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A study of customer reletionship management with respect to mumbai city sli

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1. - 0 - | P a g e LIST OF CONTENT Sr no Topics Page no Executive Summary 1 INTRODUCTION 8 1.1 Need for study 9 1.2 Objective of study 9 1.3 Literature review 9 2…
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  • 1. - 0 - | P a g e LIST OF CONTENT Sr no Topics Page no Executive Summary 1 INTRODUCTION 8 1.1 Need for study 9 1.2 Objective of study 9 1.3 Literature review 9 2 METHODOLOGY 2.1 Research Design 11 2.2 Data Collection Methods 11 2.3 Sampling 11 2.4 Field Work 12 2.5 Data Analysis 12 3 CRM & NOKIA 3.1 CRM 13 3.2 Benefits of CRM 14 3.3 CRM in business2business 14 3.4 CRM in business2customers 15 3.5 Nokia India 15 3.6 Manufacturing in India 19 3.7 The Nokia way 20 3.8 Nokia’s Customer Policies 21 3.9 Understanding its Customers 22 3.10 Network Operators 24 3.11 list of smart phones launched by Nokia(since 2011) 25 3.12 Nokia’s way towards CRM 27 3.13 Product Development 28 3.14 Objectives of Nokia India CRM 29 3.15 Distribution channels 31 3.16 Ease of Servicing 32 3.17 Ease of Product knowledge 33 3.18 Stations of Experience 33 3.19 Nokia Sales Interface 35
  • 2. 3.20 Computer aided CRM 36 3.21 NOKIA MARKETING MIX 37 3.22 Nokia market share in India 40 3.23 SWOT ANALYSIS 41 3.24 Nokia code of conduct 43 3.25 Top 10 selling Nokia handset in Mumbai 44 4 Conclusion and recommendation 4.1 Conclusions. 53 4.2 recommendations 54 4.3 limitations 55 5 BIBLOGRAPHY 56 - 1 - | P a g e
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  • 4. - 3 - | P a g e Executive Summary The primary objective of the study will be to analyse the CRM strategies of Nokia India and to see how Nokia India has been able to maintain a positive image in the minds of the consumer by studying the perception of its customers. Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobile phone over a Nokia-deployed network. Nokia aims to provide products and services which meet the needs of trade customers and consumers. It researches the views of both groups to understand where it is succeeding and how it can do better. Its CRM strategies are focused around Product development through Customer-Centricity ( in product designing), Distribution- Company owned and third party, Ease of Servicing, Ease of Product Knowledge. The Customer Data Master or CuDM is Nokia’s answer to a software based customer information management system. It not only aids in managing B2B clients but also B2C customers. This study aims to understand the customer centric practices of Nokia and ensure maximum customer satisfaction. A market survey was conducted using the questionnaire method and responses from the chosen sample mobile customers collected were and analysed. The analysis helped us understand the weaknesses and strengths of Nokia. The study revealed data about how customers believe Nokia lags far behind in terms of innovation, despite the fact that Nokia prides itself on Innovation. This has led customers to shed Nokia to its buy its competitors’ products. Distribution is considered by customers as one of the biggest strengths of Nokia. Perhaps the most surprising finding of the market study was that the respondents felt Nokia mobiles were overpriced. The after-sales service of Nokia was regarded as excellent by the respondents. User-friendly interfaces of mobiles and brand name were the top most factors for buying a Nokia Mobile. Although the study has its own limitations, the study has helped make a set of recommendations for Nokia India to sustain its market leadership position in India. Nokia was taken over by Microsoft on april 2014 , apart from its plant layout in Chennai as it faces income tax problem in India
  • 5. - 4 - | P a g e INTRODUCTION 1.1 About Nokia Vision “A world where everyone is connected” Nokia history in mobile handsets Nokia has a long history of successful change and innovation, adapting to shifts in markets and technologies. From its humble beginning with one paper mill, the company has participated in many sectors over time: cables, paper products, tires, rubber boots, consumer and industrial electronics, plastics, chemicals, telecommunications infrastructure and more. Most recently, Nokia has been best known for its revolutionary wireless communication technologies, which have connected billions of people through networks and mobile phones. Nokia’s history dates back to 1865, when mining engineer Fredrik Idestam set up his first wood pulp mill at the Tammerkoski Rapids in Southwestern Finland. A few years later he opened a second mill on the banks of the Nokianvirta river, inspiring him to name his company Nokia Ab in 1871. In 1967, we took our current form as Nokia Corporation as a result of the merger of Idestam’s Nokia AB, Finnish Rubber Works, a manufacturer of rubber boots, tires and other rubber products founded in 1898, and Finnish Cable Works Ltd, a manufacturer of telephone and power cables founded in 1912. The new Nokia Corporation had five businesses: rubber, cable, forestry, electronics and power generation. Nokia first entered the telecommunications equipment market in 1960 when an electronics department was established at Finnish Cable Works to concentrate on the production of radio-transmission equipment. Regulatory and technological reforms have played a role in our success. Deregulation of the European telecommunications industries since the late 1980s has stimulated competition and boosted customer demand. In 1982, we introduced the first fully-digital local telephone exchange in Europe, and, in the same year, the world’s first car phone for the Nordic Mobile Telephone analog standard. The technological breakthrough of GSM, which made more efficient use of frequencies and had greater capacity in addition to high-quality sound, was followed by the European resolution in 1987 to adopt GSM as the European digital standard by July 1, 1991. The first GSM call was made with a Nokia phone over the Nokia-built network of
  • 6. a Finnish operator called Radiolinja in 1991, and in the same year Nokia won contracts to supply GSM networks in other European countries. In the early 1990s, we made a strategic decision to make telecommunications our core business, with the goal of establishing leadership in every major global market. Basic industry and non-telecommunications operations—including paper, personal computer, rubber, footwear, chemicals, power plant, cable, aluminum and television businesses— were divested between 1989 and 1996. By 1998, Nokia was the world leader in mobile phones, a position it enjoyed for more than a decade. In 2006, Nokia, which had already been investing in its mapping capabilities for many years, acquired Gate5, a mapping software specialist, and then in 2008 NAVTEQ, the US-based maker of digital mapping and navigational software. Today, Nokia offers leading location services through the HERE business and brand, launched in 2012. In 2007, Nokia combined its telecoms infrastructure operations with those of Siemens to form a joint venture named Nokia Siemens Networks. NSN has become a leading global provider of telecommunications infrastructure, with a focus on offering innovative mobile broadband technology and services. In 2011, Nokia joined forces with Microsoft to strengthen its position in the highly competitive smartphone market. Nokia adopted the Windows Phone operating system for smart devices and through their strategic partnership Nokia and Microsoft set about establishing an alternative ecosystem to rival iOS and Android. In 2011, Nokia also started to make a number of changes to its operations and company culture that would in the course of the next two years lead to shortened product development times, improved product quality and better responsiveness to market demand. In 2013, Nokia moved to reinvent itself with two transformative transactions. The first was the purchase of Siemens’ stake in NSN, which was nearing the end of a deep restructuring and remarkable transformation. The second was the announcement of the sale of substantially all of Nokia’s Devices & Services business to Microsoft. The Microsoft transaction was originally announced on September 3, 2013 and was completed on April 25, 2014. Following the closing of the transaction, Nokia announced its new vision and strategy, building on its three strong businesses; Nokia Networks, HERE, and Nokia Technologies. - 5 - | P a g e
  • 7. - 6 - | P a g e NEED FOR STUDY Various researches have already shown that companies need to focus on customer retention more than grabbing new customers. It is more difficult retaining a customer than it is getting a new one. The need to understand why customers switch to other service providers have usually become a key area of study. The switching behavior has to be analyzed to identify the possible drivers leading to customer switching behavior. OBJECTIVES OF STUDY To understand and identify the Customer Relationship Management Practices followed by the retail stores. To study the various CRM techniques adopted by organized retail firms To study the benefits of CRM to the retailers and customers. To study the releationship between Nokia and its customers LITERATURE REVIEW: Customer is the most important player of any market. All the efforts of companies are directed towards customers. Customer can either remain loyal with a particular brand or switch to another one. This particular study is going to evaluate the factors influencing customers to switch brands. This research will unable us to know more about Nokia customer relationship managent in Mumbai city The study by ABDUL SHEIKH(2011) showed that there are number of reasons due to which customer switch from one brand to another .The customer switch from one brand to another brand if they are not satisfied to customer service or with prduct expectations they switch to another brand.
  • 8. - 7 - | P a g e METHODOLOGY 2.1 Research Design For the purpose of this market study, a questionnaire was been prepared. We identified potential customers who can be approached and our sample size was 153. the answers to these questionnaires from the respondents are the primary inputs to this market research. We collected all the data from the field directly. The sample for the survey was primarily students and working professionals in the age group of 15 to 40.The survey was taken online wherein majority of people have used or are using the Nokia device right now 2.2 Data Collection Methods Survey research was used to collect data from the respondents. The primary mode of obtaining the responses was through direct interview and survey questions. For this project both primary and secondary data were the sources of information. Primary data: Primary data was collected from the questionnaire.(surveys) Secondary Data Secondary sources were collected from the various journals, websites and research papers. 2.3 SAMPLING METHOD Sampling Technique: The initial draft of the questionnaire was prepared after Anaysing the response. A pilot study was done for this questionnaire and subsequently changes were made to the questionnaire based onthe feedback from the pilot study. Changes were done in the rating scales to make it easier for respondents to answer. The sampling technique followed was ‘convenient sampling’. Sampling Unit: The respondents who were asked to fill out questionnaire are the sampling units. The sampling units for this exercise were students and working professionals.
  • 9. Sampling Area: The area of the research for sample companies was from online surveys Sample Size: The sample size was around 40. All of them were users of mobile phones. - 8 - | P a g e 2.4 Field Work The survey was done in public places like outside offices and near colleges. 2.5 Data Analysis We took a sample size of 40 students,people out of which 38 people used Nokia phones. So we used this data for our analysis.
  • 10. - 9 - | P a g e CRM &NOKIA 3.1 CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Customer relationship management systems track and measure marketing campaigns over multiple networks. These systems can track customer analysis by customer clicks and sales. Places where CRM is used include call centers, social media, direct mail, data storage files, banks, and customer data queries. Characteristics of customer relationship management(CRM) The following are general guidelines on implementing a CRM system.  Make a strategic decision on what problems you want your CRM system to address, what improvements or changes it should bring in the business processes of the organization.  Choose an appropriate project manager. Typically IT will be engaged, however a manager with a customer service/sales and marketing business focus should be involved, as the impact of the project will be mainly on the business side.  Ensure executive sponsorship and top management support.  Empower team members with the required authority to complete the tasks.  Select the correct implementation partner. They must have both vertical and horizontal business knowledge, as well as technical expertise.  Define KPI's that will measure the project's success.  Use a phased approach. Work towards long-term enterprise-scale implementation through a series of smaller, phased implementations
  • 11. - 10 - | P a g e Features of Customer Relationship Management Customer-centric relationship management is used in marketing, customer service and sales, including:  tailored marketing  one-to-one customer service  retaining customers  building brand loyalty  providing information customers actually want  Subscription billing  Rewards 3.2 The Benefits of CRM The biggest benefit most businesses realize when moving to a CRM system comes directly from having all your business data stored and accessed from a single location. Before CRM systems, customer data was spread out over office productivity suite documents, email systems, mobile phone data and even paper note cards and Rolodex entries. Storing all the data from all departments (e.g., sales, marketing, customer service and HR) in a central location gives management and employees immediate access to the most recent data when they need it. Departments can collaborate with ease, and CRM systems help organization to develop efficient automated processes to improve business processes. Other benefits include a 360-degree view of all customer information, knowledge of what customers and the general market want, and integration with your existing applications to consolidate all business information. 3.3 CRM in business to business The modern environment requires one business to interact with another via the web. According to a Sweeney Group definition, CRM is “all the tools, technologies and procedures to manage, improve, or facilitate sales, support and related interactions with customers, prospects, and business partners throughout the enterprise”.It assumes that CRM is involved in every B2B transaction.[
  • 12. Despite the general notion that CRM systems were created for the customer-centric businesses, they can also be applied to B2B environments to streamline and improve customer management conditions. B2C and B2B CRM systems are not created equally and different CRM software applies to B2B and Business-to-Customer (B2C) conditions. B2B relationships usually have longer maturity times than B2C relationships. For the best level of CRM operation in a B2B environment, the software must be personalized and delivered at individual levels. - 11 - | P a g e 3.4 CRM in business to customers While business-to-consumer activity exists both online and offline, the acronym B2C has primarily been used to describe the online variety. B2C businesses played a large role in the rapid development of the commercial Internet in the 1990s. Large sums of venture capital flowed to consumers in the form of free online services and discounted shopping, spurring adoption of the new medium. When the capital markets turned sour, however, the B2C companies were among the first to fall, and they fell fast. Many companies tried to follow the herd of investors by undergoing a B2C to B2B makeover. For awhile after the .com bubble, B2C was used infrequently except when it was followed by "…is dead." However, some analysts still predicted that consumer businesses would thrive online, just not in they way everyone initially predicted. 3.5 Nokia India Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobile phone over a Nokia-deployed network. Nokia started its India operations in 1995, and presently operates out of offices in New Delhi, Mumbai, Kolkata, Jaipur, Lucknow, Chennai, Bangalore, Pune and Ahmedabad. The Indian operations comprise of the handsets business; R&D facilities in Bangalore and Mumbai; a manufacturing plant in Chennai and a Design Studio in Bangalore. Over the years, the company has grown manifold with its manpower strength increasing from 450 people in the year 2004 to over 15000 employees in March 2008 (including Nokia Siemens Networks). Today, India holds the distinction of being the second largest
  • 13. - 12 - | P a g e market for the company globally. Nokia Technologies develops and licenses cutting-edge innovations that are powering the next revolution in computing and mobility: the “programmable world” where intelligent connections bring millions of everyday objects online and create exciting new possibilities. Through Nokia Technologies, Nokia will invest in the further development of its industry- leading innovation portfolio. This will include expanding our successful IP licensing program, helping other companies and organizations benefit from our breakthrough innovations, and exploring new technologies for use in potential future products and services. At the heart of Nokia Technologies is a world-class research and development team. Our scientists, engineers and licensing experts draw on deep expertise in areas ranging from imaging and sensing, wireless connectivity and power management, to advanced materials and beyond. Nokia is the world leader in mobility, driving the transformation and growth of the converging Internet and communications industries.Nokia makes a wide range of mobile devices and provides people with experiences in music, navigation, video, television, imaging, games and business mobility through these devices.Handling valuable business contacts, data maintenance and data management are some of the key challenges in business-to-business relations.Therefore the decision for a CRM system was a crucial one. Nokia’s former b2b specialists, Nokia Enterprise Solutions, chose salesforce.com as their central CRM platform and implemented the system with more than 1m contacts world wide. Salesforce CRM had been centrally managed by Nokia’s US Team. Yet quickly it became obvious that the European Team was facing different and new challenges due to diversity in countries and languages. Nokia India started its operations in India in 1995 and has set up its business units in Mumbai, Bangalore, Ahmedabad, Hyderabad, Kolkata and New Delhi. Nokia has invented the cellular technology in India and also deployed its network of mobile phones for the very first time in India. The units of Nokia India strongly focuses upon handsets and infrastructure facilities which has its offices along with the R and D units located at Bangalore, Hyderabad and Mumbai. The manufacturing unit of Nokia India is located in Chennai. Nokia India possesses a number of skilled professionals who operates in 3 broad business sectors known as Mobile Phones, Multimedia and Enterprise solutions. The company Nokia India has grown outstandingly in the past few years. Nokia India started off its business with manpower of 450 and within few years it increased to 6000 people and this is the
  • 14. current manpower strength. This is a major growth and proves the company's efficiency in p
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