Sample CRM

A STUDY ON
“CUSTOMAR RELATIONSHIP MANAGEMENT”

with special reference to
“BHARATHI CONSUMER CARE PRODUCTS PVT
LTD,GUNTUR”
A project report submitted to
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY,

KAKINADA
In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Submitted by
M.MURALI KRISHNA REDDY
Regd. No. 172W1E0037
Under the guidance of

Mr.T.VASANTHA RAO
Head of the Department
DEPARTMENT OF MASTER OF BUSINESS ADMINSTRATION
G.V.R. & S COLLEGE OF ENGINEERING &

TECHNOLOGY
(AFFILIATED TO JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY , KAKINADA)
GANGINENI PURAM, NEAR BUDAMPADU, GUNTUR– 522013
(2017-2019)
COLLEGE CODE: 2W
G.V.R. & S COLLEGE OF ENGINEERING &
TECHNOLOGY
(Affiliated to Jawaharlal Nehru Technological University, Kakinada)
Ganginenipuram, Near Budampadu, Guntur-522013
DEPARTMENT OF
MASTER OF BUSINESS ADMINISTRATION
CERTIFICATE
This is to certify that this is a bonafide record of the project work

entitled “CUSTOMAR RELATIONSHIP MANAGEMENT” with
special reference to “BHARATHI CONSUMER CARE PRODUCTS
PVT LTD,GUNTUR” carried out by (172W1E0037) during the
academic year 2017-2019 in partial fulfillment of the requirements for the
award of the degree of “MASTER OF BUSINESS
ADMINISTRATION” by JAWAHARLAL NEHRU
TECHNOLOGICAL UNIVERSITY, KAKINADA.
Mr.T.VASANTHA RAO (Mr.T.VASANTHA RAO)

PROJECT GUIDE H.O.D of M.B.A
External Examiner
DECLARATION
I, M. MURALI KRISHNA REDDY student of MBA in G.V.R & S.
College of Engineering and Technology declare that the project entitled
“A STUDY ON CUSTOMAR RELATIONSHIP MANAGEMENT”
with special reference to “BHARATHI CONSUMER CARE
PRODUCTS PVT LTD,GUNTUR” has been prepared by me under the
guidance of Mr.T.VASANTHA RAO for the partial fulfillment of the
requirements for the award of degree in MASTER OF BUSINESS
ADMINISTRATION by JAWAHARLAL NEHRTECHNOLOGICAL
UNIVERSITY, KAKINADA. Further, I declare that this project report is
the result of my own efforts and it has not been submitted to any university
or organization for the award of any degree or diploma.
Place: Guntur M.MURALI KRISHNA REDDY

Date: Reg. No: 172W1E0037
ACKNOWLEDGMENT
I am extremely grateful to our chairman Ms. G. Sailaja and for

providing me an opportunity to complete my work.
I am very thankful to Dr.P.Hari Krishna Prasad, Principal of G.V.R
& S College of Engineering and Technology, Guntur for providing me
an opportunity to complete my mini project work.
I wish to express my sincere thanks to Mr. T.VASANTHA RAO,
Head of Department of MASTER OF BUSINESS
ADMINISTRATION, G.V.R&S College of Engineering and
Technology, Guntur for his encouragement in the completion of my
mini project work.
My special thanks to my faculty Mr. T.VASANTHA RAO Project Guide
in G.V.R&S College of Engineering and Technology, Guntur for
giving excellent guidance, valuable suggestions and motivating me.
I am thankful to my faculty members Mr. Bala Karthik Reddy,
Mr.Aresh Babu, Mr.SD.Taj, Mrs.S.Deepthi, Ms.Sk.Reshma,who
helped me to complete my project successfully.
I express my deep sense of gratitude to my Family members, and
friends who helped me for the completion of mini project.
M. MURALI KRISHNA REDDY

Reg. No: 172W1E0037
TABLE OF CONTENTS
CHAPTER.NO TITLE PAGE.NO
I INTRODUCTION 1-6
OBJECTIVES & METHODOLOGY 7-10

II
INDUSTRY PROFILE & COMPANYPROFILE

11-61
III
DATA ANALYSIS AND INTERPRETATION 62-81
IV
FINDINGS & SUGGESTIONS 82-83

V
BIBLIOGRAPHY 84-85
VI
CUSTOMER RELATIONSHIP MANAGEMENT (C.R.M.)
(MARKETING)
CHAPTER – I
INTRODUCTION
Customer Relationship Management (CRM) is one of those magnificent concepts that swept
the business world in the 1990’s with the promise of forever changing the way businesses small
and large interacted with their customer bases. In the short term, however, it proved to be an
unwieldy process that was better in theory than in practice for a variety of reasons. First among
these was that it was simply so difficult and expensive to track and keep the high volume of
records needed accurately and constantly update them.
In the last several years, however, newer software systems and advanced tracking
features have vastly improved CRM capabilities and the real promise of CRM is becoming a
reality. As the price of newer, more customizable Internet solutions have hit the marketplace;
competition has driven the prices down so that even relatively small businesses are reaping the
benefits of some custom CRM programs.
The generally accepted purpose of Customer Relationship Management (CRM) is to enable
Organizations to better serve its customers through the introduction of reliable processes
and procedures for interacting with those customers.
In today's competitive business environment, a successful CRM strategy cannot be implemented
by only installing and integrating a software package designed to support CRM processes. A
holistic approach to CRM is vital for an effective and efficient CRM policy. This approach
includes training of employees, a modification of business processes based on customers' needs
and an adoption of relevant IT-systems (including soft- and maybe hardware) and/or usage of IT-
Services that enable the organization or company to follow its CRM strategy. CRM-Services can
even redundantize the acquisition of additional hardware or CRM software-licenses.
The term CRM is used to describe either the software or the whole business strategy
oriented on customer needs. The second one is the description which is correct.
The main misconception of CRM is that it is only software, instead of whole business strategy.
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Major areas of CRM focus on service automated processes, personal information gathering and
processing, and self-service. It attempts to integrate and automate the various customer serving
processes within a company.
There are three parts of application architecture of CRM:
 Operational - automation to the basic business processes (marketing, sales, service)
 Analytical - support to analyze customer behaviour, implements business intelligence alike
technology
 Co operational - ensures the contact with customers (phone, email, fax, web...)
Operational part of CRM typically involves three general areas of business. They are (according
to Gartner Group) a Enterprise marketing automation (EMA), Sales force automation (SFA) and a
Customer service and support
(CSS). The marketing information part provides information about the business environment,
including
competitors, industry trends, and macro environmental variables. The sales force management part
automates some of the company's sales and sales force management functions. It keeps track of
customer preferences, buying habits, and demographics, and also sales staff performance. The
customer service part automates some service requests, complaints, product returns, and
information requests.
Integrated CRM software is often also known as "front office solutions." This is because they deal
directly with the customer.
Many call centers use CRM software to store all of their customer's details. When a customer
calls, the system can be used to retrieve and store information relevant to the customer. By
serving the customer quickly and efficiently, and also keeping all information on a customer in
one place, a company aims to make cost savings, and also encourage new customers.
CRM solutions can also be used to allow customers to perform their own service via a variety of
communication channels. For example, you might be able to check your bank balance via your
WAP phone without ever having to talk to a person, saving money for the company, and saving
you time.
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Improving customer relationships
CRMs are also claimed to be able to improve customer relationships . Proponents say this can be
done by:
 CRM technology can track customer interests, needs, and buying habits as they progress
through their life cycles, and tailor the marketing effort accordingly. This way customers
get exactly what they want as they change.
 The technology can track customer product use as the product progresses through its life
cycle, and tailor the service strategy accordingly. This way customers get what they need as
the product ages.
In industrial markets, the technology can be used to micro-segment the buying centre and help
coordinate the conflicting and changing purchase criteria of its members.
 When any of the technology driven improvements in customer service (mentioned above)
contribute to long-term customer satisfaction, they can ensure repeat purchases, improve
customer relationships,
 increase customer loyalty, decrease customer turnover, decrease marketing costs
(associated with customer acquisition and customer ?training?), increase sales revenue, and
thereby increase profit margins.
Technical functionality
A CRM solution is characterised by the following functionality:
 Scalability - the ability to be used on a large scale, and to be reliably expanded to whatever
scale is necessary.
 Multiple communication channels - the ability to interface with users via many different
devices (phone, WAP, internet, etc)
 Workflow - the ability to automatically route work through the system to different people
based on a set of rules.
 Database - the centralised storage (in a data warehouse) of all information relevant to
customer interaction
 Customer privacy considerations, e.g. data encryption and the destruction of records to
ensure that they are not stolen or abused
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CRM Planning
Whether you're updating, upgrading, jump-starting, or restarting your CRM efforts, some basic
steps will help keep you on the path to a positive ROI.
Thinking about the potential ROI of your customer relationship management (CRM) project
should start during the selection process. Before you write an RFP or start talking to vendors, you
need to do some homework to ensure that you're on the right track to maximize ROI.
Identify the Problem — and the Solution

Before you start thinking about vendors, you should define your problem in clear business terms.
Do you need to improve management visibility into the sales pipeline? Reduce customer support
costs or improve customer support? Reduce customer-related administrative overhead? Making
your CRM challenges specific will help you determine which technologies or components are
most likely to deliver ROI and how you can prioritize your development and deployment plans.
Most companies' CRM goals fall into a couple of main categories:
• Improved sales performance

• Improved management visibility
• Improved customer support
• Improved marketing
• Reduced costs
If your CRM goals fall into more than two of these categories, you'll likely want to prioritize one
over the other and plan a phased deployment. It's also a good idea to know at this point what your
likely budget is, how flexible it is, and what your procurement officer or CFO will be looking for
in terms of business justification. If you know walking into the project that you'll need to show a
six-month payback period, for example, you can plan accordingly.
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Make the Short List
Regardless of your relationship with existing vendors, previous experience, and technology
environment, you should make a short list of potential vendors and give them a fair evaluation
before you make a decision. Your short list should be easy to define based on these factors:
 Your CRM goals. The vendors whose functionality meets your needs will depend on
whether you're looking for improved sales, improved reporting and forecasting, improved
support, improved marketing,
or a combination of different customer-related technology.
 Your existing environment and IT philosophy. Do you have existing databases, order
systems, or contact lists that will need to be integrated or migrated into your CRM
solution? Do you expect to do your own development or use consultants or systems
integrators? Are you comfortable outsourcing your sales and marketing data in its entirety
- or in part? Answering these questions will help you determine whether a large-scale
CRM infrastructure, a hosted solution, a point solution, or a broad solution is likely to
deliver maximized ROI.
 Your user dynamics. Are the employees you expect to use the solution technology savvy
and open to change, or are they the ones still using pencils and paper to track leads? The
greater the magnitude of the change you expect them to make, the greater the risk that
adoption will slow the ROI of your project.
 Clearly defining your requirements and characteristics in each of these key areas will
prepare you for the next step - evaluating each individual solution's ability to deliver
returns based on the costs and benefits associated with a deployment.
Check Resumes
Once you've identified the likely vendors to deliver the best solution for you, you'll want to check
their references - and this doesn't mean just reading case studies on their Web sites. Look to
independently developed case studies and your own interviews with references to learn about their
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decision process, project successes and challenges, and whether or not their spending - and
benefits - met expectations.
Find a Partner
In the CRM world, few companies will deploy a solution without some help from external
consultants or systems integrators. Selecting and planning how you work with consultants is just
as important to your project's success as the technology you choose.
Justify Your Investment

Once you've identified your goals and selected a short list of vendors, you can use a structured
evaluation of costs and benefits to determine the best solution in terms of ROI and build the
business case for moving forward. On the costs side, you'll want to consider the initial and
ongoing software, hardware, consulting, internal personnel, and training costs associated with the
project.
Here are a few guidelines to keep the ROI from your CRM project on track:
 You should spend less on software and consulting than 70 percent of expected annual
direct benefits.
 You should be able to deploy and achieve some returns in fewer than six months (even if
it's only a pilot).
 For a hosted solution, you should see benefits in fewer than 60 days.
 Consulting costs should not be more than twice your initial software investment.
 Training users should take fewer than four hours.
On the benefits side, you'll want to consider both direct and indirect benefits. Prioritize your
expected benefits from most direct to most indirect, and then work on your estimates, using
internal surveys, case study data, and reliable benchmarking information as a starting point for
quantifying expected benefits for your company.
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OBJECTIVE OF THE STUDY
The objectives of Project Report Customer Relationship Management are :
 To study the current practices of CRM.
 To find out the impact of CRM on the profitability of the organization.
 To study the factors affecting the CRM practices.
 To study the role of information technology in CRM.
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SCOPE OF THE STUDY
CRM, or customer relationship management, is concerned with the development and
maintenance of mutually beneficial relationships with strategically significant partners. Its focus is
the creation of long-term value, and not just short-term profits, for the company and all it works
with. The scope of CRM can thus be defined according to its constituencies, how long-term value
can be created for and with them and the benefits of doing so.
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LIMITATIONS OF THE STUDY
 Time constraint is unavoidable limitation of my study.
 Financial problem is also there in completing this project in a proper way.
 As no work has been done earlier in this regard so scarcity of secondary data is also there.
 Inadequate disclosure of information is also the problem.
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RESEARCH METHODOLOGY
A research design is simply a plan for study in collecting and analyzing the data. It helps the
researcher to conduct the study in an economical method and relevant to the problem. Research
methodology is a systematic way to solve a research problem. The methodology should combine
economy with efficiency.
Research design
The study conducted here is exploratory cum descriptive.
Collection of the data
There are two types of data.
Primary data –
Primary data is that data which is collected for the first time. These data are basically observed
and collected by the researcher for the first time. I have used primary data for my project work.
Secondary data –
Secondary data are those data which are primarily collected by the other person for his own
purpose and now we use these for our purpose secondly.
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INDUSTRY PROFILE
After expanding at a snail’s pace, the market for personal wash products appears to have
come to grinding halt in 2001. After posting modest single digit growth in 1997-2000 figures for
the first seven months suggest that market for detergent soaps has actually shrunk.
Estimates about the extent of declines in market size vary, Hindustan liver, which
straddles. The category with 60% market share by value, say the market shrunk by 4.5% in value
terms in the first half of 2001.
The Indian Soap and Detergent Manufactures Association, puts the decline at 1%. Other
industry sources suggest that the extent of “De-growth” in the first eight months of 2005 could be
as high as 7%.
DEVELOPMENT OF THE DETERGENT INDUSTRY;

Although the start of the synthetic detergent industry is not shrouded in the veils of history as
were the beginnings of the soap industry, it is nevertheless not easy to pinpoint exactly when
the detergent industry, as such, came into being. The primary problem is to decide exactly
what is being referred to as a synthetic detergent. The term itself leads to confusion. In
INDIA the words surfactant or syndet are being used, whilst in Europe the term 'tenside' (for
tensio-active material) is coming into fashion.
But if the shrinking market size suggest that Indian consumers are actually been cutting back
on their use of detergent soaps, this is not really the case. In volume terms, the market for
detergent soaps has continued to show a growth of 10% in the first eight months of 2005
The major players have certainly managed to sell more detergent soaps by volume but price
competition in the segment and slew of promotional campaigns have reduced the effective
realization per unit sold. This has probably neutralized the gains from volume expansion.
DEFINITIONS
Many definitions of synthetic detergent have been proposed, all of which are very wide. The
Commit International de Drives Tensio Actins has after several years of deliberation agreed
on the following definitions:
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Detergent:
Means the formulation of which is specially devised to promote the development of
detergency. Note: A detergent is a formulation comprising essential constituents (surface
active agents) and subsidiary constituents (builders, boosters, fillers and auxiliaries).
Surface Active Agent:

Chemical compound which, when dissolved or dispersed in a liquid is preferentially absorbed
at an interface, giving rise to a number of physico-chemical or chemical properties of practical
interest. The molecule of the compound includes at least one group with an affinity for
markedly polar surfaces, ensuring in most cases solubilization in water, and a group which has
little affinity for water. Note: Compositions in general are usually mixtures of such
compounds.
Amphiphilic Product:
Product comprising in its molecule, at the same time one or more hydrophilic groups and one or
more hydrophobic groups. Note: surface active agents are amphiphilic products.
SYNTHETIC DETERGENTS
The term "synthetic detergent" is used throughout this article, for a material which
cleans (or is used for cleaning), but in this definition soap is not included. Even so, this is still
a wide definition, because, of course, it can refer to the active ingredient, or the solid, liquid,
paste or powder compounded from this active matter. However, this should not lead to
confusion, as the industry itself as yet makes no distinction in terminology between the basic
material and the ready-for-use product.
The first synthetic detergents which fall into our definition of the term seem to have
been developed by the Germans the First World War period to allow fats to be utilized for
other purposes. These detergents were of the short-chain alkyl naphthalene sulphonate type,
made by coupling propyl or butyl alcohols with naphthalene and subsequent sulphonation, and
appeared under the general name of Nekal. These products proved to be only fair to
moderately good detergents, but good wetting agents and are still being produced in large
quantities for use as textile auxiliaries.
12
In the late 1920’S and early 1930’S long-chain alcohols were sulphonated and sold as
the neutralized sodium salts without any further additions except for sodium sulphate as an
extender.
In the early 1930s long-chain alkyl aryl sulphonates with benzene as the aromatic
nucleus, and the alkyl portion made from a kerosene fraction, appeared on the market in the
USA. Again, these were available as the sodium salts extended with sodium sulphate. Both
the alcohol sulphates and the alkyl aryl sulphonates were sold as such as cleaning materials,
but did not make any appreciable impression on the total market. At the end of the Second
World War alkyl aryl sulphonates had almost completely swamped the sales of alcohol
sulphates for the limited uses to which they were applied as general cleaning materials, but the
alcohol sulphates were making big inroads into the shampoo field. An exception was Teepol,
a secondary alcohol sulphate which remained popular for some years.
In common, however, with other chemical developments during this century, progress
was not in one direction only. The limiting factor is always the availability of raw materials in
a particular country. Con-currently with the above developments, there were developed, both
in Germany and the USA, the lgepon type of compounds of which lgepon-T, the sodium salt
of oleyl tauride is an example, and in Germany the Mersolates, which are alkane sulphates. In
the United Kingdom, Teepol, a secondary olefin sulphate from petrochemical sources, was
manufactured in large quantities and is still being produced in England and Western Europe
even to this day.
Each of these basic materials has its advantages and disadvantages, but in considering
the feasibility of production the following factors must be taken into account:
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Availability of raw materials;
Ease of manufacture;
Cost of raw materials;
Cost of manufacture;
Suitability of finished product.
We have purposely placed suitability last, as it is only too true that not always is the best
material made available.As a result of its ease of manufacture and versatility, the alkyl
benzene sulphonate very quickly gained a foothold in the market, and after the last war the
existing keryl benzene was very quickly replaced by an alkyl benzene made from propylene
tetramer coupled to benzene (PT benzene).
This PT benzene very quickly displaced all other basic detergents and for the period 1950-65
considerably more than half the detergents used throughout the world were based on this.
SYNTHETIC DETERGENTS PRODUCTION

About the enormous rise in synthetic detergent production, Table-1 compiled from figures
submitted by the American Soap and Detergent Associationthe German firm of Henkel & Cie
shows both soap and detergent sales in the USA for various years to 1972
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SALES TURNOVER IN INDIA
INDIA Soap and detergents Soap sales 1000 tons Synthetic sales 1000 tons
sales(year)
1940 1410 4.5
1950 1340 655
1960 583 1645
1972 587 4448
1982 620 4680
1992 580 4580
2002 620 4850
2012 650 480
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GRAPHICAL REPRESENTATION OF SALES TURNOVER IN INDIA
6000
5000
4000
3000
2000
1000
0
1992 1410 04.Jan
These figures reveal that immediately after the Second World War synthetics started making
inroads into the production of soap, which now seems to have settled down to a constant
whereas synthetics have increased enormously.
By 1959 although the US per capita consumption had somewhat leveled out, total production
was still rising as shown in Table-2 which has been compiled from the 1963 Census of
Manufacturers by the Bureau of Census of the US Department of Commerce and from the
Henkel figures
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PRODUCTION OF DETERGENTS IN FIGURES
Table No. 2
Comparative Production Figures for Domestic detergents (solid) Domestic detergents

Synthetic Detergents (liquid )
1950 (1000 tons) 1200 354
1960 (1000 tons) 1425 640
1972(1000 tons) 2672 1773
1982 (1000 tons) 3000 2228
1992 (1000 tons) 3780 2872
2002 (1000 tons) 4280 3287
2012 (1000 tons) 4500 3885
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GRAPHICAL REPRESENTATION OF PRODUCTION TURNOVER IN INDIA
5000
4500
4000
3500
3000
Axis Title
2500
domestic detergents(solid)
2000
domestic detergents(liquid)
1500
1000
500
0
1950
1982
2002
1960
1972
1992
2012
Axis Title
The broad picture that appears from Table-2, is that while solid detergents (among which of
course powders are included) are making great strides forward, the liquid detergents are
increasing at a much faster rate.
LOW PRICED BRANDS

Industry player commonly attribute the de-growth in the soap market to down trading.
Detergent soaps are the highest penetrated product with in the FMCG market, reaching an
estimate 95% of the urban and 87% of the rural households. The fairly high contribution from
the rural markets makes this category sensitive to the fortune of the agricultural economy.
The prolonged drought in North and West of the country (until 2000) and the sharp fall in
farm disposable income has probably persuaded low income households to the down trend,
that is shift from high to low price brands.
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This is indeed supported by the fact that with in detergent soaps, it is the discount segment
(soaps that cost between 5-10 per 75gms) that has registered the highest growth rate over the
past years. HLL to appear to endorse the phenomenon of down trading. “There has been an
inter-spectral shift in the soap market, with consumer down trading from premium and
popular to discount soaps” explains the company’s spokesperson.
However Mr. Hosherder.K press Godrej consumer care, begs to differ “We think consumers
have already pre-committed their incomes for installments on durables. The substitution of
soap with shampoos for hair wash has also impacted the growth” he said.
MORE OFFERINGS
This is despite the fact that this usually sleepy category has seen a spate of new players debut
new offers in recent times. Over the past couple of years, NIRMA has launched a slew of low
priced soaps under the banner of NIRMA.Henkel spik has made a maiden foray in to the
market with a far range of detergent soaps. The market leader HLL to relaynced several
detergent soaps.
WASHING IMPROVEMENTS
After the war, when detergents started appearing in appreciable quantities on the retail market,
it was noted that white cotton goods were not being washed as white as they should be. This
was explained by the fact that although the active material was able to lift the dirt from the
cloth it could not keep it in suspension. Hence small spots of dirt were being re-deposited
uniformly over the whole surface area of the cloth while in the wash-tub or machine, thus
giving the cloth a grey appearance
BETTER QUALITY
The crowded market place has also brought a few benefits to the consumer marketers of soap
have tried to woo consumers through un graded offerings and better quality soaps. Aided by
low input prices, the marketers of detergents have increased the content in their brands, to
offer better quality soaps at a low price. Industry watchers say the content in some brands has
risen from 50-60% of earlier to 70%of late. Therefore, per unit realization an soaps have
declined, the marketers of soap have actually sacrificed a part of their margins on hiking the
content
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TOUGH TIMES A HEAD
With competitive pressures on the rise and a large number of brands jostling for consumer
attention in sluggish market likely to remain a different one for most players. Smaller players
such as Godrej Consumer and Henkel Spic have been in a position to report rebust sales
growth in the category over the past years despite the bruising competition.
However, this is partly due to a relatively small base of comparison. Unless the market
expands, the frenetic promotional activity may soon tell on the growth rate of players. And
when it comes to sustaining a high decipel promotional campaign, HLL’s size certainly gives
is the where withal to do it.
RURAL REVIVAL
It appears that a genuine boost to the market size for detergent soaps will still have to come
from a survival in rural demand. Evidence from the past does appear to suggest that a sharp
rise in rural incomes would have a cascading affect on market in 1999, after a year of sluggish
growth in 1998, demonstrated that a recovery in agricultural output does have on indirect
impact on sales volumes of FMCG products.
This year, reports of a good monsoon in the northern & western parts of the country have
sparked off speculation about a revival in FMCG growth rates. The fact these two regions
account for 60% of the demand for FMCG strengthens this agreement. However, it appears to
be a bit early in the day to call it revival. For one, while the northern & western regions have
received satisfactory rein, southern India has been the victim of very erratic monsoon.
Second, given that the good monsoon in the current year succeeds two or three consecutive
years of drought in some regions, there could be a substantial time tag before higher rural
incomes translates into better FMCG demand.
Third, farm product prices have dropped sharply in response to built up of surplus grain
stocks. Therefore, even if a good monsoon translates into agricultural output, there is the
question of whether this will actually expand or shrink farm incomes.
These factors suggest that it may be premature to take investment exposures in companies
focused on detergent soaps in the hope of revival. If may be better to wait for concrete signs of
o pickup in rural demand, which is certainly some way off.
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THE SOAP MARKET: NOT EXACTLY BUILDING
Year Volume Growth Realization Growth

(%) (Rs/tons) (%)
2006 4,32,254.00 3.6 46,237.00 10.5
2007 4,48,141.00 3.7 52,155.00 12.8
2008 4,56,040.00 1.8 53,443.00 2.5
2009 4,71,000.00 3.3 56,203.00 5.2
2010 4,98,800.00 3.8 59,320.00 0.2
2011 5,41,560.00 1.8 59,640.00 2.5
2012 571000.00 3.3 60,406.00 0.2
CARBOXYMETHYLCELLULOSE (CMC)
The sodium salt of carboxy methyl cellulose (CMC) had been known to industry for many
years and, in fact, a French patent had been applied for in 1936,1 using CMC as an additive to
washing materials. However, this patent was not developed extensively until the Second
World War, when CMC was used in Germany on a moderately large scale, initially as an
extender for soap which was in short supply, and then as an additive to the synthetic
detergents being produced as a wartime substitute for soaps. When intelligence reports on the
German industry were published, the use of CMC as an additive to synthetic detergent
powders was noted and investigated and it was found that this addition eliminated the
redeposit ion problem.
BUILDERS:
Despite the considerable advances made in the production of the active detergent matter, by
the end of the Second World War progress in the use of detergents for heavy-duty (cotton)
washing was still relatively slow, although they had already displaced soaps to a considerable
extent in the field of fine laundering and dish-washing. To improve the heavy-duty washing
properties, manufacturers turned for analogies to the soap industry. Soap for cotton washing
had for many years been 'built' with alkaline materials such as carbonates, silicates, borax, and
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orthophosphates. All of these singly and in combination were tried with moderate success.
Condensed phosphates had started appearing on the market in increasing quantities and from
1947 onwards heavy-duty detergent formulations were introduced, initially with tetra sodium
pyrophosphate and then with sodium tripolyphosphate with startling success.
With the advent of CMC and tripolyphosphate builders the detergent industry established
itself and has never looked back. The production figures of tripolyphosphate in INDIA are
enlightening.
PRODUCTION OF SODIUM TRIPOLY PHOSPHATE
Year Tons
1947 102,000
1950 280,000
1959 700,000
1964 80,000,000
1967 95,000,000
1970 109,000,000
1972 94,000,000
1974 82,000,000
1984 90,000,000
1994 100,000,000
DATA: Taken from the INDIAN Department of Commerce figures

It will be noted that there is a falling off after 1970. The reason is a combination of
restrictions on and opposition to the use of phosphates, and also international shortages of raw
materials.
22
ENVIRONMENTAL ISSUES
Propylene tetramer benzene sulphonate held almost undisputed sway as the major ingredient
used in washing operations till the early 1960s. Around this time it was noted, however, that
sewage treatment problems were arising. The amount of foam on rivers was increasing and
where water was being drawn from wells located close to household discharge points, the
water tended to foam when coming out of the tap. This was attributed to the fact that
propylene-based alkyl benzene sulphonates are not completely degraded by the bacteria
naturally present in effluents, and was further narrowed down to the fact that it is the
branched-chain formation of the alkyl benzene which hinders the attack by the bacteria.
However, fatty acid sulphates were found to degrade very easily, and since all naturally
occurring fatty acids from which fatty alcohols areproduced are of the straight-chain variety
(as also are the Ziegier alcohols which started appearing in commercial quantities at about this
time), it seemed possible that a straight-chain alkyl benzene might be degradable.
Methods of test were developed and it was, in fact, proved that linear alkyl benzene is
biodegradable. Germany introduced legislation prohibiting the discharge of non-biologically
degradable material into sewer systems. In the USA detergent manufacturers agreed
voluntarily to switch over from PT benzene to linear alkyl benzene by June 1965. In the
United Kingdom a similar type of 'gentleman's agreement' was entered into.
23
The change to linear alkyl benzene (which can be considered as a return to a purified form of
the keryl benzene in use twenty years previously) gave some rather surprising results. It was
found that the detergency in a heavy-duty formulation using linear alkyl benzene sulphonate
was approximately 10 per cent better than when using PT benzene sulphonate, solutions of the
neutralized sulphonic acid had a lower cloud point, and pastes and slurries had a lower
viscosity. The first two results were obviously advantageous and a lower viscosity in slurries
had an advantage when the product was spray-dried to a powder, but when the LAS was sold
as a liquid or paste detergent, this lower viscosity had to be overcome as sales appeal was lost.
The manufacture of powders based on LAS posed some problems, however. Powders became
sticky and lost their free-flowing characteristics, whether made by spray-drying or one of the
other methods.
Mausner and Rainer' have indicated that the actual isomer distribution of the linear alkylate
has an effect on the stickiness of the powder, with the 2-phenyl isomer giving the greatest
tendency to stickiness and the 5- or 6-phenyl isomer the least. Additives to overcome this
tendency have therefore been developed.
The switch to linear alkyl benzene is not, however, complete. In many parts of the world
where the problem of sewage treatment is not serious, the PT benzene is still being used in
ever-growing quantities. Also the Ziegler alcohols are now competitively priced with the
linear alkyl benzenes, and alkane sulphonates are reappearing. Having successfully coped
with the problem of biodegradation the industry faced a new attack. It appeared that in certain
lakes and ponds algae started reproducing at an unprecedented rate. This was blamed on the
extensive use of phosphates which are a food for these organisms, and again the detergent
industry became the whipping boy, because tremendous amounts of sodium tripolyphosphate
are used and then discharged down the sewer. (The term eutrophication, meaning nutrition by
chemical means, has been applied to this phenomenon.) It is not clear whether the blame
should be taken solely by the detergent industry, as concurrently with the increase in the use
of detergent phosphates there was an increase in the use of phosphate fertilizers, which also
find their way into natural water systems. However, with the big international preoccupation
with ecology the detergent industry is searching for an efficient substitute for sodium
tripolyphosphate.
To date a complete replacement has not been found but in the Scandinavian countries
particularly, formulations of household powders are beginning to appear with appreciable
portions of the phosphate replaced by NTA (nitrilo triacetic acid) which is a better
24
sequestering agent than tripolyphosphate but has none of the other properties exhibited by the
phosphate. There are fears that in time the extended use of NTA might bring new problems of
this sort, as it contains nitrogen which is again a good fertilizer and nutrient for algae.
The search is still going on for a phosphate substitute. NTA on its own will only partially
replace phosphates. A mixture of NTA and borax has been suggested as a complete
replacement but here again the borax might produce more problems than the phosphate is
alleged to produce. Some of the hydroxy-polycarboxylic acids not containing nitrogen are
also being considered.
ENZYMES
The biggest single revolutionary trend in the detergent industry in the latter years has been the
use of enzyme additives. Enzymes as aids to washing are not new to the industry. Photolytic
enzymes had been tried as additives to washing powders in Germany in the 1920s with only
moderate success and again in Switzerland in the 1930s. Enzymes, which can be called
organic catalysts, tend to hasten reactions and the photolytic enzymes convert or 'break down'
proteins wholly or partially into amino acids. The action is rather slow and the production
costs high, but with improved methods of production and purification, strains of enzymes,
usually in admixture with a proportion of amylase which breaks down Starches were
developed which were relatively fast acting. These were added initially to 'pre-soak'
detergents and found immediate acceptance in the European countries where washing habits
were such that washing was normally soaked for a period prior to the wash proper.
Better and better strains of enzymes were developed, with stability to a wider pH spectrum,
stability against perborate and quicker action. In the United States detergent manufacturers
resisted the incorporation of enzymes into their powders for some years after this type of
powder had almost completely swept the board in Europe but in 1968 enzymatic powders
started appearing there as well. The position at present is that enzymatic powders are now
holding a large proportion of the household detergent market and formulations appeared made
for machine washing. Some washing-machine manufacturers are now producing automatic
washing machines with a 'Bio' programme which allows the washing to remain in contact with
the detergent solution for an extended period of time at a relatively low temperature before
beginning the washing and heating cycle. The future of enzymes is at the moment obscure as
the production of enzymatic powders has raised its own problems, and one Scandinavian firm
has already decided to withdraw its powder containing other are taking enzymes out of some
of their powders while forging ahead with others
25
COMPANY PROFILE
M/s BHARATHI CONSUMER CARE PRODUCTS PVT LTD; was a newly started
Private Limited Company in 2012, incorporated under the Company’s Act 1956 consisting of with
Board of Directors and Managing Director, having registered Office & Factory situated at Sy.No.
280, 281, PEDDAPARIMI Village, Amaravathi Road, Nidumukkala (Po), GUNTUR District,
Andhra Pradesh in which Mrs. M. PARIMALA is the Managing Director of the Company. With
her visionable & dynamic leadership, the company has carved a niche for itself in the market. All
the Trade Marks, Copy Rights and the present running brands products of BHARATHI SOAP
WORKS, GUNTUR, a Proprietorship company were assigned to this new Private Limited
company BHARATHI CONSUMER CARE PRODUCTS PVT LTD; from 01.01.2015
onwards under a SALE DEED OF ASSIGNMENT between the two Companies and continuing
with all the products of the same brands of detergent cakes & Detergent Powders , Dish wash cakes
and other running products of BHARATHI SOAP WORKS are producing under the name &
style of BHARATHI CONSUMER CARE PRODUCTS PVT LTD; represented by its
Managing Director Mrs. M. PARIMALA as owner of the products with full rights over the
brands and Mr. A. MANICKAVEL is acting as Chairman & Executive Director of the Company,
who manages and supervises activities of the Company and has more than 3 decades of
experience in manufacturing of Detergent Cakes and Washing powder.
The Board of Directors of BHARATHI CONSUMER CARE PRODUCTS

PVT LTD consisting of with Board of Directors viz:- 1) Mrs. Parimala Manickavel as
Managing Director of the Company, 2) Mr. A. Manickavel is the Chairman –CUM-
Executive Director, 3) Mrs. Vanaja Padmavathi Rajendran, 4) Guruswamy and 5) Ms.
Divya Bharathi Manickavel are the other Directors of the company.
.
By appointing Sales Agents / Distributors at District Head quarters & surrounding villages.
Through its good management and organization, it acquired a good position in the detergent
industry. Now this Company ‘BHARATHI CONSUMER CARE PRODUCTS PVT LTD;’
is one of the leading and moving to one of the Top Ten Companies List in A.P.
26
GROWTH AND EXPANSION OF BHARATHI CONSUMER CARE PRODUCTS PVT LTD.
BHARATHI CONSUMER CARE PRODUCTS PVT LTD; is expanding with their

day to day production capacity and supply of goods from time to time in full swing by installing
with fully Automatic latest machineries and equipments with production capacity of - 60,000-
M.T. (Matric Tonns) per Annum and utilization capacity is at – 32,000 - M.T. (Matric
Tonns) per Annum, so as to reach its company products at each and every corner of Villages /
Towns / Cities through its strong marketing net work & Distributors and also launched its
products in Southern India States as well as western States also and also planning to launch in
Northern States shortly so as to avail its’ products all over India and working sincerely to reach
it’s goal.
With M/s. BHARATHI CONSUMER CARE PRODUCTS PVT LTD ‘s good

marketing and promotional activities, its turnover is reached to Rs.110- crores during the
financial year 2015 – 2016 (01-04-2015 to 29-02-2016), when compared to the last financial year
2014 -2015’s turnover of Rs. 72.26 crores which shows a tremendous growth.
BHARATHI CONSUMER CARE PRODUCTS PVT LTD was initially

manufactured only medium quality products and gradually started to manufacture Premium and
Economy quality products within a short period. With the increasing market share and to face the
market competition, it started to introduce new brands and new products like XXX Matic
Powder & Liquid detergents for washing machines purpose, Magic Toilet cleaners, XXX
Liquid hand wash like new innovations by maintaining different styles of packing to suit the
desires of the consumers.
The main aim of the company M/s BHARATHI CONSUMER CARE PRODUCTS
PVT LTD is to supply quality products to consumers. Quality is more important than profit. It
is the key factor for the success of the Company. The company stress upon the quality of the
products rather than its profit margins. This motivational policy was to earn huge market share at
all places of southern India.
The Company is also providing monitory assistance to the poor and handy capped
disabled victims, and also to the poor students by means of Scholarships to continue their studies,
27
as they are the future leaders of our India under humanitarian grounds. Also providing free note
books & Text books to the poor merit students by encouraging them as a helping hand.
The secret behind the success of any famous or growing industry is nothing but the sincere and
hard working of both the Management and workers united on mutual understanding and
respecting each other under the coordination and moving towards aimed goal with dedication
cooperatively for the growth of the Industry unto last. In other words, the Management and
workers are like two wheels of a cart in an Industry and if any one of the wheels is damaged, the
cart cannot move to reach the destination. Or otherwise, the Industry will be collapsed if
Management and workers differ each other and move in different way. Both categories should
move like one family to reach their goals and to run the Industry successfully for mutual benefit.
Management must recognize the worker /employee, by encouraging him on his achievements in
his work from time to time, so that he will sacrifice his whole time in his work sincerely to get
better appreciation and recognize from the Management side. Many multinational Companies are
adopting the system of “Kaizen” as universally accepted to get more productivity from the
worker/employee, i.e. extraction of maximum productivity in minimum time.
Awards:
By its’ sincere and hard work performance within a short period, the company
BHARATHI CONSUMER CARE PRODUCTS PVT LTD; has won the prestigious
National Award from the COUNCIL OF STATE INDUSTRIAL DEVELOPMENT AND
INVESTMENT CORPORATIONS OF INDIA (COSIDICI), New Delhi, and in the event,
the Managing Director of the company Mrs. PARIMALA MANICKAVEL, the young and
dynamic lady entrepreneur is honored by the Government of Madhya Pradesh with the
prestigious National Award of “ OUT STANDING ENTREPRENEUR” for the
year – 2017 in the National award function conducted at Indore, Madhya Pradesh on 10.02.2017.
These Awards have come to be looked upon as a bench mark of excellence in the MSME sector.
“ KRUSHITO NAASTHI DURBHIKSHAM”
28
BHARATHI CONSUMER CARE PRODUCTS PVT LTD.
CERTIFIED & REGISTERED LOGO OF THE COMPANY
All the brand Labels of Detergent Cakes, Washing Powder and Dish wash Cakes &
Company LOGO of BHARATHI CONSUMER CARE PRODUCTS PVT LTD; are got
Registered under the Trade Mark & Copy Right Acts.
29
BHARATHI CONSUMER CARE PRODUCTS PVT LTD.
PRODUCTS
PRODUCTS BRAND NAME
 BLUE DIAMOND
 TRIPLE-X ( XXX )
1. DETERGENT CAKES / SOAPS  MAGIC
 GREEN DIAMOND
 THREE DIAMOND’S
 SAREGAMA
 BINKA
 SPRINT
 Triple -X XXX SILVER FOAM

2. DETERGENT POWDER / WASHING POWDER
 Triple -X XXX SILVER LINE
 Triple -X XXX HI-POWER
 Triple -X XXX LAVENDER
 MAGIC
 SPRINT
3. DISH WASH CAKE (ROUND & BAR )

 Triple -X XXX RUF & TUF
4. WASHING MACHINE DETERGENT POWDER

 Triple -X XXX MATIC
30
Under Triple-X (XXX) brand, -11- types of Detergent Cakes are being manufactured. They are:
1. Triple-X XXX MORE WASH (Mini) : 80 gms.
2. Triple-X SUPER XXX : 125 gms.
3. Triple-X XXX SMALL : 125 gms
4. Triple-X XXX MORE WASH : 150 gms.
5. Triple-X XXX LAVENDER ( WHITE / ROSE ) : 150 gms.
6. Triple-X XXX EASY WASH : 250 gms.
7. Triple-X XXX ACTION SOAP : 250 gms.
8. Triple-X XXX (WHITE) : 250 gms.
9. Triple-X XXX QUICK WASH ( WHITE / BLUE ) : 250 gms.
10. Triple-X XXX MORE WASH : 300 gms.
11. Triple-X XXX BAR : 300 gms.
--------------------------------------------------------------------------------------------------------------------
PREMIER BRAND OF THE COMPANY
31
DETERGENT CAKES’ - PRICE & SCHEME OFFERS:
As on 22-02-2016
TRIPLE-X (XXX) BRAND DETERGENT CAKES:
Product Name : Triple-X (XXX) More Wash ( Mini )
Type : Detergent Cake
Price : Rs. 05.00
Net Weight: : 80 gm.
Offer : ------
-----------------------------------------------------------------------------------------------------------
Product Name : Triple –X (XXX) SUPER Triple –X
Type : DETERGENT CAKE
Price : Rs. 07.00
Net Weight : 125 gm.
Offer : ------
-----------------------------------------------------------------------------------------------------------
Product Name : Triple- X (XXX) SMALL
Price : Rs. 10.00
Offer : Free -Rs. 2.00 /- worth Det.Powder Pouch
-----------------------------------------------------------------------------------------------------------
Product Name : Triple - X(XXX) MORE WASH (Medium)
Price : Rs. 10.00
Offer : Rs. 5.00 (Pouch Offer)
32
Product Name : Triple -X (XXX) LAVENDER (WHITE / ROSE)
Price : Rs. 10.00
Offer : ------
Product Name : Triple - X (XXX) EASY WASH
Price : Rs. 23.00
Offer : Free Rs.5.00 /- worth Det. Powder Pouch
Product Name : Triple - X (XXX) ACTION SOAP
Price : Rs. 17.00
Offer : ------
Product Name : Triple - X (XXX) WHITE
Price : Rs. 20.00
Offer : ----
33
Product Name : Triple - X (XXX) QUICK WASH (WHIT E / BLUE)
Price : Rs. 25.00
Offer : Free - One Plastic Bucket for – 12- Soaps
Product Name : Triple - X (XXX) MORE WASH
Price : Rs. 25.00
Offer : Free - Rs.5.00 /- worth Det. Powder Pouch
Product Name : Triple - X (XXX) BAR
Price : Rs. 25.00
Offer : ------
Product Name : BLUE DIAMOND
Price : Rs. 07.00
Offer : ------
Product Name : BLUE DIAMOND (BIG)
Price : Rs. 13.00
Offer : ------
34
Product Name : THREE DIAMOND’S
Price : Rs. 16.00
Offer : ------
-----------------------------------------------------------------------------------------------------------
Product Name : SAREGAMA
Price : Rs. 5.00
Offer : ------
-----------------------------------------------------------------------------------------------------------------------
Product Name : SAREGAMA
Price : Rs. 16.00
Offer : ------
-----------------------------------------------------------------------------------------------------------
Product Name : MAGIC
Price : Rs. 10.00
Offer : ------
-----------------------------------------------------------------------------------------------------------
35
Product Name : SPRINT
Price : Rs. 27.00
Offer : Free-Rs.5.00 /- worth Det. Powder Pouch
-----------------------------------------------------------------------------------------------------------
Triple -X (XXX) DISH WASH:
Product Name : Triple - X (XXX) RUF & TUF

Type : DISH WASH CAKE (ROUND)
Price : Rs. 25.00
Offer : FREE – ONE SCRUBBER
-----------------------------------------------------------------------------------------------------------
Product Name : Triple - X (XXX) RUF & TUF
Type : DISH WASH CAKE (ROUND)
Price : Rs. 42.00
Offer : FREE – One SCRUBBER
-----------------------------------------------------------------------------------------------------------
36
Similarly, under Triple-X (XXX) brand, -13 - types of Detergent Powders are being
manufactured. They are:
1. Triple-X XXX SILVER FOAM : 1 Kg.
2. Triple-X XXX HI-POWER : 1 Kg.
3. Triple-X XXX (LAVENDER) : 1 Kg.
4. Triple-X XXX SILVER FOAM : 500 gms.
5. Triple-X XXX HI-POWER : 500 gms
6. Triple-X XXX (LAVENDER) : 500 gms.
12. Triple-X XXX SILVER LINE : 3 Kg.
13. Triple-X XXX (LAVENDER) : 5 Kg.
WASHING POWDER / DETERGENT POWDER:
Triple-X (XXX) SILVER FOAM WASHING POWDER / DETERGENT POWDER:
Usage: Two Scoops for bucket wash. Soak for 30 minutes before washing. For superior
results, wash in warm water. XXX gives you not just “whiteness” but also “freshness”. The power
of blue whitens up your cloths. For every wash your clothes look and smell as fresh as new.
White cloths should not be mixed with colored clothes for better whiteness and to wash
separately.
37
Product Name : Triple - X (XXX) SILVER FOAM
Type : WASHING POWDER / DETERGENT POWDER
Price : Rs. 66.00
Net Weight : 1 Kg.
Offer : Free- One 250gm Triple-X (XXX) ACTION Det. Cake
Triple-X (XXX) HI-POWER WASHING POWDER /DETERGENT POWDER:
Usage: Two scoops for bucket wash. Soak for 30 minutes before washing. For superior
results wash in warm water. XXX gives you not just “whiteness” but also “freshness.” The
power of blue whiteness up your cloths. For every wash your clothes look and smell as fresh as
new. White cloths should not be mixed with colored clothes for better whiteness and to wash
separately.
Product Name : Hi -POWER
Type : WASHING POWDER / DETERGENT POWDER
Price : Rs. 65.00
Net Weight : 1Kg.
Offer : Free-One 200gm XXX RUF & TUF (Big Dish-wash Cake)
Triple-X (XXX) SILVER LINE WASHING POWDER /DETERGENT POWDER:
Usage: Two scoops for bucket wash. Soak for 30 minutes before washing. For superior
results wash in warm water. XXX gives you not just “whiteness” but also “freshness” the power
of blue whiteness up your clothes. For every wash your clothes look and smell as fresh as new.
White cloths should not be mixed with colored clothes for better whiteness and to wash
separately.
Product Name : SILVER LINE
Type : WASHING POWDER
PRICE : Rs. 250.00

.
Net Weight : 3 Kg.
Offer : Free - One Plastic Bucket
38
Triple-X (XXX) MATIC WASHING / DETERGENT POWDER : (For Washing Machine use)
(Suitable for all types of Washing Machines (Both TOP & FRONT LOAD )
Usage: One scoop for normal load and two scoops for heavy load. 1) Make sure that you
keep the machine clean too, otherwise build-up of the dirt inside might end up being transferred to
clothes, 2) Always wash white clothes separately from colored items, so that they can’t be
contaminated by other colors or end up looking a bit grey,3) XXX MATIC remove stains with
cold water also. It is energy savior for Washing machines, 4) Please check your clothes before
washing if there is any metal objects like Coins, Keys, Pins and other unwanted metal things
before washing as per washing process indications of your washing machine Company manual
instructions book.
Product Name : Triple - X (XXX) MATIC
Type : WASHING POWDER FOR WASHING MACHINE use
PRICE : Rs. 220.00

.
Net Weight : 1 Kg.
Offer : Free- One 300 gm. Triple -X (XXX) BAR Detergent Cake
-----------------------------------------------------------------------------------------------------------
The principles of marketing in providing the needs of the customer satisfaction,
the needs of the organization such as and markets and the influence of the market such as
products competitors and legal factors.
The marketing principles of soap are:

 Products and markets
 Co- ordinate marketing
 Policy
 Efficiency
 Competitors legal factors soap factor
 Who and what they are stature law and trade awareness of changing.
39
FUNCTIONAL ACTIVITIES:
(1) MARKETING:
The company introduces the new marketing strategy that is selling of soaps by
rickshaw canvassing door to door selling initially but now the new company BHARATHI
CONSUMER CARE PRODUCTS PVT LTD; company has increased its scientific marketing
skills and promotional activities, when we go through the Sales report , as it shows that the Sales
of the new company has increased tremendously to Rs. 110, 60, 51, 906 /- (in Crores) during the
financial year 2015 -2016 (2015 April to 2016 Feb) When compared to its’ mother Company
BHARATHI SOAP WORKS Sales of Rs. 56,94,36,369/- during the last financial year 2014-
2015.
The first step in developing a marketing strategy is to understand your customers, soaps
by rickshaw canvassing needs and the changing dynamics of the market . Advertising and selling
on the other hand are just two of the many marketing activities . In most cases , marketing
performances are all those connected with identifying the particular wants and needs of a
objective market of consumers, and then going about satisfying those customers better then the
competitors. This involves doting market research on customers investigating their needs and then
making tactical decisions about product design , pricing, promotion and distribution.
PRODUCTION:
Production management has a number of functions to carry out the transformation
process effectively. The functions incorporate different roles that are interdependent but which
can be grouped under five main heading.
 Product:-The role of production management is to ensure that the product is manufactured as

per specification and the plan.
 Plant:- In order to make the product plant and equipment is required productions management
has to consider that the plant meets specification and is in keeping with the requirements.
 Process:-There are many ways of producing the products, and operations management has the
responsibility of choosing the best way.
 Program:-The production program ensures that the schedules of production are met.
 People:-Production depends on people and their skills and motivation.
40
WORK PROCESS OF THE SOAP/ DETERGENT CAKE MANUFACTURING:
There are several stages in the soap processing from the beginning till the finishing stage.
1) Mixing raw materials

2) Plodder
3) Chips
4) Soap bar
5) Bar cutting
6) Stamping on the bar
7) Covering of the bar with rapper
8) Soap cake packing
9) Sealing
-------------------------------------
FUNCTIONS OF FINANCE:
In the context of achieving the goals like maximization of risk, liquidity,
profitability, wealth maximization etc. Financial managers perform several areas. The total
functions of financial management can be three different groups.
1) Liquidity functions
2) Profitability functions
3) Management of functions
4) Managing the funds and
5) Managing assets
LIQUIDITY FUNCTIONS:
In seeking sufficient liquidity to carry the firm`s activities, the financial managers perform
the following tasks.
 Forecasting cash flows and
 Managing the flow of internal funds.

41
PROFIT ABILITY FUNCTIONS:
The other function of financial manager is to provide reasonable and adequate return on
capital employed. With respect to profitability important financial functions are cost control
and measuring required return.
MANAGING FUNCTION:
Managing functions are divided into two types .they are
 Managing Assets
 Managing funds
MANAGING THE ASSETS:

Assets are the resources by which the firm is able to conduct business. The functions of assets
management recognize the decision making role of financial manager . assets management
includes knowing the total amount of assets needed by the firm to carry out its operation.
MANAGING THE FUNDS:

Funds may be viewed as the liquid assets of a firm. The term includes cash held by the firm,
money borrowed by the firm gained from purchases of common and preferred stock. The financial
manager is responsible to cater sufficient funds for the firm to conduct his business and he must
locate money to finance receivables and inventories. He should also to make arrangements to
purchase assets and identify the source of long term financing cash that must be made
available to pay divides.
H.R. FUNCTIONS:
1) To recruiting the employee
2) To give training and develop the employee
3) To give welfare fund with in the time.
4) To give compensation in any accident
At present a total of 112 employees / workers in various 13 sections /departments

are working in this new Company BHARATHI CONSUMER CARE PRODUCTS PVT LTD;
as given below. The working atmosphere is very pleasant in the factory with Greenery around the
large spacious Factory premises and with safety measurement tools and following safety
42
precautions at all times keeping in view of workers safety. Company has also provided Canteen
facility to employees & workers on free of cost of food basis under Staff welfare. The Company
has also appointed a Doctor to conduct periodical health check-up to all the staff & workers at
nominal charges and if any accident/ injury incurred to workers while on duty, the Company
will take care of their medical treatment at Company’s cost only till their recovery of health. The
Company maintains FIRST AID BOX also all the time for the workers to give the first immediate
treatment to injured worker when he was injured during work in factory.
43
BHARATHI CONSUMER CARE PRODUCTS PVT LTD;
SECTION - WISE EMPLOYEES CHART
S.NO. NO.OF
SECTION / DEPARTMENT
EMPLOYEES
1 GENERAL MANAGER (G.M.) 01
2 ASST. GENERAL MANAGER (A.G.M) 01
3 LEGAL MANAGER 01
4 OFFICE STAFF 04
5 FINANCE - CUM - ACCOUNTS SECTION 03
6 PRODUCTION SECTION SUPERVISORS & WORKERS 21
7 CHEMIST - CUM - R & D SECTION 02
8 PACKING SECTION 61
9 ELECTRICAL SECTION 02
10 MACHINERY SECTION 03
11 TRANSPORT SECTION 07
12 MARKETING SECTION 04
13 CANTEEN 02
---- --------- ----
112
TOTAL
BHARATHI CONSUMER CARE PRODUCTS PVT. LTD.
44
CERTIFIED LOGO OF THE COMPANY
All the brand Labels of Detergent Cakes, Washing Powder and Dish wash Cakes &
Company LOGO of BHARATHI CONSUMER CARE PRODUCTS PVT LTD; are got
Registered under the Trade Mark & Copy Right Acts.
45
ORGANIZATION STRUCTURE OF BHARATHI CONSUMER CARE PRODUCTS PVT. LTD.
MANAGING
DIRECTOR
( M.D.)
DIRECTORS
CHAIRMAN –CUM --
EXECUTIVE DIRECTOR
PRODUCTION
SECTION ELECTRIC TRANSPORT LEGAL
GENERA
OFFICE SECTION SECTION MANAGER
SUPERVISORS
L &
MANAGE WORKERS
R (GM)
CHEMIST MACHIN-
ASST FINANCE- -CUM -- ERY
GENERAL CUM R&D SECTION
MANAGER ACCOUNTS SECTION
(AGM) SECTION
PACKING
SECTION CANTEEN
MARKETING
SECTION
46
THEORETICAL FRAME WORK OF THE STUDY
Introduction:
The generally accepted purpose of Customer Relationship Management (CRM) is to enable
organizations to better serve its customers through the introduction of reliable processes and
procedures for interacting with those customers.
In today's competitive business environment, a successful CRM strategy cannot be implemented
by only installing and integrating a software package designed to support CRM processes. A
holistic approach to CRM is vital for an effective and efficient CRM policy. This approach
includes training of employees, a modification of business processes based on customers' needs
and an adoption of relevant IT-systems (including soft- and maybe hardware) and/or usage of IT-
Services that enable the organization or company to follow its CRM strategy. CRM-Services can
even redundantize the acquisition of additional hardware or CRM software-licences.
The term CRM is used to describe either the software or the whole business strategy oriented on
customer needs. The second one is the description which is correct. The main misconception of
CRM is that it is only software, instead of whole business strategy.
Evaluation :
Customer Relationship Management (CRM) is one of those magnificent concepts that swept the
business world in the 1990’s with the promise of forever changing the way businesses small and
large interacted with their customer bases. In the short term, however, it proved to be an unwieldy
process that was better in theory than in practice for a variety of reasons. First among these was
that it was simply so difficult and expensive to track and keep the high volume of records needed
accurately and constantly update them.
In the last several years, however, newer software systems and advanced tracking features have
vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the
price of newer, more customizable Internet solutions have hit the marketplace; competition has
driven the prices down so that even relatively small businesses are reaping the benefits of some
custom CRM programs.
Major areas of CRM focus on service automated processes, personal information gathering and
processing, and self-service. It attempts to integrate and automate the various customer serving
processes within a company.
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Improving customer relationships
CRMs are also claimed to be able to improve customer relationships . Proponents say this can be
done by:
 CRM technology can track customer interests, needs, and buying habits as they progress
through their life cycles, and tailor the marketing effort accordingly. This way customers
get exactly what they want as they change.
 The technology can track customer product use as the product progresses through its life
cycle, and tailor the service strategy accordingly. This way customers get what they need as
the product ages.
 In industrial markets, the technology can be used to micro-segment the buying centre and
help coordinate the conflicting and changing purchase criteria of its members
 When any of the technology driven improvements in customer service (mentioned above)
contribute to long-term customer satisfaction, they can ensure repeat purchases, improve
customer relationships, increase customer loyalty, decrease customer turnover, decrease
marketing costs (associated with customer acquisition and customer ?training?), increase
sales revenue, and thereby increase profit margins.
Technical functionality
A CRM solution is characterised by the following functionality:
 Scalability - the ability to be used on a large scale, and to be reliably expanded to what
ever scale is necessary.
 Multiple communication channels - the ability to interface with users via many different
devices (phone, WAP, internet, etc)
 Workflow - the ability to automatically route work through the system to different people
based on a set of rules.
 Database - the centralised storage (in a data warehouse) of all information relevant to
customer interaction
 Customer privacy considerations, e.g. data encryption and the destruction of records to
ensure that they are not stolen or abused
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CRM Planning
Whether you're updating, upgrading, jump-starting, or restarting your CRM efforts, some basic
steps will help keep you on the path to a positive ROI.
Thinking about the potential ROI of your customer relationship management (CRM) project
should start during the selection process. Before you write an RFP or start talking to vendors, you
need to do some homework to ensure that you're on the right track to maximize ROI.
Identify the Problem — and the Solution

Before you start thinking about vendors, you should define your problem in clear business terms.
Do you need to improve management visibility into the sales pipeline? Reduce customer support
costs or improve customer support? Reduce customer-related administrative overhead? Making
your CRM challenges specific will help you determine which technologies or components are
most likely to deliver ROI and how you can prioritize your development and deployment plans.
Most companies' CRM goals fall into a couple of main categories:
• Improved sales performance

• Improved management visibility
• Improved customer support
• Improved marketing
• Reduced costs
If your CRM goals fall into more than two of these categories, you'll likely want to prioritize one
over the other and plan a phased deployment. It's also a good idea to know at this point what your
likely budget is, how flexible it is, and what your procurement officer or CFO will be looking for
in terms of business justification. If you know walking into the project that you'll need to show a
six-month payback period, for example, you can plan accordingly.
Check Resumes
Once you've identified the likely vendors to deliver the best solution for you, you'll want to check
their references - and this doesn't mean just reading case studies on their Web sites. Look to
independently developed case studies and your own interviews with references to learn about their
decision process, project successes and challenges, and whether or not their spending - and
benefits - met expectations.
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Find a Partner
In the CRM world, few companies will deploy a solution without some help from external
consultants or systems integrators. Selecting and planning how you work with consultants is just
as important to your project's success as the technology you choose.
Justify Your Investment

Once you've identified your goals and selected a short list of vendors, you can use a structured
evaluation of costs and benefits to determine the best solution in terms of ROI and build the
business case for moving forward. On the costs side, you'll want to consider the initial and
ongoing software, hardware, consulting, internal personnel, and training costs associated with the
project.
Here are a few guidelines to keep the ROI from your CRM project on track:
 You should spend less on software and consulting than 70 percent of expected annual
direct benefits.
 You should be able to deploy and achieve some returns in fewer than six months (even if
it's only a pilot).
 For a hosted solution, you should see benefits in fewer than 60 days.
 Consulting costs should not be more than twice your initial software investment.
 Training users should take fewer than four hours.
On the benefits side, you'll want to consider both direct and indirect benefits. Prioritize your
expected benefits from most direct to most indirect, and then work on your estimates, using
internal surveys, case study data, and reliable benchmarking information as a starting point for
quantifying expected benefits for your company.
CRM in Business
In this day and age the use of internet sites and specifically e-mail, in particular, are touted as less
expensive communication methods, compared to traditional methods like telephone calls. This
revolutionary type of service can be very helpful, but it is completely useless if you are having
trouble reaching your customers. It has been determined by some major companies that the
majority of clients trust other means of communication, like telephone, more than they trust e-
mail. Clients, however, are not the ones to blame because it is often the manner of connecting with
consumers on a personal level making them feel as though they are cherished as customers. It is
up to the companies to focus on reaching every customer and developing a relationship.
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Analytic CRM
The Retailers Data Challenge
Today’s retail environment includes increased competition among stores, a general economic
downturn, rising interest rates and higher gas and heating oil prices. All of these factors have
reduced the disposable income available to many retailers, core customers. In this economic
environment, retailers must learn to generate more business from their existing customers. To do
this they must first mine the data they have collected on customer purchases and loyalty programs.
Still, retailers are drowning in customer data.
 Critical customer information is inaccessible and underutilized.
 More decision-makers need more access to consistent corporate data about their
customers.
 Loyalty program, POS, and demographic databases exist, yet are not integrated within a
retail corporation.
 Merchandisers and direct marketers lack expertise in the standard analysis applications
sold by business intelligence vendors today.
 Current retail data analysis systems require heavy IT resources to maintain and utilize.
Campaign Management
Segmenting customers, generating targeted marketing campaigns for these segments and tracking
results are important parts of CRM analysis. Integrated MA tools provide these capabilities and
provide campaign offers and results directly to the customer sales and support processes.
Incorporating offers and solicitations into the common contact repository and prompting contact
agents to follow-up on campaigns can yield dramatic benefits. Some of the features provided are:
 Planning marketing activities and developing campaign hierarchies.
 Outlining marketing campaign objectives.
 Defining campaign success measurements.
 Coordinating multiple channels and event triggers to automate response actions.
 Building and testing sample campaigns on a subset of customers.
 Storing and reusing content from previous marketing campaigns.
 Measuring campaign effectiveness by linking directly to call center, front-line employees
and sales force.
 Importing third-party target lists.
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 Tracking fulfillments supplied to the client via each channel to avoid duplication and
maximize effectiveness.
 Tracking customer inquiries related directly to campaigns.
 Tracking sales force closures related directly to campaigns.
Internet Personalization
Personalization is the ability to track and respond to customers in an individualized fashion based
upon their past contacts and behavior. The true value of personalization in CRM is when it
extends beyond the Internet to encompass all customer contacts across the organization. By
integrating personalization into the front-office applications, every contact with your customers
can be well planned and personalized. This is a good example of the acceleration of analytics into
action. Features of personalization tools include:
 Collecting information on Internet site visits.

 Addressing customers who visit the site by name and remembering their preferences.
 Allowing visitors to customize content to suit their purposes.
 Showing customers specific content based on who they are and past behaviors.
 Offering specific products (on the Internet or over the phone) based on past behaviors.
 Allowing for the possibility of self-adjusting campaigns and offerings based on customer
behavior.
 Integrating technologies and techniques for optimal customer understanding based on
transaction history, demographic analysis and collected information.
E-Mail Management
E-mail management capabilities are used in two ways in MA - inbound and outbound. Inbound e-
mail management capabilities assist organizations in handling inbound inquiries from customers.
While on the surface this would seem to be a purely service-oriented activity, organizations are
linking these facilities to their personalization technologies and thus tuning the resulting
communications on the basis of CRM analytics. Benefits of this can be quite high as it offers a
chance to extend personalization techniques to multiple communication types. Outbound e-mail
management capabilities provide the ability to construct and execute permission-based marketing
campaigns (where the dialog has been started with a customer via e-mail communications) and are
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said to be up to 20 percent more successful than traditional direct marketing at a fraction of the
cost. Features include:
 Automation of the targeting and sending of mass e-mails.

 Automation of mass e-mail responses.
 Use of decision engines to parse information from incoming e-mail correspondence.
 Crafting responses to incoming e-mail without human intervention.
CRM Initiative
According to the surveys, through the year 2004 only 35% of businesses will accurately forecast
the implementation cost and ROI projections before initializing a CRM strategy, and less than
20% will stick to the guidelines and initiative plans they’ve established without veering off the
designated course to an unsuccessful destination. This is an avoidable situation that mainly
illustrates the infant growing pains many companies have when trying to wrap their arms around
any new business strategy. Inexperience with such an important, yet often difficult, strategy comes
from it being a young and untested initiative. If a business has done their homework and
intelligently forecasted the resources needed to fulfill a CRM initiative, the pains and pitfalls
currently being experienced will lessen and the benefits will increase.
Seven Steps to Managing Your CRM Initiative:-

Business analysis: Focus on your customer data-collection process.
The first step in your CRM project should be business analysis. Take a step back and look at the
areas of your firm that deal with customer data (most of your firm, probably). How well are you
handling data right now? Are you collecting all the data you want from your clients or would you
like to collect more? Is this information accessible by all those who need it? Do you ever have to
reenter information as the client moves from Marketing & Sales through to Time & Billing?
Needs analysis: Make a list of your customers' needs

As you ask yourself these and other questions, make a list of your customers' needs. Start with the
absolute essentials at the top. Examples of these needs may include collecting certain types of
information, a centralized database, scalability, and capability to access the system remotely. An
important note to remember—this list should include all your essential needs, even the needs met
by your current system. As you work through your list of essentials, begin to add nice to haves.
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These are needs that you would like to meet but are not critical to the success of your CRM
system. Make sure your whole project team contributes to this list—you won't think of everything
on your own.
Product evaluation: Compare vendors and products

After you have your list of needs compiled, you can start comparing vendors and products. As you
are looking at features offered by the different products, try to cross the critical needs off your list
first before you look at nice to haves. There will undoubtedly be products that meet a lot of your
nice to haves, but are lacking in one or more critical needs. Critical needs must be met so that the
time, money, and ideas given to the CRM project do not change systems for the sake of change.
When you are making your project plan, allow plenty time for this phase. It is very important not
to rush through your evaluation. Take your time, view lots of demos, and ask lots of questions.
Product configuration: Make the system fit your firm

No matter what product you choose, there will most likely be some configuration that needs to be
done to make the system fit your firm. Treat this as a subproject with its own project plan that
includes timelines and milestones. Many products are highly customizable at the front end, but far
less so when they are implemented. Don't get poor results because you sped through this step.
Customization may not be all at the software end; you may have to do some process reengineering
in your firm, as well. Remember to document everything. Make a user's manual for the software,
and a process manual with flowcharts for the business processes.
Pilot implementation: Roll out a small pilot to marketing first

After you have customized the system to your specifications, roll it out in a small, pilot
environment. Start with your Marketing users; they will use the software heavily and will be able
to provide you with some high-quality feedback. Keep it in a small group until you have the
system customized the way you want it. When you have reached that point, roll it out to all users.
Full implementation: Communicate with users to explain the change

As you roll the system out to all users, this will be a significant change for most of your users. In
addition to learning a new software interface, many users will be faced with entire new business
processes. The biggest factor here is communication. Make sure your users understand why this
change is taking place; don't just mandate the change. Use training sessions and documentation to
assist the users with the new system.
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Evaluation: Follow-through for a successful implementation
As more and more firms are implementing CRM systems, plenty of success stories are emerging.
The firms that experience successful implementations have a plan from the beginning and follow
it through to the end. Failed implementations often are the result of choosing a product that does
not meet the firm’s needs or poor communications between project teams and end-users. Follow
these 7 steps to managing your CRM initiative for a successful CRM implementation experience.
CRM Implementation
The Implementation Process
Many companies think that choosing a solution is the hard part. In reality, choosing a system is
relatively easy. Implementing a system is the hard part of the process. In choosing a solution it is
common for a team to be brought together to develop a needs analysis document. It is not
uncommon for teams to spend months developing selection criteria and subsequently choosing a
vendor. Typically, however, less thought is put into how the solution is going to be implemented
which is one of the reasons for the well documented, high failure rate. Unlike back end systems
(ERP, SCM, etc) the use of which is required for day-to-day operation of a organization,
companies and employees have lived without CRM and may be able to continue doing so. Each
person has their own way of doing things and those habits are difficult to change. To overcome all
of the possible obstacles, CRM must become part of the culture of an organization and people
must recognize that by using the system they are helping the team become more effective as a
whole.
Implement and Learn the Basics First

It is no surprise that once companies select a solution, they race to implement that solution.
Customers have been sold on the return on investment (ROI) of the solution, and know that ROI
will not come until the team is effectively using the solution. The common mistake here is trying
to do too much at one time. The reality is that users who are overwhelmed by a tool end up not
using it. It is important that you establish and focus on short, medium and long-term goals.
Although often overlooked or assumed, the first goal is to make sure that the user group is
proficient on the base functionality of the system. Users need to be able to comfortably duplicate
what they have routinely been doing in the new system. For instance, if inside sales receive
incoming phone calls; do they know how will they log those in the new system? If outside sales
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make sales visits, how can they eliminate filling out call reports? How are people going to send
email and create letter and manage their task list? Users who quickly become proficient on this
base functionality will be more apt to want to learn more and reap the potential added benefits of
more proficient use of the new system.
Outline An Implementation Strategy

The first step of implementing a new CRM system is to determine a strategy. The implementation
strategy should be developed with the software provider to determine and document the process to
roll the solution out to the user group. Questions like “What is the timeline?” “Should everyone be
brought on at once or do a pilot?” “Where are the strengths and weaknesses in of the company and
the individual users?” all need to be answered.
User champions and administrative champions need to be selected. Look within the organization
to determine whom the power users will be and solicit their support on the project. Identify those
users who will be the most reluctant to change and help them understand how this will benefit
them (One of the most effective ways to overcome reluctance is to help each reluctant user to find
one or two things that will make their job easier so that they begin to see the power of the system
for themselves).
Short, medium and long-term goals need to be established and monitored for each department and
for the organization as a whole. Companies may find that they want to track one metric for inside
sales, another for outside sales, and a third for marketing. Some companies have chosen to
motivate users by offering incentive compensation related directly to system utilization. Each
organization is unique and goals and incentives need to be thought through on a case-by-case,
department-by-department, and possibly user-by-user basis.
CRM Success
Seeing CRM initiatives take hold and begin to pay off is often a waiting game. It’s not a “flip-the-
switch” product that automatically spits out results or something that will take affect overnight
and cause profits to skyrocket while you sleep. The puzzle must be completed and time must play
its part before true success will be seen. However, through dedicated and smart planning,
businesses should see markedly increased profits, as satisfied customers will continually re-visit
them. Gradually, as businesses get to know their customers, their customers get to know them, and
a closely aligned partnership is formed. This one-to-one relationship is the catalyst that sparks
both lifetime customer loyalty and revenue increase.
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In the true spirit of thinking outside of the box, experts at the Gartner Group believe “the most
successful organizations will be those who, through innovation and focus on business
effectiveness rather than merely efficiency, manage to break the mold of traditional business
thinking”. Being effective is paramount. The end goal of better serving customers and enabling a
high percentage of customer retention cannot be met with out creative thinking and effective
planning and actions. The task of perfecting the relationship between business and customer is
always on going and requires special dedication and innovation as the commerce markets
continually change and fluctuate. And over time, customers change, as does their behavior and
needs, and business must be able to respond to that.
Being on the cusp of the industry and always having a hand on the pulse of the customer is key for
success. As the CRM initiative begins to take hold, key players will soon see patterns emerge
among customers, will discover what a productive strategy is and what is not. This is the essence
of a successful CRM project: being able to really know what will work for your customers, what
satisfies them, and what keeps them loyal. The ability to get an accurate gut feeling about the
marketing campaigns, new products, and the type of policies customers will respond to is
invaluable. This kind of customer knowledge only comes from really digging in and being savvy
about how you go about understanding the people that you hope will continually call on the
services and products of your business. The ROI in this case would be compelling indeed.
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CRM Products
CRM products are automated applications that support the accomplishment of corporate goals
related to customers, such as increased revenue and/or increased sales efficiency (i.e., better
results with lower expenditures from sales, customer service, and marketing.) These technologies
capture customer data from across the enterprise, then analyze, consolidate and/or distribute it for
use across the multiple customer facing departments (or processes) within the company.
CRM products can be grouped into 5 general categories:
Customer/Partner Self-Service Systems: enable your customers, suppliers, and/or partners to

use the internet to gain information that is directly relevant to them. This may include customized
product elections, order status update, on-line order entry, or self-guided query and response.
Examples of these systems include email response management systems, web personalization
systems, web-based order-entry, and web self-help.
Sales Force Automation Systems: provide tools for your sales people to maintain their contacts,
track sales prospects, provide sales forecasts, enter and track orders, and provide customized
quotes for clients. Examples of these systems include, and on-line sales forecasting and order-
tracking.
Call Center Customer Service Systems: provide support for staff that answer client questions or
respond to requests for dispatch services. Examples of these systems include web-based customer
service, customer service call tracking, improved customer service representative (CSR) access to
client information, and automated dispatch and tracking.
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Operational Billing/Order System Integration Systems: provide integration (as well as
migration) between customer-facing (front-end) applications and the production (back-end) order-
status and financial systems that contain the data that clients and partners may seek. These
systems are not only CRM systems, but rather the components of larger software suites that may
include CRM. Examples of these systems are packaged accounting and manufacturing systems
that have CRM front-ends.
Technology-Enabled Lead Generation Systems: enable targeted marketing based on client needs
and/or past business trends. This lead generation could be dynamic (emailing offers or
customizing web content) or static (providing targeted databases of clients by type). These
systems include customer data mining, automated marketing campaigns, and customer
personalization tools.
Customer Relationship Management
Customer relationship management (CRM) is the most talked about of the three enterprise
applications that are the focus of this paper. As the economy remains sluggish and customers
remain cautious, the need and desire to get closer to customers are the primary means of
differentiation in the marketplace. Companies seeking this differentiation must ask the questions
below.
1. What does getting “close” to customers mean?
2. How do we get close to customers today?
3. How do I drive or extract new revenue using CRM?
Reasons for CRM Failure

Depending on which survey you read, you will see comments and statistics such as “over 50% of
CRM (Customer Relationship Management) projects fail.” On the other hand, you will also see
published results that show double-digit percentage growth in revenue, improved productivity,
and increased customer satisfaction from new CRM projects. What drives companies to have such
different results from the same initiatives? Before we look at reasons, let’s define the scope of
CRM. CRM has been one of the most confusing terms established in eBusiness. In many cases, it
has been defined, as what the user of the term is promoting. In the context of this article, we want
to look at CRM as the following.
CRM is a strategic approach that combines the business processes, technology, employees, and
information across an enterprise to attract and retain profitable customers. CRM projects are
launched to realize the plans and achieve the objectives defined in the CRM strategic plan. Let’s
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look at why many CRM projects fail and many others achieve great success. Here is CGI’s top-ten
list of reasons CRM projects fail.
CRM initiatives launched without a strategy.

Simply stating “We’re going to do CRM this year” is not a strategy. A CRM strategy needs to
clearly define how you will be viewed by and manage all touch points with your customers. It
should also define how you plan achieve this result.
The CRM strategy is not integral to the business strategy.

CRM cannot be viewed as a project or solution separate from your overall business plan. How you
develop and grow customer relationships is the lifeblood of your company. Customers must be a
core part of your overall business strategy.
The CRM toolset is based on someone else’s success.

There are many CRM tool offerings in the market place. Typically, these started around a
particular process and product offering that was very effective. This offering has since been
expanded to offer broader functions through acquisition or system development. Be sure to
evaluate tools against your business requirements to get the best product for your highest priority
needs. Not everyone serves customers the same way, has the same business processes, or has the
same priorities as your business.
CRM is launched with no regard for enterprise or customer interfaces.

Can you afford to invest in making one part of the customer experience excellent only to destroy it
at another step in the lifecycle? Make sure every touch point you have with the customer provides
consistent, knowledgeable, and high-quality service.
CRM is launched without customer input.

It is so easy to get caught up in the rush to implement CRM solutions that you forget those people
on the outside of your business. Talk with your customers. Find out how they want to be serviced.
How can you better meet their needs? How can you collaborate for a true win/win initiative? What
are other suppliers doing for them that they like?
CRM is considered an IT project – not business initiatives leveraging technology.
Customers interact with your company through people, processes, electronic media, transactions
and indirect relationships. They typically will not know what language your tools are written in or
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what platform they run on. The capability, quality, function and reliability of the systems are
critical. But design them to support the best customer processes you can provide. The greatest
success will come from the coordinated efforts of business users and technologists in the
company.
CRM is launched without defined metrics and objectives.

An important part of any rollout of new processes is the expectation of improvement. If you don’t
expect performance to improve, don’t measure it, or manage it. Consequently, you won’t see
improvement. Even if you achieve it. Set expectations. Measure performance improvement.
Provide feedback. Reinforce successes. Look for ways to continue the improving trends.
CRM is considered a one-time event.

Once your initiative is launched, you’re just getting started. Look at it as an evolutionary
development of your organization that will require multiple iterations to implement. You will have
some employees who resist the change. There will be bumps in the road. Solicit feedback. Learn
from the new data at your disposal. Refine your strategy. Set new goals. Develop plans to achieve
these new goals.
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DATA ANALYSIS AND INTERPRETATION
1. Who are your customers?

a) Wholesaler b) Retailers c) Both
Particulars No. of Respondents Percentage%
Whole-saler 45 45
Retailers 35 35
Both 20 20
Total 100 100
45
40
35
30
25
20
15
10
5
0
Wholesaler Retailers Both
Interpretation:
In the above table Wholesalers are 45% customers and 35% retailers are the customers and 30%
are the both wholesalers and retailers are the customers in their company
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2. Are your customer’s needs clearly defined ?
a) Yes b) No
Yes 70 70
No 30 30
Total 100 100
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 70% of the respondents say “yes” on customers needs and 30% respondents are
say “No” on customer needs are clearly defined for improvement of the business .
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3. Do you conduct customer satisfaction surveys?
a) Yes b) No
Yes 60 60
No 40 40
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 60% respondents are say YES on conducting satisfaction surveys and 40% of
the respondents are say NO on conducting the customer satisfaction surveys in the business
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4. Do you communicate results of your customer satisfaction surveys regularly
throughout the company?
a) Yes b) No
Yes 65 65
No 35 35
Total 100 100
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 65% respondents are say YES on communicate results of your customer
satisfaction surveys regularly throughout the company and 35% of the respondents are say NO
communicate results of your customer satisfaction surveys regularly throughout the company.
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5. Do you actively seek out customer comments and complaints?
a) Yes b) No
Yes 75 75
No 25 25
Total 100 100
80
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 75% respondents are say YES on seek out customer comments and complaints
and 25% of the respondents are say NO seek out customer comments and complaints in their
company
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6. How do you get customer comments and complaints?
a) Face to face interview. b) Toll free numbers, formal surveys. c) Others means-

Face to face interview 50 50
Toll free numbers, formal surveys 30 30
Others means 20 20
Total 100 100
50
45
40
35
30
25
20
15
10
5
0
Face to Face Toll Free Others
Interview Numbers means
Interpretation:
In the above table 50% respondents are get customer comments and complaints by face to face
and 30% respondents are get through toll free numbers and 20% respondents get customer
comments and complaints through other means in their company.
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7. How do you get information about the customers?
a) Face to face interviews b) Surveys. c) Any other means.
Face to face interviews 45 45
Surveys 35 35
Any other means 20 20
Total 100 100
45
40
35
30
25
20
15
10
5
0
Face to face Surveys Any Other
interview means
Interpretation:
In the above table 45% of the respondents are get face to face interviews to get information about
the customers and 35% respondents are get through surveys and 20% are get through various
means to get information about the customers in their company.
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8. Do you provide credit facility to your customers?
a) Yes b) No
Yes 55 55
No 45 45
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 75% respondents are say YES on provide credit facility to customers and 25%
of the respondents are say NO provide credit facility to customers in their company
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9. Do you give concessions to your regular customer?
a) Yes b) No
Yes 80 80
No 20 20
Total 100 100
80
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 80% respondents are say YES on concessions to regular customer and 20% of
the respondents are say NO provide concessions to regular customer in their company
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10. Do you take feedback from your customers?
a) Yes b) No
Yes 75 75
No 25 25
Total 100 100
80
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 80% respondents are say YES to take feedback from customers and 20% of the
respondents are say NO to take feedback from customers in their company
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11. Do you customize your product or services according to the customer?
a) Yes b) No
Yes 60 60
No 40 40
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 60% respondents are say YES to you customize your product or services
according to the customer and 40% of the respondents are say NO to customize product or
services according to the customer in their company
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12. Do you have a concept of “internal service”?
a) Yes b) No
Yes 55 55
No 45 45
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 55% respondents are say YES to have a concept of “internal service” and 45%
of the respondents are say NO to have a concept of “internal service” in their company
73
13. Do you communicate with your customers frequently?
a) Yes b) No
Yes 65 65
No 35 35
Total 100 100
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 65% respondents are say YES to communicate with customers frequently and
35% of the respondents are say NO to communicate with customers frequently in their company
74
14. Do you regularly review the business process to eliminate non value- adding
activities and improve customer satisfaction?
a) Yes b) No
Yes 75 75
No 25 25
Total 100 100
80
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 75% respondents are say YES to regularly review the business process to
eliminate non value- adding activities and improve customer satisfaction and 25% of the
respondents are say NO to regularly review the business process to eliminate non value- adding
activities and improve customer satisfaction in their company.
75
15. Is the working environment is conducive to the well-being and morale of all
employees?
a) Yes b) No
Yes 55 55
No 45 45
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 55% respondents are say YES to the working environment is conducive to the
well-being and morale of all employees and 45% of the respondents are say NO the working
environment is conducive to the well-being and morale of all employees in their company
76
16. How much is the role of computers in serving the customers?
a) Plays a big role b) Not much role to play c) No role to play.
Plays a big role 60 60
Not much role to play 30 30
No role to play 10 10
Total 100 100
60
50
40
30
20
10
0
Plays a big Not much No role to
role role to play play
Interpretation:
In the above table 60% of the respondents are used big way for serving the customers and 30%
respondents are not much used computers in serving customers and 10% are not used computers
for serving the customers in their company.
77
17. Do you have any centralized database for customer information?
a) Yes b) No such database.
Yes 70 70
No such database 30 30
Total 100 100
70
60
50
40
30
20
10
0
Yes No such database
Interpretation:
In the above table 70% respondents are say YES to have centralized database for customer
information and 30% of the respondents are say NO to have centralized database for customer
information in their company.
78
18. Does the staff have access to the customer database?
a) Yes b) No
Yes 55 55
No 45 45
Total 100 100
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 55% respondents are say YES that the staff have access to the customer
database and 45% of the respondents are say NO that the staff have access to the customer
database in their company.
79
19. Is there commitment from top management to support the customer-focused
service concept?
a) Yes b) No
Yes 65 65
No 35 35
Total 100 100
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 65% respondents are say YES the commitment from top management to
support the customer-focused service concept and 35% of the respondents are say NO the
commitment from top management to support the customer-focused service concept in their
company.
80
20. Is there any improvement in the average sale per customer?
a) Yes b) No
Yes 70 70
No 30 30
Total 100 100
70
60
50
40
30
20
10
0
Yes No
Interpretation:
In the above table 70% respondents are say YES on improvement in average sale per customer
and 30% of the respondents are say NO improvement in average sale per customer in their
company .
81
FINDINGS
 The customers of Bharathi Consumer Care Products Pvt Ltd; are the wholesalers
throughout India.
 The needs of the customers are clearly defined and the products are customized according
to the needs of the customers.
 Customer’s comments and complaints are welcomed and resolved quickly and positively.
Comments and complaints are taken through face to face interviews.
 The company conducts customer satisfaction surveys through research agencies.
 The company provides credit facility to its customers up to 90 days. If the customers pay
within 7 days they will get 4% cash discount.
 Sales persons of the company maintain frequent and informative communication with the
customers.
 Business process is regularly reviewed to eliminate non value-adding activities.
 The average sale per customer has increased by 15% and customer’s response to the
marketing activities is also improving. Customer retention is also improving.
 The factors which have an impact on the CRM are – organization culture, support from top
management, interpersonal skill of the sales personals and working environment of the
company.
82
SUGGESTIONS
 There should be more and more emphasis given by the company for satisfying the
customer up to a apex limit and by providing the utility of every penny of his money.
 There should be more use of information technology.
 The company should be flexible to bend its rules and procedures in the clients favour.
 The company can communicate and develop stronger customer bonding by providing
social and financial benefits.
*****
83
CONCLUSION
In the past, CRM was mostly about the technology, not about the customer. There is a
change in the way the organizations do business. At a technology level, CRM is increasingly
about conjoined best-of-breed applications delivered via portal technologies. At a business level, it
is beginning to invade traditional territories occupied by brand management or customer support.
Peel shows companies how to make the shift to the new paradigm.
The CRM vendors look like they have got their act together in terms of coupling their
wares to the needs of the business. The market now distinguishes between CRM and e-CRM.
One would be forgiven for thinking that this differentiation was contrived to allow the vendors to
retreat back to pre e-commerce CRM. But the opposite is true.
e -CRM is the new game and the vendors are being bullish about it. It may well be worth
creating a CRM vendor index, as I think that it will be a good indicator of confidence in business
in general and technology in particular.
*****
84
BIBLIOGRAPHY
 CONSUMER BEHAVIOR-LEON G. SCHIFFMAN, LESLIE LAZAR KANUK
 PRINCIPLES OF MARKETING PHILIP KOTLER GARY ARMSTRONG
 RESEARCH METHODOLOGY KOTHARI C.R – BUSINESS STATISTICS SHARMA

J.K
 INDUSTRIAL MARKETING - KRISH .K.H
WEBSITES:
 www.google.com
 www.bharathisoapworks.com
MAGAZINES:
 Business World
 Business Today
85

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A STUDY ON

“CUSTOMAR RELATIONSHIP MANAGEMENT”

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY,

In partial fulfillment of the requirements for the award of the degree of

Under the guidance of

DEPARTMENT OF MASTER OF BUSINESS ADMINSTRATION

G.V.R. & S COLLEGE OF ENGINEERING &

This is to certify that this is a bonafide record of the project work

Mr.T.VASANTHA RAO (Mr.T.VASANTHA RAO)

I, M. MURALI KRISHNA REDDY student of MBA in G.V.R & S.

College of Engineering and Technology declare that the project entitled

“A STUDY ON CUSTOMAR RELATIONSHIP MANAGEMENT”

with special reference to “BHARATHI CONSUMER CARE

PRODUCTS PVT LTD,GUNTUR” has been prepared by me under the

guidance of Mr.T.VASANTHA RAO for the partial fulfillment of the

requirements for the award of degree in MASTER OF BUSINESS

ADMINISTRATION by JAWAHARLAL NEHRTECHNOLOGICAL

UNIVERSITY, KAKINADA. Further, I declare that this project report is

or organization for the award of any degree or diploma.

Place: Guntur M.MURALI KRISHNA REDDY

I am extremely grateful to our chairman Ms. G. Sailaja and for

M. MURALI KRISHNA REDDY

CHAPTER.NO TITLE PAGE.NO

OBJECTIVES & METHODOLOGY 7-10

INDUSTRY PROFILE & COMPANYPROFILE

FINDINGS & SUGGESTIONS 82-83

The generally accepted purpose of Customer Relationship Management (CRM) is to enable

Identify the Problem — and the Solution

• Improved sales performance

Justify Your Investment

 Inadequate disclosure of information is also the problem.

DEVELOPMENT OF THE DETERGENT INDUSTRY;

Surface Active Agent:

Cost of raw materials;

Suitability of finished product.

SYNTHETIC DETERGENTS PRODUCTION

Comparative Production Figures for Domestic detergents (solid) Domestic detergents

1950 (1000 tons) 1200 354

1960 (1000 tons) 1425 640

1972(1000 tons) 2672 1773

1982 (1000 tons) 3000 2228

1992 (1000 tons) 3780 2872

2002 (1000 tons) 4280 3287

2012 (1000 tons) 4500 3885

LOW PRICED BRANDS

Year Volume Growth Realization Growth

2007 4,48,141.00 3.7 52,155.00 12.8

2008 4,56,040.00 1.8 53,443.00 2.5

2009 4,71,000.00 3.3 56,203.00 5.2

2010 4,98,800.00 3.8 59,320.00 0.2

2011 5,41,560.00 1.8 59,640.00 2.5

2012 571000.00 3.3 60,406.00 0.2

PRODUCTION OF SODIUM TRIPOLY PHOSPHATE

DATA: Taken from the INDIAN Department of Commerce figures

The Board of Directors of BHARATHI CONSUMER CARE PRODUCTS

BHARATHI CONSUMER CARE PRODUCTS PVT LTD; is expanding with their

With M/s. BHARATHI CONSUMER CARE PRODUCTS PVT LTD ‘s good

BHARATHI CONSUMER CARE PRODUCTS PVT LTD was initially