The document discusses customer centricity and its importance for businesses. It defines different types of customers - satisfied customers provide referrals but few in number, while delighted customers provide many referrals and are loyal assets. Dissatisfied customers can severely damage businesses. The document emphasizes that customer satisfaction should be a top priority for management and all employees to drive business growth. It provides methods to estimate customer lifetime value and use customer insight for new product development.

1. 1.1 INTRODUCTION ABOUT TOPIC
A customer centric company culture can only be created if the CEO and all other top
management are continuously listening to the voice of customer and are a actively involved in
improving customer satisfaction.
Top management prioritization of customer need should be manifested in much
tangible ways, from reviewing top customer complaints to creating incentive for all employees
based on the customer satisfaction.
The voice of the customer should truly be a priority for all functions, not just the
customer facing ones (like call centers) which have an immediate effect on customer
satisfaction.
Voice of the customer as a top management priority does not mean that investments
should be made to increase customer satisfaction without proper business cases, but rather that
the right investment needs are properly identified and that customer treatment is as good as
possible at all times given the situation.
1.2Management Actions for Customer Centricity
Frequently review which are the top customer complaints, questions and suggestions.
Define frequently review key customer service KPIs – e.g., call center waiting times. Set time
aside to interact with individual customers – e.g., personally respond to a certain number of e-
mails per month. Visit key corporate accounts and channel partners/distributors on a regular
basis to listen and learn.
Visit customer facing staff – e.g., call center operators, regularly to get a sense of the
sentiment in the customer base. Institutionalize customer satisfaction surveys and reviews of
the results and implications on a regular basis.
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2. Drive usage of customer focus group and other research to get early customer input on new
important initiatives
Institutionalize a „best customer suggestion‟ – prize given out to the customer that
gives the best improvement suggestion.
Encourage all employees to participate in driving customer satisfaction by introducing
employee suggestion reward programs. Create incentives for all employees based on customer
satisfaction.
1.3Capabilities to deliver CRM
Voice of the customer as top management priority
Customer insight
Understanding of drivers of customer behavior and specific value of activities relating
to churn and cross/up sell
Segmentation and customer value
Customer profitability
Value based segmentation
Value VS other scores
Retention and development initiatives
Customer retention and development initiatives leveraging both outbound and inbound
contact and including loyalty program which help drive new product uptake and reduce churn
Campaigning, loyalty programs and customer experience execution to deliver retention
and development initiatives and delivery of a customer experience which maximizes
satisfaction
Continues improvement
Continues improvement strategy for customer data gathering and satisfaction follow-up
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3. Organization
Cross-functional processes and organization mechanisms, skill building programs,
hiring and incentive systems closely linked to CRM objectives and KPIs
IT
IT architecture and investment prioritization linked directly to key capability building
program
Implementation approach
„Do-it, try-it, fix-it‟ approach to implementation
New product development
CRM input of customer insight to new sticky and innovative product and proposition
development
1.4. OBJECTIVE OF THE STUDY
What businesses today needs are customer service standards. For an organization to be
„market– led‟ it must be „customer – driven‟. The only way to embed customer service into the
culture of a business is through a „management – led‟ obsession for being „customer – driven‟.
Businesses need to understand that customers are not something who is bolted onto a business
at the end of a process. They are rather the vital core element without which the business
would not exist.
To survive and grow, a business needs to make profit. In order to make profit, the
business should be able to find people who are willing to pay more for the products and
services than they cost to avail them. Thus, it clearly means customers are the profits of a
business. This may look very simplistic, but its implications are meant to be understood. If all
profits of a business come from customers, then it makes sense to focus business on and
around this source of profit.
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4. Looking at this process, we can deduce that the employees of a company create and
add value directly or indirectly to the product or the services so that the customers are willing
to pay the price they pay to avail them. We can thus state that if an employee is not serving a
customer directly, then he surely is serving someone who actually is serving the customer
directly. Directly or indirectly all employees in an organization is actually serving the
customer. This leads to the customer centric organizational structure of an enterprise – which
from a macro perspective should consist of two main layers: 1) Of People who server the
customers directly, and 2) Of People who serve people, who serve the customers directly (i.e.
people in layer 1).
Once we have the organizational structure of a customer centric organization in place,
what we next need to do is start estimating the lifetime worth of a customer. The organization
should estimate how much the customer would spend on his purchases from the organization
for the rest of his life if he were to purchase the supplies that the organization so provides to
the customer, i.e. his lifetime purchases. A single purchase is the „Transaction Value‟ and
lifetime of purchases from the organization is the „Relationship Value‟. Diving at the
Relationship Value is simple: from the Transaction Value we arrive to an estimated annual
transaction value (total sales / total no. of customers) figure and multiply the same with the
potential lifetime of purchasing to arrive at the Relationship Value of a customer.
We thus, arrive to the magic figure, which states a customer‟s lifetime worth. Basing
these facts and figures, we can generate an organizational growth chart showing the
prospective growth of an organization if the organization is able to deliver and keep its
customers satisfied. This also enables the management to weigh organization‟s short – term
and long – term potential. It is an excellent tool for comparing the present and future scenario.
Thus, customer satisfaction becomes a must.
Focusing on understanding customer satisfaction, there have been extensive researches
done on understanding various levels of customer satisfaction. Let us consider a satisfied
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5. customer as the mid – point and try and categorize customers into various satisfaction levels.
We find that there are mainly three categories that we can derive to – namely: “delighted
customers”, “satisfied customers” and “dissatisfied customers”. Delighted customers are those
who are more than satisfied. They fall above the satisfied customers on the customer
satisfaction graph. Dissatisfied customers are those who fall below the satisfied customers on
the customer satisfaction graph.
Satisfied Customers: How do we mathematically equate the term „satisfied customer‟? A
satisfied customer is a customer who arises from the equation of:
What you Provide = what you Promised / or what they Expected out of the purchase.
Satisfied Customers – are those who continue to purchase from you as long as there are no
better options / alternatives. They are not to be mistaken as „Loyal Customers‟. They do
provide referrals, but very few in numbers. Therefore, we necessarily need to estimate what
figurative gain a potential satisfied customers can provide = Average Relationship Value x No.
of referrals. Thus, we deduce an average value of a satisfied customer.
Dissatisfied Customers: Analyzing the equation of the occurrence of a satisfied customer, we
can deduce the equation of a dissatisfied customer:
What you Provide < What you Promised / or what they Expected out of the purchase.
If the customer does not get what he expected to deserve, he surely will be dissatisfied. There
are of course various degrees and reasons of being dissatisfied. Dissatisfied customers are like
an anchor to growth of a business. They could also be the reason to sink you.
Dissatisfied Customers will surely stop purchasing from you sooner or later as they find
another supplier – if no extra steps are taken to remove the cause of dissatisfaction. They
could further, affect you adversely by destroying potential customers. They could also spread
news to competitors who could use and possibly exaggerate the story to spoil further potential
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6. customers. Research provides that 96% of the times, the cause of dissatisfaction will not be
reported to you and up to 90% of these customers will never come back. The referrals made by
the dissatisfied customer are a lot more. Thus, the losses caused by a potential dissatisfied
customer = Average Relationship Value X No. of referrals. We would obviously not like to
have these losses on our Customer Relationship Balance Sheet. Therefore, it is a must to
analyze and go out of the way to pick up customer‟s complaints and exactly know how to
react to the same.
Delighted Customers: Delighted customers can be defined by the equation:
What you Provide > what you Promised / or what they Expected out of the Purchase.
Satisfied customers are just not enough for an enterprise to survive the socio – economic
culture so prevailing. How do we create delighted customers? How much is delight? Delight is
any noticeable amount that the customer will value. It is a simple and an inexpensive thing put
up at the right time and right moment in the right way that creates that little thing which
converts satisfaction into delight. The only way to create delight is by being customer centric.
It has to be a team effort by the organization as one entity. Every contact point between the
organization and the customer provides for an opportunity to create delight. Not only satisfied
customers can be transformed to being Delighted Customers, rather Dissatisfied customers too
can be recovered to become Delighted Customers.
Delighted Customers can be considered as moving individuals creating direct publicity. These
can be considered as Loyal Customers. Potential of a Delighted Customer = Average
Relationship Value x No. of referrals where the No. of referrals is far > the No. of referrals of
a Satisfied Customer. Further, they are direct assets of the company as they directly increase
market value of the company.
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7. Now, that we have all the potential worth‟s of the above-mentioned customers, you probably
will say „it sounds amazing and looks so farfetched‟. All calculations done on customer‟s life
span and to achieve all of it at least ten to fifty years (as per your assumption of Customer‟s
Life Span of Purchase). Who cares? Let us do another small experimental calculation – let us
convert those years to minutes and then hourly calculate the Bank Balance of the enterprise for
one day. A few dissatisfied customers in few minutes could turn your company‟s balance into
huge losses and a few satisfied customers could create some real value. At the end of that day
– you‟ll come to know whether you are still in business or are you one of the fortunes 500. I
guess you surely can feel the shiver. Customers are profits. Profits are the fuel towards growth.
To create growth, create delighted customers. To create delighted customers, be Customer
Centric.
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8. 2.1profil
TRF Limited is part of the TATA Group of companies – India‟s leading business group in the
private sector.The combined competencies of three companies, the erstwhile Tata Robins
Fraser (established in 1962), Tata Material Handling Systems (formerly Tata Man. Ghh.,
established in 1978), and Tata Techno dyne (established in 1996), helped create TRF. The
company is regarded as one of the most comprehensive sources of engineering equipment,
systems and services. It manufactures bulk material handling and processing equipment, bulk
material handling systems, coke oven equipment, coal dust injection systems for blast
furnaces, coal beneficiation systems, and port and yard equipment. EPC and EPCM services
including mini blast furnace technology are also provided. The company caters to diverse
industries including power, metallurgy, chemical, mining and cement.
As India‟s largest private sector employer, the group today has a family of about 2, 25,000
employees. The TATA group is have been pioneer in India in areas like-
Integrated steel plant
Power utility
I.T. Software venture
Luxury hotel chain
Indigenous passenger car
Chemical and salt work works and so on.
TRF, incorporated in 1962, on its part, has been the leader in engineering, manufacture,
supply, erection, testing and commissioning of bulk material handling equipment and system
in India. Today TRF, with its expertise and extensive experience, provides a wide range of
quality equipment, system and service for material, sizing and dressing of bulk material.
With the amalgamation of two TATA companies – TATA Material Handling System Limited
– in April 1999, TRF now offers the most comprehensive range of port, yard and bulk material
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9. handling equipment and allied service and system .it is also carries out project implementation
on EPC (engineering, procurement and construction) basic or provides EPC services for
setting up of small and medium size plants.
The company operated through the following four divisions:
 Bulk material handling equipment division.
 Bulk material handling system division.
 Port and York equipment.
2.2VISION AND MISSION
TRF Ltd new vision was ceremoniously launched by its Chairman, Jamshed J Irani, along with
Managing Director, Mr. Sudhir Deoras and President of Tata Robins Fraser Labour Union,
Mr. Rakeshwar Pandey in the presence of its employees and external stakeholders in a
function held on April 5, 2008...
Dr Jamshed J Irani, Chairman, TRF Ltd said that while it is important to set a Vision, it was
even more important to achieve them within a given time frame as vision without action was
just a dream. He emphasized that the goals set in Vision-2013 must be achieved by the year
2013, if not earlier.
Mr. Sudhir Deoras, Managing Director, TRF Ltd said that he was confident that TRF Ltd
would achieve the goals laid in Vision 2013. The Company is gradually raising the bar of its
performance and this indicated it had the potential to improve its performance. However, he
said that the Company must now work with a sense of urgency and execute its projects and
orders with the customer‟s interest in mind.
The President of Tata Robins Fraser Lab our Union, Mr.Rakes warPandey, said that he
believed that the employees of TRF Ltd had the potential to achieve the goals laid in Vision-
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10. 2013. This he said had been demonstrated by them and the new vision would facilitate them to
enhance their focus on and help to achieve their targets on sustainable basis.
We will grow five times in five years and become a Rs. 2500 crore company by 2013, by
enhancing focus on material handling business and entering new businesses as necessary. We
will expand our business on a sustainable basis by building a team that is passionate about
serving all its stakeholders and is committed to making Trust, Respect and Fellowship, a Way
of life.
To be an international leader in material handling equipment, processes and systems.
2.3JOINT VENTURES
TRF forms joint venture with Tata Capital and Jasper Industries
TRF has entered into a shareholders‟ agreement along with Tata Capital and Jasper Industries
to form a joint venture viz, Adithya Automotive Applications.
Adithya Automotive Applications is a private limited company constituted with one of the
main objects of engaging in the business of automotive applications to provide end solutions
through fabrications and machining for vehicles to be used as tippers, load bodies, trailers,
refrigerated bodies, etc.
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11. The shareholding pattern of the joint venture of Adithya Automotive Applications would be
as follows:
Sr.no Name of the company Shareholding per cent
1 TRF 51 per cent
2 Jasper Industries 29 per cent
3 Tata Capital 20 per cent
2.4Listing on Stock Exchanges
The Company‟s shares are listed on - (1) Bombay Stock Exchange Ltd. (BSE);
(2) National Stock Exchange of India Ltd. (NSE); (3) Calcutta Stock Exchange Ltd. (CSE).
The Company has paid the annual listing fees to all the Stock Exchanges for the financial year
2010-11.
Stock Code: 505854 (BSE), TRF (NSE) &10030045 (CSE)
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12. Market Information: Market Price Data: High, Low (based on the closing prices) and
volume during each month in last financial year, as under:
Bombay Stock Exchange National Stock Exchange
High (Rs.) Low (Rs.) Volume High (Rs.) Low (Rs.) Volume
April 2010 1140.00 883.05 (No. of
159774 1147.00 885.00 (No. of
138329
May 2010 1175.00 852.55 Shares)
183154 1119.80 860.40 Shares)
332284
June 2010 956.00 801.00 494816 955.80 780.00 568426
July 2010 927.00 806.00 214998 928.85 757.50 348569
August 2010 875.50 772.40 58237 849.95 771.50 123404
September 2010 910.00 771.30 104570 904.70 775.05 179309
October 2010 970.00 610.20 605652 984.80 600.00 1087962
November 2010 670.00 526.65 333608 760.00 536.00 531594
December 2010 614.40 521.10 209396 609.00 520.00 178481
January 2011 585.00 486.00 138216 584.00 490.10 180271
February 2011 538.00 414.05 181306 539.90 423.00 138331
March 2011 499.00 436.10 172904 511.00 432.00 241613
Performance of Company’s Share Price
TheperformanceoftheCompany‟ssharepricesincomparisontobroad-basedindicesBSE500
duringthefinancialyear2010-11,isasunder
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13. 2.5Major customer of trf
Trf limited being a sister concer of TATA Enterprises, thus TATA STEEl limited and
TATA power comprises one of the major customer group. Beside it, there are many other
customer group in the market such as:-
 TATA STEEL
 BHEL
 BHUSANSTEL LIMITE
 ACC
 STSTE ELECTRICTY BOARD
 NTPC
 NMDC
 STEEL AUTHORITY OF INDIA LIMITED (SALE)
 KOLKATA PORT TRUST
 JINDAL STEEL LIMITED
2.6Division wise product profile
TRF manufactures and supplies bulk material handling, loading and un-loading; bulk
material processing, i.e., screening and crushing; and stacking, reclaiming and blending of
bulk materials. It also manufactures coke oven equipment (specially stamping-charging-
pushing equipment), coal dust injection systems for blast furnaces and coal beneficiation
systems. The TMHS range includes: stockyard equipment, level luffing cranes, grab un
loaders, ship loaders, gantry cranes, container cranes and special purpose cranes. This is all
custom-engineered for installation and use at ports, harbors‟, and metallurgical and other
processes industries.
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14. The product / equipment of the division comprise-
1) Conveyor component , idlers ,pulleys and accessories
2) Crushers - jaw crushers, impactors, roll crushers, ring granulators, ball
mills, and hammer mills.
3) Screening equipment – mechanical vibrating screen, scalpers, slurry
screens, foundry shakeouts.
4) Feeders- vibrating feeders, apron feeders, plough feeders, rotary table
feeders.
5) Wagon tippler & side arm charger.
6) Wagon load
7) Shuttle conveyors
8) Belt & chain elevator
(1) Conveyor components:
Conveyor may be best described as equipment for conveying a definable shape such as
cartoon, pallet or casting. The load is usually placed directly on the conveying surface is very
important.
Conveyor pulleys: the pulleys, which support and direct and control its tension.
Conveyor idlers: the idler‟s which form the support for the troughed carrying strand of the
best and the flats return stand.
TRF's range of crushers includes jaw crushers, impactors, ring granulators, roll
crushers, cone crushers and rotary breakers.
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15. (2) Crushers:
A crusher is a machine designed to reduce large rocks into smaller rocks, gravel, or
rock dust. Crushers may be used to reduce the size, or change the form, of waste materials so
they can be more easily disposed of or recycled, or to reduce the size of a solid mix of raw
materials (as in rock ore), so that pieces of different composition can be differentiated.
Crushing is the process of transferring a force amplified by mechanical advantage through a
material made of molecules that bond together more strongly, and resist deformation more,
than those in the material being crushed do. Crushing devices hold material between two
parallel or tangent solid surfaces, and apply sufficient force to bring the surfaces together to
generate enough energy within the material being crushed so that its molecules separate from
(fracturing), or change align
ment in relation to (deformation), each other. The earliest crushers were hand-held stones,
where the weight of the stone provided a boost to muscle power, used against a stone anvil.
Querns and mortars are types of these crushing devices.
Features
Crushing ratio can be set at an extremely large value: normally at 20 and maximum up to 40
A high crushing efficiency reduces the power consumption
Selective crushing can be made with ease
The shape of crushed material will increasingly become cubic
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16. (3) SCREENING EQUIPMENT:
Based on the knowledge that no two screening applications are identical, TRF Ltd
offers to its customers “screening solutions” and not just screens. The company uses its vista
of experience and technology for selecting, engineering and manufacturing the screens. Each
new screen is then optimised for its motion, throw, speed and weight characteristics resulting
in greater value to the customer. Moreover, the screens are customised to face the weather
calamities, through one of the basic vibratory motions – circular, elliptical or linear. This, of
course depends upon the application.
(4) Feeders:
TRF Limited manufactures Rotary Plough Feeders that provide a convenient means of
extracting raw materials from longitudinal slot bunkers and delivering it to a reclaim belt
conveyor running underneath. A rotary plough feeder is a heavy-duty machine used to reclaim
stored bulk materials. The feeder is designed to operate in a tunnel beneath a storage pile. A
slot opening, running along the length of the tunnel, allows the stored material to flow on to a
protruding reclaim shelf. The stored material is prevented from flowing over the edge of the
reclaim shelf by designing the shelf to intercept the angle of repose. The plough feeder
consists of a paddle wheel, called “rotor”, having six curved arms revolving on a vertical axis
that sweep the stored material from the shelf on to a belt conveyor. The plough mechanism is
transported onto a heavy duty self propelled wheeled frame, called “carriage” that travels on
rails mounted either on a canopy of the bunker or on the beams supported on the floor of the
tunnel.
The plough feeder can be continuously traversed or positioned at any point along the reclaim
shelf for maximum flexibility. The speed of the rotor is adjustable so that the reclaim capacity
can be controlled to meet the capacity requirement. The self propelled carriage enables the
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17. rotary plough feeder to reclaim materials every along the entire length of the bunker. The
output capacity of the rotary plough feeder is controlled by varying the rotor speed. This can
be accomplished by variable speed drives to meet any specific requirement. Variable speed
drive can be electro mechanical like eddy current drive, frequency controller or hydraulic
drive. The machine can have local and remote control arrangement or both for operation.
Types of rotary plough feeder: A) Single plough with single reclaim shelf – where low
capacities are required, carriage moves on rails supported on the tunnel floor, and B) Single
plough with double reclaim shelves – where high capacities are required, carriage moves on
rails supported on the tunnel floor.
They are frequently used as feeders located material handling. Its application is found in
almost all sectors like power, steel, cement plant, etc. The apron feeder consists of one or more
endless chains to which overlapping pans are attached to form a continuous moving bed under
crushers and hoppers. Apron feeders can be installed in horizontal and inclined condition
depending on the feeding zone of system layout. The apron feeders are broadly classified as
Apron Feeders is mechanical equipment widely used in bulk particularly suited for conveying
heavy duty raw materials such as coal, coke, ore, slag, rock, stone, gravel, clay, etc.
Extra heavy duty apron feeder with crawler chain-sprocket assembly
Extra heavy duty apron feeder with link-chain assembly
Heavy duty apron feeder with link-chain assembly
Features
Can be installed below wagon tippler hopper, stockpile and primary or secondary crushers
Capacity and speed adjustment features
Either hydraulic drive or electromechanical drive arrangement
Horizontal as well as inclined installation
Sealed bearings for feed rollers and returned rollers to avoid frequent lubrication
Safety device: Mechanical / Electrical
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18. (5) Wagon tippler& side arm charger.
The state-of-the-art Wagon Tipplers manufactured by TRF are in accordance with the
Indian standards and the prescribed norms lay down by the statutory bodies. The wagon
tippler is designed to unload materials like coal, coke, iron ore, etc., from the open type
railway wagons, viz; Box/Box N HA/Box N MKD-II /OZ/O, etc. It is also capable of
performing the function of weighing the gross and tare weight of wagons by incorporating an
integral weighbridge. TRF wagon tipplers are of sturdy construction and require negligible
maintenance. The tippler is of latest design having main sectors carried on shafts supported on
turning bearings. The wagon is clamped, automatically on the table during tippling and no
hand adjustments are necessary. A wide range of wagons can be accommodated and the
clamping arrangements are such that it is firmly held without damage or undue pressure on
any part of the wagon. The machine is capable of automatically clamping (by hydraulic
clamping) and tipping specified 8-wheeler bogie type broad gauge open wagons. The tippler
empties wagons above rail level and inverts them through a maximum angle of 160 degrees so
as to discharge the material into the hopper. The tippler is a positive gear operated hydraulic
driven machine of massive and robust construction and designed for continuous and arduous
duty. It is counter balanced at each stage of its operation. It carries the wagon with pin-jointed
connections between the components, thus giving an articulated construction. The sector gear
is mounted on the periphery of end rings and driven by pinion mounted on line shaft powered
by gearbox and motor, etc. Special features: failsafe EM brake, hydraulic clamping system,
maintenance free operation, and power pack)/electro-mechanical, side/end ring with gear
teeth, tippler platform, brakes, counterweights, hydraulic clamping, main bearing and main
shaft.
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19. (6) Wagon loader:
Frigate offers a sophisticated range of wagon loading machines for automatic loading
of filled bags in closed wagons. These machines for allow automatic loading and stacking of
bags and are made available in capacities up to 2400 bags/hr and are suitable for BCH, BCX
& BCN (broad guage) railway wagons. These machines also allow single well as double side
loading. The common design principle of this equipment is the multi-section construction of
the machine and the connection of the various sections via heavy-duty slewing gears. The
material receiving section (which is brought into the railcar), as well as the
Material discharge end remaining outside of the car are both adjustable in height and both
pivot on a circular path and order to carry out various operation, these machines are equipped
with self contained drives called “drum motor”. Particular attention is paid to machine safety
devices and to the technical measures required for locking the various mobile components into
position during long distance transport.
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20. (7) Shuttle conveyors:
Load-out stamping scrap with even distribution
A transversing, bidirectional steel belt conveyor is designed for final load-out of stamping
scrap into large trailers or railcars.
Continuous, back and forth, operation provides for even distribution into larger scrap containers
where swivel chute systems would be inadequate.
Features
Automatic level sensors provide visual alert when full
Access platforms with safety railings are standard, meeting OSHA requirements
Shuttle conveyors utilized heavy-duty PRAB steel belting
Frames are supported on hardened rail track and steel wheels
(8) Belt& chain elevator:
Belt Conveyors
The company design and manufacture a broad line of belt conveyors that work in a variety
of applications. These conveyors are primarily material handling equipment fabricated using
high grade raw material and latest technology so that it can offer highly efficient and reliable
range of these belt conveyors to their respected clients.
Features
Long working life
Require less maintenance
Easy operation
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21. High functionality
Simple in construction
Chain Elevators
The company provides a comprehensive range of chain elevators, manufactured using
quality raw material and cutting-edge technology. These heavy chain elevators are highly
efficient and are available in varied sizes and can be customized as per the specifications laid
down by the clients. Low power consumption, durability, rugged construction, corrosion
resistance and long service life are some of the features of the chain conveyors. These are also
specially designed using superior quality raw material and cater to the needs of various
industries.
Features
Highly durable
Low cost
Maintenance free
Robust construction
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22. 3.1RESEARCH METHODOLOGY
3.1.1Research Design:
Research design is the conceptual structure within which research would be
conducted.
3.1.2Data Sources
The research involved gathering Secondary data. Lot of data has been pooled from trf ltd
to use in the study.
1. Primary Data- Primary data is known as the data collected for the first time through field
survey. Such data are collected with specific set of objectives to assess the current status of
any variable studied. Primary data always reveal the cross section picture of anything studied.
2. Secondary Data- Secondary data refers to the information or facts already collected and
published or unpublished. Such data are collected with the objective of understanding the past
status of any variable. Or the data collected and reported by some source is accessed and used
for the objective of a study.
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23. 3.2REVIEW OF LITERATURE
Creating a positive consumer experience at the point of sale and post-sale. A
customer-centric approach can add value to a company by enabling it to differentiate itself
from competitors who do not offer the same experience
3.2.1:6 C’s Of Customer-Centric
It‟s impossible to talk about customer experience excellence without discussing
corporate culture. Firms can‟t sustain customer experience success unless it
becomes embedded within their core operating fabric. According to leadership guru Arthur
F. Carazo:
The ability to do more than expected does not come from influencing others to do
something they are not committed to, but rather to nurture a culture that motivates and even
excites individuals to do what is required for the benefit of all.
Culture is an important, yet all too often under-appreciated, aspect of corporate
performance. That‟s why “Invest in culture as a corporate asset” is one of my six new
management imperatives.
When it comes to great customer experience, organizations must develop a
culture that I call customer-centric DNA, which is defined as:
A strong, shared set of beliefs that guides how customers are treated.
My research uncovered the following six components of customer-centric DNA:
1. Clear beliefs. The only way for an organization to operate consistently is if everyone
understands what’s important. High performing organizations don’t leave this to chance;
they create clear descriptions of their core values. But these aren’t just posters or slogans;
they’re used as guideposts for hiring, firing, and promoting employees.
2. Constant communications. When a company goes through a major transformation, which is
true for most firms in the midst of a customer experience journey, it’s important for
employees to continuously hear what’s going on. Leading firms develop explicit internal
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24. communications plans to make sure that employees are kept up to date on the priorities
and progress of these efforts.
3. Collective celebrations. Organizations celebrate when individuals or groups outperform
metrics for sales growth or profitability. In customer-centric cultures, companies generate
the same excitement around customer experience success. These firms create customer
experience metrics and use public acknowledgements and incentives to reward employees
for exceeding those goals. (See law #5 of customer experience: Employees do what is
measured, incented, and celebrated).
4. Compelling stories. The author Philip Pullman was quoted as saying “‘Thou shalt not’ is soon
forgotten, but ‘Once upon a time’ lasts forever.” Stories play a powerful key role in shaping
the culture of any firm. Companies use stories to tell how founders or employees have
helped customers, demonstrating customer-centric behaviors that are valued by the
organization.
5. Commitment to employees. There’s no way to deliver great customer experience if
employees aren’t on board. But you can’t just “expect” employees to do what’s right.
Companies need to help employees better serve customers with investments in training and
enabling tools. Leading companies also provide incentives and perks that create highly-
desirable work environments. (See law #4 of customer experience: Unengaged employees
don’t create engaged customers).
3.3Customer Centric Business (Plan) Success
Planning to how to find and service your customers and make money while you do it.
Five Business Plan Key Factors that you need to cover in any business plan. In this paper we
look at why these are important from the customer centric view.
1. Goals
2. Product
24

25. 3. Market
4. People,
5. Finance/Cash flow
Why are these important?
1. Goals.
Start with the end in mind. Unless you know what you are trying to achieve then it is
impossible to plan for, difficult to measure and you may never know when you have achieved
you original goals. Everything in your business should be then thought about in terms of how
it helps you reach your goals.
2. Product
why will people buy your product?
What will it do for them- what‟s their benefit?
How do you measure this benefit in terms of value to them?
What portion of that value can you charge as a price?
How does the product differentiate itself from the current products on the market (what is its
Unique Selling Point? (USP).
How do you make your USP sustainable?
3. Market
who will buy your product?
What is their demographic?
What is their geography?
How will you identify them?
How will you communicate with/target them?
How big is this market?
4. People
an “A” class team with a “B” class product will always succeed over a “B” class team with an
“A” class product.
People are you most important asset- what roles do you need to fill to make sure you can
fulfill your plans under points 1 to 5?
25

26. 5. Finance/Cash flow
CFIMITYM (Cash Flow Is More Important Than your Mother)
Business failure is due to lack of money – nothing else.
Cash-flow is driven by Sales- Sales is driven by paying customers. Paying customers are
generally satisfied customers, which is driven by product quality and service.
3.4Customer Centric Marketing Generates New Business Leads
Customer centric marketing although less espoused, is the ideal marketing approach
for small business seeking to generate B2B leads. Customer centric marketing is as its name
says, it centres‟ on the needs and wants of the customer, and not about what the person doing
the selling wants you to buy.
Customer centric marketing focuses on understanding the problems, concerns, needs
and wants of your customer not yours. It assumes nothing and seeks to gain insight into the
concerns of your potential customer, leading to a mutually beneficial business relationship
and a well-satisfied customer. It recognizes the sale is the natural result of forging a solid
relationship built on listening and problem solving, not forcing someone to buy. It begins
with building customer rapport and ends with a lasting business relationship.
People often confuse the method used to deliver a marketing message with a type of
marketing. Many people equate telemarketing, direct mail, print advertising, radio, TV,
public relations, seminars, newsletters, audio and video presentations, email, and as
marketing. These are not marketing approaches they are delivery methods used to distribute
marketing messages. People can and do use all of these delivery methods to send various
types of marketing messages. You can send a capabilities/capacities message, a
consultative/informative message or a customer-centric message using any of these delivery
methods.
26

27. The key to successful B2B small business marketing is not about how you deliver the
marketing message, it is all about the marketing message you deliver, to the right audience, at
the right time. We call delivering the right message to the right audience at the right time
achieving "B2B marketing message alignment".
Understanding the differences between and among marketing approaches,
(capabilities/capacities, consultative/informative, or customer centric), the application of the
appropriate approach to your target audience, (B2C or B2B), and a multi-layered approach to
utilizing delivery methods all at the proper time is the formula for marketing success. That is
why we say Customer Centric Marketing is the best kept secret to generate B2B sales leads.
3.5Customer Centric Marketing Benefits to You:
Selling becomes effortless because there is no sales pitch. You simply offer to help a
person become more successful and by doing so you benefit too.
1. Enjoy increased referrals the best form of marketing and least expensive
2. Reach prospects before they have begun to seek solutions from others
3. Eliminate wasting marketing dollars on ineffective marketing approaches
4. Pre-qualified prospects actually call you
5. Earn profits not response rates. Quality not quantity is the way to a profitable ROI
on your marketing investment. One hundred responses and no sales = $0.00
profits. Ten responses and three sales is money in the bank.
Customer centric marketing is essential to small business if your goal is to achieve high
quality B2B sales leads and marketing success at the lowest ROI.
27

28. 3.5Customer Management Services
Based on the foundation of a Customer Centric Hub, a repository is built to synchronize
scattered customer information from legacy systems to provide you with the intelligence from
effective campaign management that enhances customer life time value.
You can select from a whole suite of services to meet your needs - customer database
creation and building, membership management, CRM, campaign management and service
activities such as fulfillment and customer hotline services.
3.6Customer benefits
1. Improvement to customer service quality driven by a single view of customer and
comprehensive customer profiles
2. Facilitate utilization of resources for marketing and sales activities in a more cost-effective
way
3. Increase enterprise revenue through exploration of new business opportunities and
marketing retention programs
4. Streamline internal workflows of an enterprise, thereby uplifting efficiency
5. Enable enterprise customers to experience a more personalized service
28

29. 4.1 Introduction
The data for the research has been collected using internet questionnaire. Thequestionnaire
was distributed randomly to a sample of employees, over 70 employees who were working in
various departments, with different job responsibilities and organization position.
4.2 Data Analysis
After collecting the filled questionnaire, they were analyzed for presentation of research
findings under data analysis
1. How long have you worked with the present organization :
Age Group No. of Respondents Percentage
Less than 1 year 5 9.43
1-3 years 15 28.30
3.-5 years 12 22.64
5-10 years 21 39.62
Total 53 100
Table No.1 - How long have you worked with the present organization
29

30. Figure No.3 - Employment Duration
Interpretation- The research was directed to find information on the duration of service the
employee has been with the organization. Survey results indicated that highest number of 21
(40.4%) respondents had been working between 5-10 years and this followed by 15
respondents (28.8%) who have been with the organization between 1- 3 years. Respondents
who have been working for the shortest period of time less than 1 year stood with 5
respondents (7.7%).
30

31. 2. State the department you work in.
Departments No. of Respondents Percentage
Finance and Accounting 2 3.77
Human Resource Management 9 16.98
Information Technology 2 3.77
Manufacturing 5 9.43
Research and Development 11 20.75
Sales and Marketing 7 13.20
Other (please specify) 17 32.07
Total 53 100
Table No.2 - State the department you work in
Regarding the inquiry on the nature of work performed by the respondents, a highest number
of 11 respondents (30.6%) were engaged in Research and Development. With 9 respondents
(25%) came next for Human Resource Management. Closely following these respondents in
other area have given their approval to proceed further:
 Sales and Marketing = 7 (19.4%)
 Manufacturing = 5 (13.9%)
 IT and Finance & Accounting = 2 (5.60%)
31

32. Figure No.4 - Nature of Work
32

33. 3. Describe your job responsibility
Operative Employee 33
Supervisor 13
Manager 5
Senior Management 1
Table No.3 - Describe your job responsibility
Interpretation- The research inquired to find the nature of jobs of respondents. The research
showed that highest number 33 respondents (63.50%) were engaged in operative employee
related job responsibilities and this closely followed by 13 respondents (25.58%). These were
followed next by :
 Manager = 5 (9.6%)
 Senior Management = 1 (1.9%)
33

34. Figure No.5 - Job Description
34

35. 4. Which of the following aptly describes your satisfaction level with the present
organization?
Very Satisfied 6
Satisfied 32
Neutral 10
Dissatisfied 4
Very Dissatisfied 1
Table No.4 - Which of the following aptly describes your satisfaction level with the present
organization?
The research was directed to find how satisfied the respondents are with their present
organization and results collected indicated the following:
 Very Satisfied = 6 (11.5%)
 Satisfied = 32 (61.5%)
 Neutral = 10 (19.2%)
 Dissatisfied = 4 (7.7%)
 Very Dissatisfied = 1 (1.9%)
35

36. Figure No.6 - Satisfaction level-Employee Evaluation
36

37. 5. Inform about your supervisor / manager
Perceptions Strongl Somewha Neutra Disagree
y t l
Agree Agree
My supervisor listens to me 20 24 7 2
My supervisor is knowledgeable 17 25 8 3
about my work
My supervisor is fair 12 23 16 2
My supervisor supports personal 11 27 13 1
Development
My supervisor has realistic 10 26 13 4
expectations regarding my work
Table No.5 - Inform about your supervisor / manager
An inquiry was made to know what kind of perceptions the employees have about their
supervisor and manager. Results indicated the following:
Listens to employees
 Positive Agreement = 44 (83.02%)
 Neutral = 7 (13.21%)
 Disagreed = 2 (3.77%)
Have knowledge about employee‟s work
 Positive Agreement = 42 (79.25%)
 Neutral = 8 (15.09%)
37

38.  Disagreed = 2 (3.77%)
Being fair to employees
 Positive Agreement = 35 (66.04%)
 Neutral = 16 (30.19%)
 Disagreed = 2 (3.77%)
Support personal development
 Positive Agreement = 38 (71.70%)
 Neutral = 13 (24.53%)
 Disagreed = 1 (1.89%)
Has realistic expectation of employee contribution
 Positive Agreement = 36 (67.92%)
 Neutral = 13 (24.53%)
 Disagreed = 4 (7.55%)
38

39. Figure No.7 - Supervisor / Manager Perception
39

40. 6. Rate your satisfaction with your overall management
Perceptions Very Good Neutra Bad
Good l
Your relationship with your boss 16 26 11 1
Your boss/supervisor's management 11 26 15 1
abilities
Communication with general management 11 13 24 5
Recognition from management 5 18 22 8
Career development support from your 5 19 22 7
supervisor or management
Table No.6 - Rate your satisfaction with your overall management
An inquiry was made to know whether the employees are fully satisfied with their current
management. Results indicated the following:
Relationship with boss
 Very Good = 16 (29.63%)
 Good = 26 (48.15%)
 Neutral = 11 (20.37%)
 Bad = 1 (1.85%)
Boss‟s / Supervisor‟s management abilities
 Very Good = 11 (20.37%)
 Good = 26 (48.15%)
 Neutral = 15 (27.78%)
 Bad = 1 (1.89%)
Communication with general management
40

41.  Very Good = 11 (20.37%)
 Good = 13 (24.07%)
 Neutral = 24 (44.44%)
 Bad = 5 (9.26%)
Recognition from management
 Very Good = 5 (9.26%)
 Good = 18 (33.33%)
 Neutral = 22 (40.74%)
 Bad = 8 (14.81%)
Career development support from supervisor/management
 Very Good = 5 (9.26%)
 Good = 19 (35.19%)
 Neutral = 22 (40.74%)
 Bad = 7 (12.96%)
41

42. Figure No.8 - Satisfaction Level- Overall Management
42

43. 7. State your satisfaction level with your supervisor, manager or management for response to
suggestions proposed by you.
Very Satisfied 5
Satisfied 29
Neutral 13
Dissatisfied 4
Very Dissatisfied 1
Table No.7 - State your satisfaction level with your supervisor, manager or
management for response to suggestions proposed by you.
Inquiry on the satisfaction levels of employees to suggestions they propose to supervisor,
manager and the management indicated that satisfaction registered with 29 respondents
(55.8%) which is higher than employees expressing neutral with 13 respondents (25.0%) and
5 respondents (9.6%) were very satisfied employees and 4 respondents were dissatisfied
employees. In this case, the highest respondents were registered by the satisfactions
employees which is very good indication.
43

44. Figure No.9 - Satisfaction Level on Proposed Suggestion.
44

45. 8. How would you rate your job satisfaction?
Perceptions Satisfactor Very Unsatisfactor Very
y Satisfactor y Unsatisfactor
y y
Recognition for your 30 11 8 3
hard work
Development 25 4 18 6
opportunities available
Your pay level as 25 6 11 11
compared to similar
position in the industry
Your performance 24 6 20 3
feedback from
management
Table No.8 - How would you rate your job satisfaction?
With reference to job satisfaction in terms of the level of recognition employees 30
respondents (56.60%) were satisfied as against 8 respondents (15.09%) who were not
presently satisfied with their work.
45

46. Figure No.10 - Job Satisfaction
46

47. 9. How satisfied are you with the level of training and development received?
Perceptions Satisfactor Very Unsatisfactor Very
y Satisfactor y Unsatisfactor
y y
Initial training received 26 6 14 7
when hired
Ongoing training 19 11 13 9
necessary to perform
your job well
Self development support 18 8 18 7
Preparation for career 15 6 15 14
advancement
Table No.9 - How satisfied are you with the level of training and development
received?
Whether the levels of training employees receive supports in the development of job handling
was inquired into and the response indicates the following. In respect of initial training and
development which employees receive 32 respondents (59.26%) expressed satisfied while 21
respondents (38.89%) expressed dissatisfaction.
As regard the ongoing training, 31 respondents (57.41%) expressed satisfied while 22
respondents (40.74%) expressed dissatisfied
47

48. Figure No.11 - Training & Development-Satisfaction Level
48

49. 10. Job Knowledge among work force
Perceptions Strongly Somewhat Neutral Disagree
Agree Agree
Workforce has job-relevant 8 27 15 2
knowledge/skills necessary for successful
task completion
Table No.10 - Job Knowledge among work force
Information was also sought to find out whether the workforce around the employee has job-
relevant knowledge and skills. Results obtained indicated that 35 employees stated in positive
agreement and this contrasts with 2 employees who disagreed the workforce is capable of
performing given tasks. 15 respondents were neutral being unable to agree or disagree to the
stated inquiry.
49

50. Figure No.12 - Job Knowledge among work force
50

51. 11. Employee Skills Development
Perceptions Strongl Somewhat Neutra Disagre
y Agree l e
Agree
Opportunities are given to improve my 8 20 18 6
skills for the job
Supervisors/Team Leaders support 7 21 18 6
employee‟s development
Management imitates efforts to improve 6 19 20 7
training on underperformers in my
department
Table No.11 - Employee Skills Development
Information on whether the workforce is given opportunity to improve their job skills results
obtained indicated 28 employees (51.85%) were satisfied with agreement and against this a
low number of 6 respondents (11.11%) disagreed to the issue and 18 respondents were unable
to confirm their opinion either positively or negatively.
51

52. Figure No.13 - Employee Skills Development
52

53. 12. Employee Development Support.
Perceptions strongly Somewhat Neutral Disagree
Agree Agree
Supervisors/ Team Leaders in my work 5 29 13 6
support employee development
Table No.12 - Employee Development Support
34 respondents (62.96%) positively stated their satisfaction but against this only 6
respondents (11.11%) expressed their disagreement. While 13 respondents (24.07%) were
neutral being unable agree or disagree positively.
53

54. Figure No.14 - Supervisor / Team leader support
To the inquiry whether the supervisor / team leader offer valuable information on how
increase productivity. Results obtained indicated that 34 respondents (62.96%) were in strong
/ somewhat agreement compared to 6 respondents (11.11%) who disagreed that management,
supervisor and team leader offer great desired level of support. 13 respondents (24.07%) were
unable to voice their convictions either positively or negatively.
54

55. 13. Right Use of Employee Talent
Perceptions Strongly Somewhat Neutral Neutral
Agree Agree Disagree
Organization uses my talent in the 9 23 17 4
workplace
Table No.13 – Right Use of Employee Talent
To the inquiry whether the organization is making use of employee‟s talent an overwhelming
32 respondents (60.38%) expressed in positive agreement while only 4 respondents (7.55%)
expressed their disagreements implying the employee has various other talents but the
management is not allowing him or her to initiate.
55

56. Figure No.15 - Use of Talent by Organization
56

57. 14. Employee Performance Appraisals and Performance Expectation Understanding.
Perceptions Strongl Somewha Neutra Disagre
y t l e
Agree Agree
In my most recent performance appraisal, I 7 26 15 4
understood what I had to do to be rated at
different performance level (for example fully
successful,
Outstanding)
Table No.14 - Employee Performance Appraisals and Performance Expectation
Understanding
Whether the employees are able to understand performance appraisals which the organization
is carrying out every now and then, 33 respondents (61.11%) replied positively that they are
able to fully understand what the appraisals demand or expect from them. Only 4 respondents
(7.41%) denied that employees are able to understand them and to expect them to offer
wholehearted collaborations to other employees.
57

58. Figure No.16 - Employee Performance Appraisal & Performance
Expectation Understanding
58

59. 15. Respondent's Classification According to the Age
Age Group Below 30 30-40 40-50 50-60 Total
No. of O 16 24 13 53
Respondent
Percentage 0 30.18 45.28 24.52 100
Table No.15- Respondent's Classification According to the Age
Shows that most of the respondents are in the age group of 40-50 and 45.28% of the
respondents are in the age group of 30-40 and 50-60 respectively.
59

60. 120
100
80
60 NO. Of respondent
percentage
40
20
0
below 30 30-40 40-50 50-60 totle
60

61. 5.1 FINDING
Relationship with boss had registered as Good by 26 respondents (48.15%) as against only 1
respondents who registered Bad relationship. This indicates that the boss has very good
relationship with employees all the issues which concerns by the employees directly raised to
top management or the boss solve the situations and keep a good improvement and
relationship with employees.
26 respondents (48.15%) were of the belief that Boss‟s / Supervisor‟s management abilities
as being Good and this is a very good indication. It shows that employees totally trusting and
respecting decisions of the top management.
Communication with boss / management also, registered good with 24 respondents (44.44%)
as against only 5 respondents (9.26%) who registered
Bad in communication. This is a good indication with high good communication between the
boss and the employees.
Recognition from management was registered well with 23 respondents (42.59%) which is a
good sign. Employees would become proud that their efforts are being recognized. They will
get more of interest in their jobs and keep trying to do more and more efforts.
Career Development support from Supervisor / Management was also, listed
As Good with 24 respondents (44.45%).
61

62. 5.2 SUGGESTION
In view of the analysis and with the change in industrial scenario it is felt that a company
must reorient its policies for betterment. TRF produces Bulk material handling equipment
product and now a days there is tough competition in the market of Bulk material handling
equipment. Hence company needs certain best policies for competition with its competitor in
domestic as well as global market.
In brief the following suggestions are:-
 Company use perpetual inventory, which is very costly. Hence the company should
use both perpetual and periodic inventory.
 Besides automatic procurement items there is no specific system for calculating
reorder level, minimum and maximum level. A proper system for different items
should be developed.
 Lead time for receipt of stores and spare items is around 6 months, which is very high.
The lead time should be brought down by decreasing the time duration in paper work.
 As understand from the explanation of the management, there is huge volume of non-
moving and obsolete stores and spare items which are yet to be disposed of.
62

63. 5.3 CONCLUSIONS
It is clear from the study that the customer centric has direct impact on Productivity
and growth. A highly motivated employee invests his / her best Efforts in carrying out each
and every element of his / her duties and responsibilities. Enhanced job performances of the
employee will add value to the organization itself and to the employee‟s productivity. The
empirical results of this study show that the motivation of the employee has advantages to the
employee and the organization and the organization will keep the loyalty of the employee at
the high peak. Also, the employee will trust his / her organization, supervisor and top
management. Form these observations of facts it is very clear that business organizations can
survive and grow by taking care of their employees. In the free market economy under
today's globalization only organizations which pursue high-performance focused on their
employees can survive and growth rapidly and safely.
63

64. BIBLIOGRAPHY
1. “Human Resource Management” by L.M. Prasad.
2. “Personal Management” by Aswathapa.
3. “Research Methodology” by C. Kothari.
4. WEBSITES: www.trfltd.co.in , http://www.trf.co.in/ www.google.co.in
64

65. Appendix
1. How long have you worked in the present organization:
o Less than 1 year
o 1-3 years
o 3-5 years
o 5-10 years
2. State the department you work in
o Finance and Accounting
o Human Resource Management
o Information Technology
o Manufacturing
o Research and Development
o Sales and Marketing
Other (please specify)
……………………………
3. Describe your job Responsibility?
o Operative Employee
o Supervisor
o Manager
o Senior Management
65

66. 4. Which of the following aptly describes your satisfaction level with the
present organization?
o Very Satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very Dissatisfied
5. Inform about your supervisor / manager?
o My supervisor listen to me
o My supervisor is knowledgeable about my work
o My supervisor is fair
o My supervisor supports personal development
o My supervisor has realistic expectations regarding my work
6. Rate your satisfaction with your overall management?
o Very Good
o Good
o Bad
o Very Bad
66

67. 7. State your satisfaction with your supervisor, manager or management for
response to suggestions proposed by you?
o Very Satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very Dissatisfied
8. How would you rate your job satisfaction?
o Recognition for your hard work
o Development opportunities available
o Your pay level as compared to similar position in the industry
o Your performance feedback from management
9. How satisfied are you with the level of training and development received?
o Initial training received when hired
o Ongoing training necessary to perform your job well
o Self development support
o Preparation for career advancement
67

68. 10. Job knowledge among work force?
o Strongly Agree
o Somewhat Agree
o Neutral
o Disagree
11. Employee skills development?
o Opportunities are given to improve my skills for the job
o Supervisors/Team Leaders support employee’s development
o Management initiates efforts to improve training to underperformers
in my departments
12. Employee development support?
o Strongly Agree
o Somewhat Agree
o Neutral
o Disagree
68

69. 13. Right use of employee talent?
o Strongly Agree
o Somewhat Agree
o Neutral
o Neutral Disagree
14. Employee Performance Appraisal and Performance Expectation
Understanding?
o Strongly Agree
o Somewhat Agree
o Neutral
o Disagree
15. Respondent‟s classification according to age?
o Below 30
o 30-40
o 40-50
o 50-60
69