Customer Relationship Management in Religare Securities with special reference to equities by Sanjay Gupta

Customer Relationship Management in Religare Securities with special reference to equities

Summer Training Project Report Submitted in the partial fulfillment of the requirements For the degree of MASTERS OF BUSINESS ADMINISTRATION

CERTIFICATE I

This is to certify that the project “Customer Relationship Management in Religare securities with special reference to equities” submitted in the partial fulfillment of the requirement for the degree of Master in Business Administration of the XYZ College of Technical Education, is a bonafide research work carried out by XYZ, under my supervision and that no part of this research project has been submitted for any other degree. The assistance and help received during the course of this investigation has been fully acknowledged.

Dated:

Ms. XYZ Training Advisor

ACKNOWLEDGEMENT

Any person can never do work of this nature alone. This formal piece of acknowledgement may not be sufficient to express the feeling of gratitude and affection for those who were associated with the project and without whose co-operation and guidance this project could not have been conducted properly. It is a matter of great pleasure for me in submitting the project report on “Customer Relationship Management” in Religare Securities with Special Reference to Equity” in the partial fulfillment of the requirement of my course from “ XYZ COLLEGE OF TECHNICAL EDUCATION.” It is my profound privilege to thankfully acknowledge the inspiring cooperation extended to me by all the staff members for the successful completion of my project. My first word of thanks goes to Mr. XYZ, Branch Manager, Religare Securities, CP New Delhi for giving me an excellent chance to undergo training in a reputed and prestigious brokerage firm of India. I further, am in deep gratitude to Mr. XYZ , Senior Relationship Manager for His kind support and guidance in marshalling my knowledge to the shaping of and the Becoming of the project & other staff members of Religare for their kindness and Valuable guidance and assistance, which helped me in the completion of my summer Training.

ABSTRACT Ever since we have attained independence we have been attaining some sort of nourishment in one field or another. Finance is the backbone of every country and India is no exception. Being the country it is have lot of pressure of population and that burden has to be born by the earning population of the country. Indian financial market has been progressing leaps and bounds in last decade or so World see India as the emerging power of the planet and Indian finance has major role to play in letting the country in this great position. Share market is the breathing zone of Indian financial market. Every Indian company which has some significance with lot of people has been listed in the stock exchange and has been affecting country. Broking firms play a major role in the smooth functioning of the Stock Market because investors trade through these broking firms. So because of lots of opportunity in this sector with that is the increasing competition. More and more companies are entering into this sector, so to maintain and acquire the client base it requires good marketing strategies on the companies part. It must be kept in mind that major share of investors are price sensitive and they decide the investment options and the options to trade trough on the basis of cost effectiveness.

(Signature of major advisor)

(Signature of student)

TABLE OF CONTENTS Sr. No. 1.

Contents Part - A

Page No.

Introduction to Brokerage industry

1.1 Primary Market

1.2 Secondary Market

1.3 Evolution of the Indian Brokerage Market 1.4 Development in the Brokerage Industry 1.5 Industry Insight

11 12 13 14

1.6 Main players in the brokerage industry are

Introduction to Religare Enterprise Limited

2.1Historical Background Of The Group

2.2 Vision & Mission 2.3Now What Does RELIGARE Mean? 2.4 Key Events and Milestones

15 16 18

2.5Organization Structure

2.6 Central Leadership Team

2.7 Board of Directors - Religare Enterprises Limited

2.8 Addresses

2.9 Religare Global Presence 2.10 Following are the companies Under Religare Enterprise Limited

21 22

Religare Securities Limited 3.1 Products and services

3.2 Key Executives 3.3 SWOT Analysis Of Religare Securities Ltd

23 25

FINANCIAL ANALYSIS

4.1Profit and Loss Account

4.2Balance Sheet

4.3 Financial Statement Analysis

4.4 Trend Analysis

Part – B 1.

Introduction to the project

1.1 Customer relationship management

1.2 Need of the study 2.

2.1 Review of Literature

65 66

2.2 Title

2.3 Objectives Research Methodology

71 72

3.1 Scope of the research project

3.2 Type of Research

3.3 Method of Data collection 72 3.4 Sample Design 6

3.5 Limitations of the Study 4.

Data analysis and interpretation Table 4.1 Profession In which respondent is engaged Table 4.2 Time period of investing.

74 76

Table 4.3 Reasons For Investing 78 Table 4.4 Awareness of Customer relationship marketing policies Table 4.5 Customer Relationship marketing Policies.

80 81

Table 4.6 Choose any 3 Customer relationship Practices Table 4.7 Reason for Religare to follow these practices

83 85

Table 4.8 (a) Satisfaction Level for Staff Efficiency

Table 4.8 (b) Satisfaction Level for Redressing of complaints .

Table 4.8 (c) Satisfaction Level for Timely Responses

Table 4.8 (d) Satisfaction Level for Updated information

Table 4.8 (e) Satisfaction Level for Clarity of concept Table 4.9 Influence of Customer Relationship Practices in further Investing

91 92

Table 4.10 Recommend to others Table 4.11 Experience in Stock market

93 94

Results and findings

96 7

Recommendations 97 Conclusion Bibliography/References

98 99

Questionnaire

100

CHAPTER 1 8

INTRODUCTION TO BROKERAGE INDUSTRY

Globalization has proved to be a boon for the Indian economy. After globalization there has been a tremendous growth in the Indian economy. Every sector of the economy has shown an outstanding performance after globalization. Earlier Trading was confined in limited boundaries but now the scenario has been totally different after the entrance of online trading. There is a cut throat competition between the broking houses. Now the brokers are more concerned about their customers to improve their performance. The sector is undergoing fundamental changes that have diluted its traditional role of protecting small deposits against capital and income risk and facilitating the conversion of Savings into investment. Also there have been a drastic increase in the volume of share traded on stock exchange and with that the online trading has shown Bull Run. The Indian Brokerage Industry consists of companies that primarily act as agents for the buying and selling of securities (e.g. stocks, shares, and similar financial instruments) on a commission or transaction fee basis. Hence, to understand this industry we have to study Security Market: Security market has two main interdependent segments: Primary market and the Secondary market.

1.1 Primary Market The primary is that part of the capital markets that deals with the issuance of new securities. Companies, governments or public sector institutions can obtain funding through the sale of a new stock or bond issue. This is typically done through a syndicate of securities dealers. The process of selling new issues to investors is called underwriting. In the case of a new stock issue, this sale is an initial public offering (IPO). Dealers earn a commission that is built into the price of the security offering, though it can be found in the prospectus.

In primary market certain companies issue their shares directly to the public, collect applications and after sorting out the good issues, they put in their applications. The share brokers get their brokerage on the transactions made.

1.2 Secondary Market The secondary market is that market in which trading is done of securities that have already been issued in an initial private or public offering. The secondary market comprises of brokerage that a broker earns in the buying and selling of companies that are listed in the stock exchange. These stock brokers are in charge of the conformation and carrying out of transactions. Orders are taken and executed on behalf of the clients. The fluctuation of rates in the share market makes the activity in a trade market a dynamic process. It is necessary for a broker to have adequate knowledge about the economic and political factors as they affect the share market.

1.3Evolution of the Indian Brokerage Market The Indian broking industry is one of the oldest trading industries that had been around even before the establishment of the BSE in 1875. Despite passing through a number of changes in the post liberalization period, the industry has found its way towards sustainable growth. The evolution of the brokerage market is explained in three phases: pre1990, 1990-2000, post 2000.

1.3.1Early Years The equity brokerage industry in India is one of the oldest in the Asia region. India had an active stock market for about 150 years that played a significant role in developing risk markets as also promoting enterprise and supporting the growth of industry. The roots of a stock market in India began in the 1860s during the American Civil War that led to a sudden surge in the demand for cotton from India resulting in setting up of a number of joint stock companies that issued securities to raise finance. This trend was akin to the rapid growth of securities markets in Europe and the North America in the background of expansion of railroads and exploration of natural resources and land development. 10

Bombay, at that time, was a major financial centre having housed 31 banks, 20 insurance companies and 62 joint stock companies. In the aftermath of the crash, banks, on whose building steps share brokers used to gather to seek stock tips and share news, disallowed them to gather there, thus forcing them to find a place of their own, which later turned into the Dalal Street. A group of about 300 brokers formed the stock exchange in Jul 1875, which led to the formation of a trust in 1887 known as the “Native Share and Stock Brokers Association”. A unique feature of the stock market development in India was that that it was entirely driven by local enterprise, unlike the banks which during the pre-independence period were owned and run by the British. Following the establishment of the first stock exchange in Mumbai, other stock exchanges came into being in major cities in India, namely Ahmedabad (1894), Calcutta (1908), Madras (1937), Uttar Pradesh and Nagpur (1940) and Hyderabad (1944). The stock markets gained from surge and boom in several industries such as jute (1870s), tea (1880s and 1890s), coal (1904 and 1908) etc, at different points of time.

1.4 DEVELOPMENT IN BROKERAGE INDUSTRY In actuality the brokerage industry continues to develop rapidly. Many of the traditional restrictions against banking activities within the brokerage industry are being eliminated and the barriers are disappearing. Due to this, some commercial banks have as subsidiaries, brokerage houses that offer discounts and some of them have available accounts that offer all of the services that are offered by a checking account. The basic function of a brokerage firm is to execute buy and sell orders for clients. Traditionally these firms have offered the investigation of the quality and the possibilities of investing in a variety of investment products. It is still accustomed for brokerage firms to offer information about possible investments free of charge. This activity of bringing free of charge stock investment reports is one of the main tools that are utilized by brokerage houses to compete against other firms and to investors it continues to be an important service. Despite the previously, not all investors consider that investment reports is an important service. Some investors prefer other types of services since many investors don’t believe that these 11

investment reports are useful. In order to capture this vast diverse clientele, the brokerage industry has segmented itself. After the restrictions in commissions were eliminated, several brokerages began to open up their doors as discount brokerage firms. In actuality, brokerage firms may be classified into full service brokers and discount brokers. Full service brokerage firms continue to offer informative stock reports and a level of service much higher than other brokerage houses. Discount brokerage houses only dedicate themselves to execute orders for clients. Full service brokers are sellers looking for purchasing and selling for clients and offering more customer service than is available from discount brokers. It is many times possible that a client will not even know who is taking care of the buy or sell order that they placed. These differences in services and philosophies may lead to great differences in commission costs. It is evident that these differences may be an important factor in the return of an investment. This is particularly true when we see that these commissions are added to the purchase as well as to the sale of a stock or other investments. Post major reforms initiative in early 2000s brokerage industry in India is experiencing rapid growth and diversity. At present apart of brokerage business industry is also offering wide range of financial services. These developments have resulted in huge spurt in business and also growing market share of the large sized brokerage houses has led to surge in enterprise value. In the year 2007 IPOs of large firms (Motilal Oswal, Religare, and Edelweiss) received huge response (Indian catalog, 2001). At the same time global and private equity firms have taken stake in brokerage firms. In India there are about 45 equity brokerage houses that are at present listed in the stock exchanges.

1.5 Industry Insight •

Majority of the broking firms entered the business post 1990. A majority of members have memberships in more than one stock exchange and across equities, equity derivatives and commodities futures in domestic and International stock exchange.

•

On the back of growing equity culture broking activity is spreading in Tier II and Tier III cities in India.

•

Deepening financial system and economic growth has provided growth and expansion opportunities to broking firms. Access to public equity markets and growing international investor’s interest has enabled them to raise resources.

Although there are more than 9000 brokers registered with SEBI 80% of the turnover in NSE and BSE is accounted by about 100 brokers.

1.6 Main players in the brokerage industry are: •

India Infoline

•

ICICI Direct

•

Angel Broking

•

Geojit

•

HDFC Securities

•

Kotak Securities

•

Relaince Money

•

Religare

•

Share Khan

•

SBI Demat

•

Motilal Oswal

•

Anand Rati

•

Citi Bank Demat

•

Karvy securities

•

HSBC Invest Direct 13

CHAPTER 2 RELIGARE ENTERPRISE LIMITED Religare Enterprises Limited (REL) is a global financial services group promoted by the RANBAXY group , with a presence across Asia, Africa, Middle East, Europe and the Americas. In India, REL’s largest market, the group offers a wide array of products and services ranging from insurance, asset management, broking and lending solutions to investment banking and wealth management. The group has also pioneered the concept of investments in alternative asset classes such as arts and films .With 10,000 plus employees across multiple geographies, REL serves over a million clients, including corporates and institutions, high net worth families and individuals, and retail investors. 2.1Historical Background Of The Group The Company was originally incorporated as Vajreshwari Cosmetics Private Limited on January 30, 1984. The name of Company was subsequently changed to Religare Enterprises Private Limited pursuant to a special resolution of the shareholders dated January 10, 2006. The fresh certificate of incorporation consequent to the change of name was granted to the Company on January 31, 2006, by the Registrar of Companies, Punjab, Himachal Pradesh & Chandigarh at Jalandhar. The status of the Company was changed to a public limited company by a special resolution of the members dated July 14, 2006. The fresh certificate of incorporation consequent to the change of name was granted to the Company on August 11, 2006, by the Registrar of Companies, NCT at New Delhi. At the time of incorporation, the main object of the Company was to purchase, sell, import, export,manufacture,pack, replace or otherwise deal in all types of tooth paste,tooth brush, face powder, face cream and other cosmetics.

Religare has a pan India presence, 1837* locations across 498* cities and towns. It also currently operates from nine international locations following its acquisition of London's brokerage & investment firm, Hichens, Harrison & Co. plc. (Now Religare Hichens, Harrison Plc).

2.2 Vision & Mission 2.2.1 Vision - To build Religare as a globally trusted brand in the financial services domain. 2.2.2 Mission - Providing complete financial care driven by the core values of diligence and transparency.

2.2.3 Brand Essence - Core brand essence is Diligence and Religare is driven by ethical and dynamic processes for wealth creation.

2.3Now What Does RELIGARE Mean?

2.3.1 Name Religare is a Latin word that translates as 'to bind together'. This name has been chosen to reflect the integrated nature of the financial services the company offers.

2.3.2Symbol The Religare name is paired with the symbol of a four-leaf clover. Traditionally, it is considered good fortune to find a four-leaf clover as there is only one four-leaf clover for every 10,000 three-leaf clovers found. For Religare, each leaf of the clover has a special meaning. It is a symbol of Hope. Trust. Care. Good Fortune. For the world, it is the symbol of Religare. The first leaf of the clover represents Hope. The aspirations to succeed. The dream of becoming. Of new possibilities. It is the beginning of every step and the foundation on which a person reaches for the stars. The second leaf of the clover represents Trust. The ability to place one’s own faith in another. To have a relationship as partners in a team. To accomplish a given goal with the balance that 15

brings satisfaction to all, not in the binding, but in the bond that is built. The third leaf of the clover represents Care. The secret ingredient that is the cement in every relationship. The truth of feeling that underlines sincerity and the triumph of diligence in every aspect. From it springs true warmth of service and the ability to adapt to evolving environments with consideration to all. The fourth and final leaf of the clover represents Good Fortune. Signifying that rare ability to meld opportunity and planning with circumstance to generate those often looked for remunerative moments of success.

Hope. Trust. Care. Good Fortune. All elements perfectly combine in the emblematic and rare, four-leaf clover to visually symbolize the values that bind together and form the core of the Religare vision.

2.4 Key Events and Milestones 2.4.1 Year Events  1994 RSL received membership of the NSE as ‘stock broker.  2000 RSL received membership of the Futures and Options segment of the NSE. - RSL received registration as ‘Depository Participant’ with NSDL. 

2001 RFL received registration as ‘non-banking financial institution not accepting public deposits with RBI.

 2002 RSL received registration as ‘Portfolio Manager’ from SEBI.  2003 RSL received registration as ‘Depository Participant’ with CDSL.  2004 RSL received membership of the BSE as ‘stock broker. -RCL received membership of MCX as ‘trading-cum-clearing member. 16

-RCL received membership of NCDEX as ‘trading-cum-clearing. Member.  2005 RFL received enrollment as ‘AMFI registered mutual fund advisor  2006 Establishment of representative office in London. -RCL received membership of NMCE. -RIBL received license from IRDA to act as ‘composite broker’. -Joint venture agreement with Aegon International. - N.V. for carrying on the business of mutual fund asset management. -RSL received registration as ‘Merchant Banker in Category - I from SEBI. 

2007 RSL received membership of derivative segment of the BSE as trading-cumclearing member. -Religare Enterprises to enter the capital market. -Religare - Macquarie Joint Venture for Wealth Management.

 2008 Religare to acquire UK brokerage Hichens -Religare strengthens its Bancinvest Channel Adds Karur Vysya Bank to its kitty. -Religare AEGON Asset Management Company Private Limited, a joint venture between Religare and AEGON, has received the final regulatory approval from the Securities and Exchange Board of India (SEBI) to launch mutual fund business in the country. -Religare Enterprises gets SEBI nod for LOTUS acquisition. 

2009 Religare, a diversified financial services company, and Andhra Bank, a well known Public Sector Bank in the country, have entered into a strategic tie-up offering Religare's internet trading services platform to the Bank's customers. -Religare and Swiss Re join hands to enter India health insurance space.

-Religare launches CSR Initiative

2.5Organization Structure:

2.6 Central Leadership Team



Mr. Sunil Godhwani Chairman and Managing Director, Religare Enterprises Limited

Mr. Sunil Godhwani, Chairman and Managing Director, Religare Enterprises Limited, is the driving force behind the company. A man with a vision to create a global business of excellence, he is the inspiration to all as he spearheads the company’s management and global operations; strategizing and directing it through its next phase of growth. Sunil has a diverse and wide-ranging experience of over two decades in managing large scale businesses, he also serves as Director on the Boards of Religare Technova Limited, Super Religare Laboratories Limited, Religare Macquarie Wealth Management Limited, AEGON Religare Life Insurance Company Limited, Religare Voyages Limited, Parkway Holdings, Fortis Healthcare Limited and other subsidiaries/ Group companies of Religare. Born in New Delhi, Sunil completed his schooling from prestigious St. Columbas School post which he went abroad for studying. He holds a B. Sc. Degree in Chemical Engineering and a M.Sc. in Industrial Engineering & Finance from Polytechnic Institute of New York. He loves Chinese food and is an avid sports enthusiast with interest in Cricket, Table Tennis and Golf.



Mr. Shachindra Nath Group CEO, Religare Enterprises Limited



Mr. Anil Saxena Group CFO, Religare Enterprises Limited

2.7 Board of Directors - Religare Enterprises Limited 

Mr. Sunil Godhwani Chairman and Managing Director



Mr Shachindra Nath Group CEO



Mr. Anil Saxena Group CFO



Mr. Harpal Singh Non Executive Director



Mr. Deepak Ramchand Sabnani Independent Director



Ms. Kathryn Matthews Independent Director



Mr. Padam Bahl Independent Director



Mr. J. W. Balani Independent Director



Ms. Sunita Naidoo Independent Director



Mr. Stuart D Pearce Independent Director



Mr. R. K. Shetty Alternate to Mr. J. W. Balani



Capt. G. P. S. Bhalla Alternate to Mr. Deepak Sabnani

2.8 Addresses S. No.

Location Type

Address

Registered Office

D3, P3B, District Centre, Saket New Delhi , Delhi - India PinCode :110017 Phone :011-39125000,,, Fax :011-39126505,

Corporate Office

A3,4,5, GYS Global, Sec 125 Noida , Uttar Pradesh - India PinCode :201301 Phone :0120-3391000,,,

2.9 Religare Global Presence  New York  San Francisco  Brazil  United Kingdom  Dubai  Qatar  Singapore 21

 Malayasia  Singapore  Hong Kong  Tokyo

2.10 Following are the companies Under Religare Enterprise Limited

CHAPTER 3 Religare Securities Limited 23

Religare Securities Limited (RSL), a 100% subsidiary of Religare Enterprises Limited is a leading equity and securities firm in India. The company currently handles sizeable volumes traded on NSE and in the realm of online trading and investments; it currently holds a reasonable share of the market. The major activities and offerings of the company today are Equity Broking, Depository Participant Services and Research Services. To broaden the gamut of services offered to its investors, the company offers an online investment portal armed with a host of revolutionary features. •

RSL is a member of the National Stock Exchange of India, Bombay Stock Exchange of India, Depository Participant with National Securities Depository Limited and Central Depository Services (I) Limited.

•

Religare has been constantly innovating in terms of product and services and to offer such incisive services to specific user segments it has also started the NRI, FII, HNI and Corporate Servicing groups. These groups take all the portfolio investment decisions depending upon a client's risk / return parameter.

•

Religare has a very credible Research and Analysis division, which not only caters to the need of our Institutional clientele, but also gives their valuable inputs to investment dealers.

Religare Securities Limited, a Ranbaxy Promoter Group Company, was founded by late Dr. Parvinder Singh (CMD Ranbaxy Laboratories Limited), with the vision of providing integrated financial care driven by the relationship of trust & confidence. To realize its vision the Religare group provides various financial services which include broking (stocks & commodities), depository participant services, portfolio management services, advisory on mutual fund investments and many more. Working on the philosophy of being “Financial Care Partner”, Religare unlike other traditional broking firms not only executes the trades for the clients but also provides them critical and timely investment advice. The growing list of financial institutions with which Religare is empanelled as an approved broker is a reflection of the high levels of service standard maintained by the company. Religare is a truly professional financial service provider managed by a team of highly skilled professionals who have proven track record in their respective domains. Religare has the widest 24

Part – B

Research Project

CHAPTER 1 INTRODUCTION TO PROJECT 1.1 CUSTOMER RELATIONSHIP MANAGEMENT Customer Relationship Management (CRM) is a well-known business concept. Managers today are working hard to build and maintain a relationship with the customer - given the importance of customer lifetime value. While the concepts of CRM and Customer Lifetime value are well established and understood by managers, managing customer relationships has become a challenge for many managers. Several firms have implemented dedicated software tools (Seibel, salesforce.com etc.) for customer relationship management, and even more number of companies is planning to do the same. Few firms have even created offices of customer relationship management: Client partners, Account managers, Program Managers etc. In spite of all these efforts, managers are finding it hard to manage customer relationships. The challenge of managing customer relationships led to a new concept called Levels of Customer Relationships developed by INSEAD, France. The central theme of this concept is: •

Customer relationship is an evolutionary process that can be identified as 6 distinct stages.

•

Customers have different needs and expectations during different stages of this relationship.

•

Customer relationship is a dynamic process and can move from one stage to another based on customer's aspirations and customer's buying experience

. Why do customers have a relationship with the vendor? Every salesman knows that customer often wishes to have a relationship with the vendor. Many firms therefore want to make use of this relationship and have instituted customer loyalty programs - aimed at rewarding loyal customers. For example, Airlines have free miles program, credit card firms have points program, Grocery stores have a special discount for loyalty cardholders etc.

Looking from the customer's perspective, customer expresses a need for a relationship with the vendor for a few basic reasons: satisfy their needs, convenience, reliability, and lower cost of transaction. Customers need products or services and will obtain them, but they are willing to enter into a relationship with the seller to make the process of buying easier and a more pleasant experience. One has to note that the intensity or depth of the relationship, which the customer expresses to have with the vendor, depends in the intensity of his/her needs. If a product/service is vital to the customer e.g. financial product, then customer is willing to have a deeper relationship in order to have their needs satisfied as precisely as possible. On the other hand if the customer wants a routine service or generic product e.g. customer needs tips from his broker while trading in the stock market, then the relationship is superficial - characterized by buyer's convenience. To understand this considers the following examples: 1. Customer, who is a telecom service provider, wants to implement ERP software. Since the software has to be customized for the Telco, the customer is willing to establish a deep relationship with the vendor by having a development & maintenance contract with the vendor. 2. Customer, who wants a copy of MS Project installed in a computer. Since this is a

simple purchase, the customer wants to buy it from a near by store and install it himself. Thus there is no real relationship between the customer and the vendor. Both examples point to the fact that the level of relationship a vendor enjoys with the customer is directly dependent on the criticality or importance of customer's needs. In short, customers enter into a relationship with the vendor in order to serve their own needs.

Strengthening Customer Relationships We now understand that the depth of the relationship between vendor and customer is directly dependent on the intensity of the customer's needs. Also note that the customer defines the depth of relationship. This creates a challenge for a salesman or a marketer at the vendor firm. For a vendor to increase sales, the vendor firm must improve the relationship with the buyer. And to improve the relationship, vendor must know the current level/stage of relationship he has with 27

the customer. So the first step in managing customer relationship is to know and understand the levels of customer relationships.

Levels of Customer Relationships As mentioned earlier, relationship between buyer and seller can be identified in 6 distinct levels. Level-1 being the lowest level of relationship and level-6 being the deepest level of relationship Level-1: Utility Need Level-2: Convenience Need Level-3: Comfort Need Level-4: Personal Recognition Need Level-5: Self-expression Need Level-6: CO-Creation Need From a marketing perspective, the customer lifetime value is lowest at level-1 and is highest at level-6. This is also reflected in the revenue or sales from a customer. Customer, with whom a company enjoys the highest level of relationship, will also be the most profitable customer. It is therefore in the vendor's best interest to have very deep relationship with the customer.

Level-1: Utility Need This is the most basic interaction between customer and vendor. Here the customer desires to buy a particular product/service. Customer interacts with the seller with the sole aim of acquiring the product/service. The relationship between the firm and the customer is characterized by efficiency in transactions, straightforward, no-frills selling. To increase sales, vendor must work on availability of the product/service. Customer will buy only if a product/service appeals to the rational side of the customer i.e. Price and convenience. Customer does not bond with the vendor, as the relationship is a purely utilitarian one - exchange of goods/service for money. 28

The vendor should respond to the customer (in this level of relationship) by providing the required goods/service, and refrain from interacting at a deeper level i.e., by not offering added products/service - other than those requested by the customer. If the vendor insists or attempts to force a relationship to a higher level, the customer may "pull-out" thus risking future sales. To understand this, consider this example: If someone purchased a laptop from DELL Computers. He placed an order online - for a particular configuration. His expectation from the vendor is that Dell will deliver the computer on stated delivery date; he is buying from Dell to meet upto the price that is attractive for him. If the salesman at Dell attempts to push additional hardware or software - which is not what he wanted, he might get annoyed and cancel the order. Vendors must first identify the level of relationship the customer has with them, and then craft a strategy to deepen it. In this case, a vendor can deepen the relationship by increasing the number of interactions. This can be done by: Offering a wide range of products/service, having 24/7 sales operations - i.e., Internet or all 24-hour shops. For example, Dell can increase the number of customer interactions by offering a full range of computer accessories: Printers, Scanners, cartridges, office software, Computer games etc. Dell can increase the number of customer interactions by offering value added services such as on-site maintenance, free software updates etc. Augmenting the basic service/goods with a value addition can deepen utilitarian relationships: Cross selling or value addition.

Level-2: Convenience Need Once the customer has easy access to service/goods that they need, customers look for ease of purchase process that denotes a second level of relationship. The vendor should respond by providing services that simplify the buying process i.e., identify and eliminate those procedures that are a hindrance to obtaining a product/service.

For example, having a shorter checkout lines in a store, having the products courier & providing the tracking number to the customer, having a service personal ready to attend the customer when the customer enters the bank/hotel/office etc. To improve the buying process, the vendor must understand thoroughly the entire customer purchase experience and then eliminate the nagging problems in the purchase process. Service companies often resort to mystery shoppers - who act as customers and buy the product/service to measure & improve the buying experience. Often times, managers listen to feedback from front-line employees for suggestions to improve the customer's buying experience. For example, Dell provides the exact shipment details of the computer and is delivered on the specified time. In addition, Dell has a complete e-Commerce website which enables a secure and easy payment method. Airlines provide comfortable lounges at the airport - while customers wait for their flight. Airlines also provide e-ticketing, curbside luggage check in, on-line flight details etc., to make customers feel comfortable during the purchase process. Often times, there are several instances of customers abandoning their purchase process in the midway. This is the sure sign of an inefficient and inconvenient buying process Relationships at this level can in strengthened by widening the service interactions with customers. By this I mean, look at the ways the customer buys your Product/service and then provide additional services to make it simpler and easier for the customer. Customer Activity Mapping (CAM) & Customer Decision Mapping (CDM) are the tools that can be used to analyze the decision-making, buying, using, and consumption experience. And in each stage, the objective of the vendor is to identify situations that pose obstacles to the buying process. Making the buying process as pleasurable as possible, a vendor can strengthen relationship with the customer in this level and also take the relationship to the next level.

Level-3: Comfort Need

Once the customer has a convenient buying process, then they wish to have a "pleasant shopping experience" i.e., the customer seeks a buying interaction where he feels comfortable. This implies that the vendor should foster a buying environment in which customer feels comfortable and

characterized

agreeable

and

relaxing

purchase

ambiance.

For example, many multi-million dollar business deals are done at resorts - away from the clutter of the office environment. BASF, a fortune-100 chemical company often conducts the contract negotiations on a luxury yacht. This provides the right ambiance and mood to put the customer at ease and feel comfortable during the buying process. Irony of this "comfort need" is that customers often overlook the comfort factor - and often customer notices the absence of the comfort. A discomfort during thebuying experience is easily noticed and registered, while customer forgets comforts. CRM efforts in this level must be focused on making the customer feel comfortable; create a feel-at-ease feeling. The marketer should strive to provide customers comfort, fun, surprise, and other means of generating a positive feeling. Note that this is distinctly different than relationship building at level-2, where the focus was to remove any factor, which caused inconvenience to the customer. Relationship is built on a feeling of ease and providing more of the same - greater comfort, fun and pleasant interaction environment can strengthen comfort. This involves training the front-end employees to provide a Comfortable experience to the customer and being sensitive and responsive to the customer's level of interaction the marketing efforts must be directed at improving/building the memory of pleasant experiences of the customer.

Level-4: Personal Recognition Need Often times, regular/loyal customers expect the vendor to interact in a way that his/her personal choices are recognized. This implies that the customer is seeking a level of relationship where they expect the vendor to recognize their needs - without them asking for it. At this level, the loyalty of customer has been well established; customer enjoys the convenience and a feeling of comfort. Here, in this level of relationship, the customer needs are "personal". In earlier levels, the needs were mostly contextual, i.e., based on the context of buying experience.

CRM efforts at this level are to personalize the service/product offerings. For example, financial institutions treat their high value customers with personalized checkbooks, providing a personal financial advisor, etc. In business-to-business environment, this is characterized by having a dedicated relationship manager who interacts with the client, who knows the clients exact needs and has the authority to deliver the customer's needs. The "relationship manager" or "client partner" can also make suggestions; provide consulting advice to the customer - Along with dinners/lunches, tickets to popular events etc. Advent of Internet has created opportunities for vendors to provide customized web interfaces to each of their clients. Amazon.com ebay.com etc Provide customers with customizable web interfaces To bring a customer to this deep level of relationship, the level-3 relationship of making the customer feel comfortable must always be accomplished. Only when the customer is comfortable, vendor can discover (discreetly) the personal needs of the customer - and then move the relationship to the next higher level. Relationship at Level-4 is analogous to that of a romantic partner - but not a spouse or fiancé. The relationship at this level is more personal - but without invading the privacy of the customer. The timing therefore needs to be right - so that any potential tensions or conflicts are avoided or reduced to minimum. The company must know the customer details, possible tastes and preferences sufficiently well to Build the relationship. Interactions must be respectful, as exchange of personal information may be perceived as invasive. The irony of the CRM systems at this level is that customer feels that the CRM systems compromise customer's privacy - and for that reason most customers are reluctant to share personal information with the vendor, which in turn cause most CRM implementations fail. A salesman or marketer or account manager must therefore take extra precaution not to reveal any personal information of the customer to the CRM database system. This personal information must be carried in the mind of the vendor salesmen.

Customer's need for personal recognition may be met by very simple acts by the salesman, such as rewards for customer loyalty (given to the customer - i.e., buying agent or the key decision maker); tailor made products, and words of appreciation.

Level-5: Self-_Expression Need Once the customer feels that the vendor recognizes him/her as person and can associate personally with the vendor, the customer is ready for the next level of relationship - that is of Self-_expression. Customers who are in this level of relationship expect the vendor to focus on customizing and personalizing the product/service offerings. The customer expects the vendor to have a clear understanding of their needs and the vendor should be able to meet them. The relationship is characterized by mutual trust, confidence & respect. For example, Dell Computers being a customer of Intel expects Intel to know its needs for latest and most powerful microprocessors for the Christmas season. The Customer then expects Intel (vendor) to announce and supply the latest processors in time so that Dell can ship the computers to its customers in time for Christmas. In a consumer world, a common example will be that of a (famous) client and his/her fashion designer. The client expects the fashion designer to know his/her tastes and provide clothes accordingly. It must be noted that in a B2B world, customers are more rational. Their business needs drives the relationship and is partly independent of personal factors. As a result, vendor can build this relationship by learning the customer needs. Based on these learning/insights, vendor should be able to offer highly customized and personalized offerings. Customer relationships in levels 1-4 are defined by customer’s experience and are therefore heavily dependent to the external environment (i.e., external to the customer). At levels 5 and above the relationship depends on internal and external factors including rational and emotional considerations.

The key for success in building relationship at this level is to understand the customer's implicit needs - i.e., those needs that are not expressed verbally. Vendor can strengthen the relationship by understanding the customer's implicit needs and focusing on different ways to customize and personalize the offerings. In a B2B setting, this involves understanding the customer's business operations, business models and then providing customized solutions: Like releasing products in time for Christmas or having goods packed in a truck in a manner it is efficient for customer etc.

Level-6: Co-Creation Need This denotes the highest level of customer relationship. At this level, customer is very comfortable dealing with the vendor; the relationship is characterized by a sense of collaboration. The customer feels a need for a unique product/service and is willing towork with the vendor to develop the product/service. Often the customer to the surprise of the vendor initiates the idea of co-creation. Co-creation relationships are personal and rational. At this level of relationship, the customer loyalty & trust is very high. Customers are willing to invest for joint development of products/service. Customer feel closely bonded to the vendor - to the point that the customer seeks a joint destiny with the vendor. I.e., some aspects of customer's interests merge with that of the vendor's interests. Co-Creation denotes the highest level of customer relationships. Broadening interactions, which involve co-creation of products/services, can strengthen this relationship.

Relationship Marketing Relationship Marketing has an aim of building mutually satisfying long term relationship with its clients in order to earn and retain their business. Marketer accomplishes this by promising and delivering high quality product and services at fair price to the other parties over time. Relationship marketing build long& strong economical, technical and social ties among the parties. The ultimate outcome of relationship marketing is the building of unique company assets called the marketing network. 34

A Marketing network consists of the company and its supporting stakeholders (Clients, Employees, ad agencies and others) with whom it has built mutually profitable business relationship. The operating principal is to build an effective network of relationship with key stakeholders.

•

Marketing Channel: To reach target market, marketer uses three kinds of marketing Channel.

1. Communication Channel: It delivers & receives messages from target buyers and includes newspaper, television, telephone etc. 2. Distribution Channel: To display sell or deliver the physical product or service(s) to the buyer or user. This includes distributors and agents. 3. Service Channel: To carry out transaction with potential buyers. Marketer clearly faces a design problem in choosing the best mix of communication, distribution and service channel for their offerings

•

Supply Chain: The marketing channel connect the marketer to the target buyers, the supply chain describe a longer channel stretching. The supply chain represents a value delivery system. Each company captures only a certain percentage of total value generated by the supply chain. When a company acquires competitor or moves upstream of downstream, its aim is to capture a high percentage of supply chain value.

Competitor: It includes all the actual and potential rival offering and substitutes that a buyer might consider. We can broaden the picture further by distinguishing four levels of competition based on the degree of product sustainability:

1. Brand Competition: A company sees its competition as other companies offering similar products and service to the same customer at similar price. 35

2. Industry Competition: A company sees its competition as all company making the same products or class of products 3. From Competition: A company sees its competitors as all companies manufacturing products that supply the same service. 4. Generic Competition: A company sees its competitors as all companies that compete for the same consumer. Marketing Environment: Competitor represents only one force in the environment in which the marketer operates. The marketing environment consists of the task environment and the broad environment. 1. Task environment: It includes immediate actors involved in producing, distribution and promoting the offering. The main actors are the company, suppliers, distributing, dealers and the target customer. 2. Broad environment: It consists of demographic environment, economical environment, natural environment, technological environment, political environment, and sociocultural environment. These environments contain forces that can have a major impact in task environment.

Principles of Relationship Marketing:

The principal of personal selling and negotiation thus described are transaction oriented because their purpose is to close a specific sale, but in many cases the company is not seeking an immediate sale, but rather to build a long term suppliers- customer relationship. The company wants to demonstrate that it has the capabilities to serve the client needs in a superior way. Today’s customers are large and often global. They prefer suppliers who can sell and deliver a coordinated set of product and services to many locations. When a relationship management program is promptly implemented, the organization began to focus as much on managing its customer as on managing its products. At the same time companies should realize that while there is a strong and warranted move toward relationship

marketing, it is not effective in all situations. Ultimately companies must judge which segment and which specific customers will respond profitably to relationship management.

1.2

NEED OF STUDY

Today, for any organization or firm to survive in this competitive world depends on itsability to be dynamic and be different from the competition to be unique in the industry.Customer Satisfaction helps every organization to keep the existing customer and to buildnew customer. The purpose of this study is to study whether Customer relationship management policies followed by Religare cater to the needs of the clients or not. Whether the clients are happy with the services provided by Religare.

2.1

REVIEW OF LITERATURE

Bergenfield [2010] Businesses are in a constant race to increase profits, keep currentcustomers and gain or poach new ones, competing for customers on a globalised market like never before. One of the many sets of tools aimed at aiding the interaction between supplier and customer is customer relationship management (CRM). Morgan and Hunt (1994) defined Relationship marketing as the marketing activities directed toward establishing, developing, and maintaining successful relational exchanges.

The

separation of the producers from the users was a natural outcome of the industrial era. On the one hand, mass production enforced producers to sell their product & services through middlemen, and on the other, industrial organizations, due to specialization of corporate functions, created specialist purchasing departments and buyer professionals, thus separating the users from the producers. Wilson (1995) summarized different relationship variables that affects the relationship of firm with different stakeholders, those variables are Commitment, Trust, Cooperation, Mutual Goals, Interdependence and Power, Performance Satisfaction, Structural Bonds, Comparison Level of Alternatives, Adaptation, Non-retrievable Investments, Shared Technology, and Social Bonds. Gronroos (1990) states “Marketing is to establish, maintain, and enhance relationships with customers and other partners, at a profit, so that the objectives of the parties involved are met. This is achieved by a mutual exchange and fulfilment of promises” Gefen (2002) in his article reviewed that comparison of CRM to ERP systems and arguing that customer relationship activities are not as standardized as other business activities, such as accounting or procurement. Hence CRM implementation calls for much more complex and flexible approach. Kotler and Armstrong (2004) define CRM as “the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction”. CRM

is a managerial term which focuses on efforts to attracting, maintaining, and enhancing customer relationships. Dick Lee (2000), CRM is perceived as “chain reaction” which is source by new strategic proposal of communication with customer when high level of information technologies development and stable customers need to get enhanced quality of service are achieved. Oligvy and One (2001) purposed the model which states that CRM is to analysis, evaluation of a current situation preparation of a project, technologies, employees and an enterprise, processes, management of customers, effectiveness measurement, and experience of customers. Chaudhuri and Shainesh (2001)-A CRM programmer requires a clear understanding and commitment to the company's customers, vigilant adherence to detailed goals, commitment from both executives and line workers, and a constant awareness of the customer's view point. Customer relationship management is about more than simply managing customers and monitoring their behaviour or attitude. In a study assessing the impact of relational information and processes, Jayachandran, Sharma, Kaufman, and Raman (2005) found that firms that have higher CRM performance also had the ability to capture, access and use customer information. Another study of on-line retailers with a brick and mortar presence, Srinivasan and Moorman (2005), linked the impact of firm strategic commitment to the performance of CRM system investments. More specifically, they conclude that firm commitments to either an on-line or bricks and mortar presence affect the performance of the CRM initiative, emphasizing the importance of context when evaluating the impact of CRM on firm performance. Winer (2001) provides a framework for one to begin conceptualizing a CRM program. This framework although useful, is quite general and is only a starting point in the quest to identify relevant activities/behaviors/outcomes for a CRM program. Taking Winer’s framework into consideration, coupled with a review of the literature, six areas are identified which comprise a CRM program. These areas are: 1) objectives of the CRM program; 2) types of customer data collected/available; 3) uses of customer data for managerial decision-making; 4) the firm’s

approach to market; 5) tactics used to develop and maintain relationships with customers; and 6) the information technology infrastructure currently in use. Galbeth (1999) maintained the importance of providing effective leadership. CRM normally involves business process change and the introduction of new information technology, consequently effective leadership is important Because leaders monitor the external environment of an organization they are often the best people to set the vision or strategic direction for CRM projects. In addition, leaders have the power to influence personnel to buy in (Bull, 2003). CRM environments are complex and require organizational change and a new way of thinking about customers and business in general. Stadler (2001) said that it is important to look at the current status of the company. In this stage assessments have to be made and sometimes external assessors may be hired. A readiness assessment establishes how ready the organization is for a CRM project and a maturity assessment is necessary to show how mature the organization's current practice is .These assessments help to identify where the organization is in terms of customer-centricity and creates a snap shot of the organization that helps as a starting point for the CRM project. Sharp (1997) concluded it is important Knowing the customer. Customer knowledge is an important asset for all businesses. The first step towards a CRM project is to know who the customers are, what they need, how they want the product, how they want the service, what their expectations are, how they want to be dealt with and which channels of communication they prefer. Karl(2000) maintained different organizations use different customer knowledge strategies to best match culture, priorities, and capabilities. They try to reap the best business value from their existing knowledge-based assets or try to create new knowledge-related assets where they are required .With the customer in mind and the customer providing the central emphasis of an organization, managers can start to evolve all the processes needed around the customer Dobbins and Pettman (1997) state CRM as one of the nine basic skills for business success: Remember that we are all in business to provide benefits for customers - at a profit. We are not in business to make products and provide services. The world is full of products and services in which customers see no benefit and for which they are neither willing nor able to pay. Benefits 40

customers seek include an increase in selfesteem, new knowledge, companionship, additional wealth, success, power, influence, self-expression, better health, better relationships, social status, popularity, self-actualization, recognition, admiration, prestige, security, safety, selfpreservation, a decent meal, a good laugh and excitement. Remember that customers are lazy, ignorant, selfish, greedy, impatient, disloyal, ruthless and vain. Use your creativity to generate benefits which are consistent with customer characteristics. Imaduer Rahman (2007) concluded many organizations or companies we have today in these CRM plays an important role either in software solution companies or any organization. It is like back bone to that particular organization previously customer relationship was limited to person to person marketing but in this knowledge era market is not limited to certain place it is widely spread like globalization so it is introduced as online marketing. McKenna(2008) offered a more strategic view by putting the customer first and shifting the role of marketing from manipulating the customer (telling & selling) to genuine customer involvement (communicating & sharing the knowledge). Berry(1999) , in a broader term stressed that attracting new customers should be viewed only as intermediate step in the marketing process. Developing closer relationships with this customers and turning them into loyal is an equally important aspect of marketing. Thus, he defined relationship marketing as attracting, maintaining, and, enhancing customer relationships. Steve Jobs, chairman and co-founder of Apple Inc. once said “A lot of companies have chosen to downsize, and may be that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.” In fact, customers hold the pillar of a business and regard as the most valuable resource in the market. In today’s highly competitive business world, the biggest challenge faced by the management is to create and maintain relationships with customers. It is a customercentric business environment and lack of right attitude showed by management may adversely affect the business. To maintain healthy relationships with customers in order to maximize profit, the management has decided to adopt Customer Relationship Management, a business strategy to create a beneficial environment among customers.

TITLE

CUSTOMER RELATIONSHIP MANAGEMENT WITH SPECIAL REFERENCE TO EQUITIES

2.3

STATEMENT OF OBJECTIVES

1. To study the Customer Relationship Management practices that is implemented at customer level 2. To study the effect of Customer Relationship Management Practices while making purchase and repurchase decision 3. To know the satisfaction level of Religare Equity clients in NCR region.

RESEARCH METHODOLOGY The research methodology is the specification of method of acquiring the information needed to structure or solve the problem. It is not considered to be the decision of facts but also building up the data knowledge and to discover the new fact involved through the process in the dynamic change in the society.

3.1 Scope of the project This research was conducted in NCR Region on those respondents who have been investing in Equities through Religare Securities.

3.2 Type of Research The present study, being conducted, followed a Descriptive Design. It produces a picture of phenomenon in which decision maker is entrusted. Design of descriptive studies includes the nature and source of the data, the nature of expected results and the analytical methods. Descriptive research describes about the population or phenomenon being studied. Descriptive research is pre-planned and structured.

3.3 Method of Data collection • Primary Data The method followed in obtaining the primary data was through the structured questionnaire. • Secondary Data: It refers to the information or facts already collected. The data was taken from internet and journals.

3.4 Sample Design Universe All the investors who invest in equities through Religare Securities. 44

Population All the investors who invest in equities through Religare Securities in NCR Region. Sampling Unit Every single respondent who has filled the questionnaire. Sample size Sampling size refers to total number of respondents targeted for collecting the data for the research. The sample size for survey conducted is 50 respondents. Sampling technique The selection of respondents was done on the basis of Convenience Sampling technique.

3.5 Limitations of the Study The study based on survey through pre-designed questionnaires suffers from the basic limitations of the possibility of difference between what is recorded and what is the truth, no matter how carefully the questionnaire has been designed and field investigation has been conducted.  The sample size was limited.  Time has played a biggest constraint that the research could not be carried out comprehensively as the duration of the study was only 6 weeks  The investors may be biased.  Study is done only for NCR investors.  As the project is also based on secondary data, possibility of unauthorized information cannot be avoided.  Close responses. 45

DATA ANALYSIS & INTERPRETATION Table 4.1 Profession In which respondent is engaged S.No

Profession

Respondents

Percentage

Business

Services

Entrepreneur

Others

Total

Analysis: From the 50 respondents approached, 20 belonged to services profession who invested in share market through Religare securities. People who were in other professions were second contributing 30%. 10 respondents belonged to business class and 5 were entrepreneurs.

Interpretation: From the analysis done above it can easily be interpreted that more people from services sector invested in share market. Reason being that they think it is good investment as it can bring profits and add to their income.

Table 4.2 Time period of investing S.No

Time(years)

Respondents

Percentage

1 to 2

2 to 4

4 to 5

Total

Analysis : From the graph it can be easily concluded that 22 respondents have been Religare clients from 2 to 5 years. This is a maximum % among respondents. Next in line are respondents who have been Religare clients since 1 t o 2 years. They are 13 in number. 8 respondents have been investing in Religare for 4-5 years and 7 have been Religare clients since less than one year.

Interpretation: The data clearly depicts that most people have been Religare clients from 2 to 4 years. This is more them enough time to judge the company. This means that the clients are

happy with the policies of this particular firm and services provide by them. This is the reason why they have been with the company for a considerable time.

Table 4.3 Reasons For Investing

S.No

Reasons

Respondents

Percentage

Reputation of company

Consumer friendly policies