaysha, 2018). Additionally, the results confirmed
that corporate social responsibility and store environment havesignificant positive effects on
the perceived value and customer retention, moreover, the findings showed that sales
promotion has a significant positive effect on the perceived value, but its effect on customer
retention is insignificant, and finally, th results revealed that the perceived value mediates
the relationships between all ofthe independent variables and customer retention
(Hanaysha, 2018).

Ruiz Díaz (2017) found that in mobile phone market

customer satisfaction influences strongly on customer loyalty, and in turn Loyalty is an
important determinant of customer retention, similar asymmetrical results were found with
regard to other economic, socioeconomic and geographical determinants of customer
decisions, as well, an analogue effect is also observed in the relationship betweencustomer
satisfaction and loyalty, where only positive satisfaction assessments help

17
to explain the loyalty of users. Curras-Perez et al. (2017) confirm the role of satisfaction and
website reputation as builders of online trust and, through that trust, as determinant factors in
repurchase intention and perceived purchase risk moderates the relationship between
trust and satisfaction, so that when perceivedrisk is greater, that relationship is more
intense.

Chen et al. (2017) reveal that the attributes of price and

discount, personal selling and customer relationship have significant impact on likelihood of
customer retention, satisfactory price and discounts are a necessary attribute to support the
likelihood of customer retention, and satisfactory personal selling is the mostimportant
attribute for increasing the likelihood of customer retention.Bahri- Ammari & Bilgihan
(2017) show that distributive justice moderates the relationshipbetween satisfaction with the
loyalty program and relational satisfaction and highlight the need to focus on distributive
justice in order to nurture satisfaction and loyalty, satisfaction with the loyalty program is a
key predictor of a satisfactory relationship with the operator and customer retention.

C. W. Chang & Zhang (2016) found that an offline

(retail-store) channel can be used to migrate customers from an inactive state to an active
state,
effectively serving the purpose of ―education‖ or ―revival,‖ whereas an online channel is
most
effective in keeping the existing active customers active, thus serving the purpose of
―retention‖. Vogel & Paul (2015) show that channel-based price differentiation positively
affects customers through perceived value but harms retention throughprice unfairness
and limited self-determination.

There is a strong relationship between switching costs and

customer retention behavior, service plan complexity, reflecting price and wireless service
usage, and handset sophistication can increase switching costs, which are positively
relatedto customer retention behavior (Seo et al., 2008). The fundamental quality
characteristic
of wireless service, connectivity quality, does affect customer retention behavior, although
this is the case for markets that still have problems with network connectivity (dropped
calls) like the US wireless service market, it is still valid to apply other quality
characteristics such as speed of Internet service and clarity in voice over IP service, once
connectivity is stabilized, and finally, age and gender demographics can affect customer
retention behavior indirectly (Seo et al., 2008). Tamuliene & Gabryte (2014) showed that
there is a statistically significant positivecorrelation between factors identified in the
theoretical model: customer satisfaction, relationship quality, switching costs and customer
retention. Customer satisfaction has a significant effect on customer retention (Syaqirah &
Faizurrahman, 2014).
Serial acquirers' acquisition experience (skills), managerial overconfidence/hubris, own
customers' behaviour and technological context are identified to impact the customer
retention of the acquired firm, moreover, two dual-purpose variables— acquired firms'
customer experience and acquired firms' customer relationships—are proposed to moderate
the effects of serial acquirers' acquisition experience (skills),managerial
overconfidence/hubris, own customers' behaviour and technological context on acquired firm
customer retention and also to autonomously influence acquired firms' customer retention
(Degbey, 2015). Q. Bataineh et al. (2015) revealthat the effect of relationship quality on
customer retention, showed a significant and

18
positive effect of satisfaction and commitment on customer retention, while trust has
insignificanteffect on customer retention.

CUSTOMER RETENTION

19
 CHAPTER III

INTRODUCTION

20
 INTRODUCTION TO CUSTOMER RETENTION & RELATIONSHIP
MANAGEMENT

Customer retention refers to the set of activities and strategies employed by businesses to encourage
existing customers to continue purchasing products or services. It is a crucial aspect of a company's
overall marketing and business strategy, as retaining customers is often more cost- effective than
acquiring new ones. Customer retention focuses on building and maintaining long- term relationships
with customers, fostering loyalty, and maximizing the lifetime value of each customer.
Key components of customer retention include personalized communication, excellent customer service,
rewards programs, loyalty incentives, and continuous improvement based on customer feedback. By
investing in customer retention, businesses aim to create a loyal customer base that not only continues to
make purchases but also becomes advocates for the brand, contributing to word-of-mouth marketing and
attracting new customers.

DEFINITION OF CUSTOMER RETENTION

Customer retention is a measure of how many customers stay with your business for the long
term .It’s what demonstrates your business’s ability to stimulate customers to make repeat purchases and
spend more money on your products and services over time.

Customer Relationship Management (CRM) refers to the strategies, practices, and technologiesthat
businesses use to manage and analyze customer interactions and data throughout the customer lifecycle.
The goal of CRM is to improve business relationship with customers, assist in customer retention and
drive sales growth.

In a broader sense, CRM encompasses various aspects of a company's interaction with its customers,
including sales, marketing, customer service, and support. It involves the use of technology to organize,
automate, and synchronize business processes, primarily those related tocustomer interactions, and to
streamline the overall customer experience

CRM DEFINITION:
CRM defines the process of the company are fully occupied with acquiring customers, selling the
product to the customers, and maintaining a LONG TERM RELATIONSHIP to acustomer.
CRM is actually a tremendous step forward in creating a system that can provide a means for
retaining individual loyalty in a world of nearly seven billion souls. CRM helps in order to
understand changing nature of the customer because customer are not what they used to be.

21
OBJECTIVES OF THE STUDY

➢ To studythe various strategies & techniques adopted by TalentPact Group PvtLtd

to maintain & manage an effective customer relationship

➢ To obtain abetter understanding of the marketing strategiesemployed bythis firm to

haveacompetitiveedgeovertheirrivalsbyvariousefficientcustomerrelationship
management strategies

➢ Togetagreaterinsightintocustomerbehavioralpatternspertainingtothe purchase of
services of TalentPact by conducting a survey via a questionnaire

NEED OF THE STUDY

➢ Companies have to increasingly pursue a customer centric competitive strategy ratherthan a

product centric one.

➢ Customers demand constant access, immediate response & a personalized

touch. Focus is shifting from taking direct services from company without
going to consulting services.

➢ Better understanding & intelligent management of customer relationship is

essential for survival.

22
SCOPE OF THE STUDY

Reduce Marketing Cost: This is one of the foremost benefit offered by customer
retention as companies do not need to run mass wide marketing campaigns. Serving
the present customer base effectively is cheaper for business in comparison to
acquiring new customers.

Brings more Referrals: Process of customer retention support business by offering

them large number of word of mouth referral. Companies maintaining ahappy and
loyal customer base are able to attract large audience easily

More Frequent Purchases: Customer retention enables business in maintaining a

group of clients that makes frequent purchases. It strengthens relations in between
business and its customers thereby building a sense of loyalty among them

Handle Competition: It is an effective tool available with companies for handling

the challenges posed by their competitors in market. Customer retention enables
corporations in developing strong bond with their customers that reduces the
competition effect.

Provide Room for Improvement: Customer retention assist organization in getting

better support from their customers. When companies serve their clientsin most
effective way considering their individual wants, customers also supporttheir brand
in case they receive poor service.

23
RESEARCH DESIGN

There is Descriptive research design.

Descriptive statistics are brief informational coefficients that summarize a given data set, which can
be either a representation of the entire population or a sample of a population. Descriptive statistics
are broken down into measures of central tendency and measures of variability (spread). Measures
of central tendency include the mean, median, and mode, while measures of variability include
standard deviation, variance, minimum and maximum variables, kurtosis, and skewness

SOURCE OF DATA
There are basically two sources of data: A) Primary data.
B) Secondary data.
PRIMARY DATA: It is not recorded data. It is collected personally interviewing the
respondents through experience, observation and survey methods. It is collected
specially for a particular purpose with certain objectives in mind.

SECONDARY DATA: It is already collected and recorded data by some otherperson for
some purpose and is available for present study.
Example: internet, textbooks, organizations annual report etc.

TYPE OF SAMPLING

This type of sampling, also known as judgement sampling, involves the researcher using
their expertise to select a sample that is most useful to the purposes of the research

It is often used in qualitative research, where the researcher wants to gain detailed knowledge
about a specific phenomenon rather than make statistical inferences, or where the population is very
small and specific. An effective purposive sample must have clear criteria and rationale for
inclusion. Always make sure to describe your inclusion and exclusion criteria and beware
of observer bias affecting your arguments.

SAMPLE CHARACTERISTICS:
Sample size: 100 customer

Nature of sample: Highly representatives of the population.

TOOLS OF DATA COLLECTION

The tool so data collection used in the project are questionnaires. There are basically
24
 two types of questionnaires.
Open-ended: Here the respondents can answer the questions in their own way.
Close-ended: Here the choices of answers are given and the respondents have to
choose from the choices, the answer closest to this.

TECHNIQUES OF INTERPRETATION ANDANALYSIS

Percentage method has been used to analyze the effect of brands on respondents. Bar, pie
diagrams had been used for better presentation and better understanding data.
Theinformation collected iscalculated in the forms of percentage to make interpretationeasy.

LIMITATIONS OF STUDY

➢ The information collected and opinions are of customers as to what they feel. Thus the
accuracy and information collected depends upon the perception of each respondentand
circumstances involved.

➢ The study has been conducted by including 100 customers. Though the sample is
highly representative of the population, it does not cover the entire market of
customers having consulting policies.

➢ Analysis could not draw for the entire questionnaire; only specific questions have been analyzed and
interpreted.

➢ Due to time constraint, more information could not be collected.

25
 CHAPTER IV

DATA ANALYSIS
AND
INTERPRETATION

26
1. Please tick the factor that drives you for the purchase of the consultancy services.

CATEGORY RESPONDENT
S
Modern Method 65%
Traditional Method 20%
Both 15%

Respondents
70%

60%

50%

40%

30%

20%

10%

0%
Modern method Traditional method Both(Traditional/Modern)

INTERPRETATION:
Out of 100 people who participated in survey it is found 65% candidates are interested in
modern method , 20% are interested in traditional method , and 15% candidates are
interested in both either traditional or modern. The majority of the customers are giving more
importance to modern method.

27
2. Do you plan to take a consultancy services in near future?

CATEGORY RESPONDENTS
Within 6months 38
Within 1 year 21
After 1 year 28
Above 1 year 13

Respondent
40%

35%

30%

25%

20%

15%

10%

5%

0%
Within 6 months Within 1 year After 1 year Above 1 year

INTERPRETATION:
Out of 100 people who participated in survey it is found 38% candidaes are willing to takethe
services within 6 months, 21% are willing within 1 year, and 28% are willing to take after 1 one
year and 13% are willing to take above 1 year. So the majority of the candidates arewithin 6
months.

28
2. Which mode of payment do you find more suited to your convenience.

CATEGOR RESPONDENT
Y S
100%of pay at the time of registration 17
No pay at registration & 100% pay 13
during process
Whole amt after recruitment 46
After getting one month salary 14

Respondent
50
45

40

35

30

25

20

15

10

0
100%of pay at the time of No pay at registration & Whole amt after After getting one month
registration 100% pay during process recruitment salary

INTERPRETATION:
Out of 100 people who participated in survey it is found 17 are willing to pay the amountat the
time of registration, 13 are willingto paytheir amount in during the process,46 are willing to
pay their amount after recruitment, and 14 are willing to pay their amount after getting one month.
So majority of the candidateswillpayaftergetrecruit.

29
3. Are you satisfied with the services and benefits of consulting our company ?

CATEGORY RESPONDENTS
Satisfied 74%
Not Satisfied 26%

Respondent

Satisfied Not Satisfied

INTERPRETATION:

Out of 100 respondents 74 are satisfied with the company service.

Out of 100 respondents 26 are not satisfied with their services.

30
 5. Do you suggest the company services to your friends?

CATEGORY RESPONDENT
S
Yes 60%
No 40%

Respondent

YES NO

INTERPRETATION:

Out of 100 respondents ,60 are willing to suggest their friends.

Out of 100 respondents, 40are not willing to suggest their friends.

31
6. Media in your view is the best seated for the consulting industry.

Percentage
Opinion No. of. Respondents
TV 10 10%
Print 20 20%
Internet 30 30%
Cellular 40 40%

No. of. Respondents

TV Print Internet Cellular

INTERPRETATION:

Out of 100 people who participated in survey it is found 10 are known about the TalentPact
Group 10 are known by T.V. and 20 are known by hoardings 30 are known by internet and
40 are known by cellular.

32
7 On the scale of 5 below how will you rate your consultancy provider?

Rating scale No. of Respondents Percentage

Highly satisfied 7 7
satisfied 34 34
neutral 51 51
dissatisfied 8 8
Highly dissatisfied 0 0
Total 100 100

Respondent
60

50

40

30

20

10

0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

No.of Respondent Percentage

INTERPRETATION

Majority that is 51 are neutral towards the provider, 34 are satisfied and 7 are highly satisfied and there are
8 respondents who are dissatisfied. The consultancy company should take appropriate steps to increase the
number of its satisfied customers.

33
 8. Change your consultancy provider in near future.

Rating Scale No. of. Respondents Percentage

Yes 2 2
Strongly yes 48 48

Sometimes 50 50
No 0 0
never 0 0
Total 100 100

.
60

50

40

30

20

10

0
Yes Strongly Yes Sometimes No Never
N0.of Respondent Percentage

INTERPRETATION

Half of the respondents i.e. 50 are neutral towards changing their consultancy provider whereas 2
and 48 agree and strongly agree to continue with it. The company should try to gain the confidence of
the customers

34
9. Customercareprovides youwithsufficientandrequired information
regarding our consultancy.

Opinion No. of. Respondents Percentage

Strongly yes 22 22
yes 12 12
sometimes 46 46
no 3 3
never 14 14
Total 100 100

Chart Title

Never

No

Sometimes

Yes

Strongly Yes

0 5 10 15 20 25 30 35 40 45 50

Percentage No.of Respondent

INTERPRETATION

46 of the respondents are neutral towards this question whereas 22 strongly agree towards it
and 12 admits yes they do and the remaining 3 and 14 are of the opinion no and never respectively.
Therefore the customer careshould be trained properlyto enhance its quality and performance

35
10. Do the consultancy company and our services are trustworthy ?

Percentage
Opinion No. of. Respondents
Strongly yes 60 60
yes 30 30
sometimes 10 10
No 0 0
never 0 0
Total 100 100

Respondent
70

60

50

40

30

20

10

0
Strongly Yes Yes Sometimes No Never

No.of Respondent Percentage

INTERPRETATION

Our company is most trustworthy consultancy firm according to the above interpretation i.e. most
of the respondent response is in positive way that is strongly Yes percentage is 60%

36
CHAPTER V

FINDINGS
AND
RECOMMENDA
TIONS

37
FINDINGS

From the project study and interpretations of the findings are as follows:

➢ Out of 100 people who participated in survey it is found 65% candidates are interested in modern
method , 20% are interested in traditional method , and 15% candidates are interested in both either
traditional or modern. The majority of the customers are giving more importance to modern
method

➢ Out of 100 people who participated in survey it is found 38% candidaes are willing to take the
services within 6 months, 21% are willing within 1 year, and 28% are willing to take after 1 one
year and 13% are willing to take above 1 year. So the majority of the candidates are within 6
months.

➢ Out of 100 people who participated in survey it is found 17 are willing to pay the amount at the
time of registration, 13 are willingto paytheir amount in during the process,46 are willing to pay
their amount after recruitment, and 14 are willing to pay their amount after getting one month. So
majority of the candidateswillpayafterget recruit.

➢ Out of 100 respondents 74 are satisfied with the company service.

➢ Out of 100 respondents 26 are not satisfied with their services.

➢ Out of 100 respondents ,60 are willing to suggest their friends.

➢ Out of 100 respondents, 40are not willing to suggest their friends

➢ Out of 100 people who participated in survey it is found 10 are known about the TalentPact Group
10 are known by T.V. and 20 are known by hoardings 30 are known by internet and 40 are known
by cellular

➢ Majority that is 51 are neutral towards the provider, 34 are satisfied and 7 are highly satisfied and
there are 8 respondents who are dissatisfied. The consultancy company should take appropriate
steps to increase the number of its satisfied customers.
➢
➢ Half of the respondents i.e. 50 are neutral towards changing their consultancy provider whereas 2
and 48 agree and strongly agree to continue with it. The company should try to gain the confidence
of the customers

➢ 46 of the respondents are neutral towards this question whereas 22 strongly agree towards it and 12
admits yes they do and the remaining 3 and 14 are of the opinion no and never respectively.
Therefore the customer care should be trained properly to enhance its quality and performance

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➢ Our company is most trustworthy consultancy firm according to the above interpretation i.e. most
of the respondent response is in positive way that is strongly Yes percentage is 60%

39
RECOMMENDATIONS

I don't have real-time data or specific recommendations for consultancy firms as my knowledgewas last
updated in January 2022. However, I can provide general advice on choosing a consultancy firm.

When selecting a consultancy firm, consider the following factors:

Reputation: Look for firms with a strong and positive reputation in your industry. Client
testimonials, case studies, and online reviews can provide insights into their track record.

Expertise: Choose a consultancy firm that specializes in the specific areas or challengesyour
business is facing. Industry-specific expertise can contribute significantly to the success of
consulting engagements.

Experience: Evaluate the firm's experience with projects similar to yours. A consultancy with a
proven track record in handling similar challenges is more likely to deliver effectivesolutions.

Credentials: Check the qualifications and certifications of the consultants who will be
working on your project. Recognized certifications and a skilled team are indicators of
professionalism and competence.

Client References: Request and contact references from past clients to gain firsthand
insights into the consultancy firm's performance, communication, and ability to deliver
results.

Cost and Value: Consider the overall value the consultancy firm provides rather than focusing
solely on cost. A firm that delivers tangible results and strategic insights can be aworthwhile
investment.

Communication and Collaboration: Assess the firm's communication style and how wellthey
collaborate with clients. Effective communication and a collaborative approach are crucial for
successful consulting engagements.

Innovative Solutions: Look for a consultancy firm that embraces innovation and stays
updated on industry trends. This ensures that they can provide modern and effective
solutions to your business challenges.

Remember to conduct thorough research, have detailed discussions with potential consultancy firms,
and choose one that aligns with your business goals and values. It's often beneficial to haveinitial
consultations with multiple firms to better understand their approach and capabilities before making a
decision

40
CONCLUSIONS

In today world, the Human Resource Management plays a very significant role in the daily life.
On the one hand, the Soft and Hard Human Resource Management influence on the business
and lets them development rapidly.

It can improve employee’s motivation in a business and pay attention to company’s policy and
law respectively, which can increase theefficiency of company and get higher profits.

On the other hand, trade unions help the employee to achieve negotiation successfully in the
early time; it means the employee can negotiate a better wages and a good working condition.

However, at the present, the employment law gradually becomes the focus in the world, because
it has more restrictive and more favorable to protecting employee’s benefit.

In the future, the Human Resources Management will continue to play its role in each business.

Remember to conduct thorough research, have detailed discussions with potential consultancy
firms, and choose one that aligns with your business goals and values. It's oftenbeneficial to have
initial consultations with multiple firms to better understand their approach and capabilities
before making a decision

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QUESTIONAIRES

Question 1: Please tick the factor that drives you for the purchase of the consultancy services.

(a) Modern Method

(b) Traditional Method

(c) Both

Answer: Modern Method

Question 2: .Do you plan to take a consultancy services in near future?

(a) Within 6 month

(b) Within1year
(c) After 1year

(d) Above 1year

(e) I don’t know
Answer: Within 6 month

Question 3: Which mode of payment do you find more suited to your convenience?

(a) 100%of pay at the time of registration

(b) No pay at registration & 100% pay during process

(c) Whole amt after recruitment

(d) After getting one month salary

Answer: Whole amt after recruitment

Question 4: Are you satisfied with the services and benefits of consulting our company ?

(a) Satisfied

(b) Not Satisfied

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 Answer: Satisfied

Question5.Do you suggest the company services to your friends?

(a) Yes

(b) No

Answer: Yes

Question 6: Media in your view is the best seated for the consulting industry?

(a) TV

(b) Print

(c) Internet

(d) Cellular

(e) None of these

Answer: Cellular

Question7: On the scale of 5 below how will you rate your consultancy provider

(a) Highly satisfied

(b) satisfied

(c) neutral

(d) dissatisfied

(e) Highly dissatisfied

Answer: neutral

Question 8: Are Change your consultancy provider in near future.

(a) Yes

(b) Strongly yes

(c) Sometimes

(d) No

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 (e) Never

Answer: Sometimes

Question 9: Customer care provides you with sufficient and required information regarding our

consultancy.

(a) Strongly yes

(b) yes

(c) sometimes

(d) no

(e) never

Answer: Sometimes

Question 10: Do the consultancy company and our services are trustworthy ?

(a) Strongly yes

(b) yes

(c) sometimes

(d) No

(e) never

Answer: Strong yes

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BIBLIOGRAPHY

45
BIBLIOGRAPHY

➢ CHATGPT

➢ WIKIPEDIA

➢ http://talentpact.net

➢ Hasan Zaheer(Guide)

➢ Ms Aaruni Maam

References

• http://talentpact.net/
• https://www.mouthshut.com
• https://www.research.com
• https://www.solidit.com
• https://www.crm.com
• https://www.claritas.com
• https://en.wikipedia.org/wiki/TalentPact_Group
• https://www.talentpactgroup.com/about-us/company-overview.html

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