POSTGRADUATE MAJOR PROJECT

THE EXCELENCE CUSTOMER SERVICE PLAYES AN IMPORTANT ROLE TO MAXIMISE THE SALES A CASE STUDY ON M&S BRENT CROSS BRANCH

MOHAMMAD HAFIZUR RAHMAN SID:1326831/1 PMP ANGLIA RUSKIN UNIVERSITY

THE EXCELENCE CUSTOMER SERVICE PLAYES AN IMPORTANT ROLE TO MAXIMISE THE SALES A CASE STUDY ON M&S BRENT CROSS BRANCH

Prepared For Nadith Kawshalya Dissertation Supervisor LONDON SCHOOL OF MARKETING AN ASSOSIATED COLLEGE OF ANGLIA RUSKIN UNIVERSITY

Prepared By

MOHAMMAD HAFIZUR RAHMAN SID:1326831/1 PMP LONDON SCHOOL OF MARKETING 14.02.2014

ABSTRACT

Competition in contemporary market is rising every day and is intensifying the service standards within every organisation ranging from every sector. However, organisations are adopting various strategies to ensure that they can outperform with competitors and gain higher excellence in rendering services to the customers. Customers based on the level of customer service opt for a rand and tend to be loyal so that they can gain best products with organisations assistance and employees advise as well. The significant impact of customer service in sales strategy is analysed in the study so that the process of sales strategy under concept of customer service can be unfolded with organisational example of M&S. In the present research study, observation of M&S organisation is given with special focus on Brent Cross Branch that can help in providing detail and accurate piece of information for the study of the topic. With the help of employees and customers, the researcher has tried to analyse the viewpoint so that practical applications of theoretical knowledge can be observed. Research methodology as per nature of the topic is selected to ensure data collection in the most possible and accurate way. Depending on deductive approach, quantitative analysis for both employees and customers of M&S is considered for study of the present topic.

Acknowledgement

First of all I would like to express my sincere gratitude to my supervisors, Nadith Kawshalya for his intelligent guidance and helpful advice the whole process.

I would like to thank all of the participants who contributed to my work not just for their response, but also for good advice they made and their kind help.

Special thanks to the Commercial Manager of M&S Jen Bradbury and Section Manager of Foods Stuart Jason also.

Mohammad Hafizur Rahman

Table of Contents

Chapter 1 Introduction 1.0 Introduction 1.2.1 Background of the chosen Topic 1.2.2: Background of the chosen Organisation: Marks & Spencer 1.2.3: At a Glance of Marks & Spencer Brent Cross Branch 1.3 Purpose and Rational of the Study 1.3.1 Purpose of the Study 1.3.2 Rational of the Study 1.4 Structure of the Study 1.5 Research Aim and Objective 1.5.1 Research Aim 1.5.2 Research Objective 1.6.1 Research Question 1.6.2 Justification on the Selected Research Questions 1.7 Effect of Excellent Customer Service Chapter 2 Literature Review 2.0 Introduction 2.1 Theory of Conceptual Terms 2.2 Role of Customer Service: Retail Sector 2.3 Moment Of Truth in Customer Service 2.4 Relevant Model 2.4.1 Six Cylinder Model of Service Excellence 2.4.2: Serviqual Model 2.4.3: Customer Service Strategy Model, Service Triangle

3 3 3 3 4 6 8 8 8 9 9 9 10 10 10 10 11 11 11 11 14 15 17 17 18 20 5

2.4.5: Sales Structure and Customer Satisfaction: Retail Sector 2.4.6: Integration of Sale Structure and Customer Satisfaction M&S 2.4.7: Customer Relationship Management (CRM) Process 2.5.8: E-CRM Process 2.5.9: Cloud Computing 2.4.10: Role of CRM in Improving Sales 2.4.11: Customers Perception of Service 2.4.12: Recruitment Strategy: Customer Service and Sales Maximisation 2.4.13: Training and Development Customers Service for Sales Maximisation 2.4.14: Skills Required for Effective Customer Service 2.4.14.1: Fundamental Aspect of Effective Customer Service 2.4.15: Analysis and Critical Evaluation of M&S 2.4.16: M&S Strategic Direction 2.4.17: Critical Evaluation 2.4.17.1 TOWS Matrix 2.4.18 Conclusion

21 22 24 25 26 26 27 28 29 31 31 32 34 35 35 37

Chapter 3 Research Methodology 3.1 Introduction 3.2 Method Outline 3.3 Research Onion 3.4 Research Philosophy 3.4.1 Justification for Selection of the Chosen Philosophy 3.5 Research Paradigm 3.5.1 Justification for Selection of the Chosen Philosophy 3.6: Research Approach 41 41 41 39 39 39 40

3.6.1 Justification for Selection of the Chosen Approach 3.7 Research Design 3.7.1 Justification for the Chosen Research Design 3.8 Data Collection Procedure 3.8.1 Data Source: Primary and Secondary 3.8.2 Data Technique: Qualitative and Quantitative 3.9 Population and Sample 3.9.1 Sampling Technique 3.9.2 Sample Size 3.10 Ethical Considerations 3.11 Validity & Reliability 3.11.1 Validity 3.11.2 Reliability 3.12 Research Limitation 3.12 Time Horizons 3.13 Summary

41 42 42 42 42 43 43 43 43 43 44 44 44 44 44 46

Chapter 4 Data Results 4.0 Introduction 47

4.1 Data Result: Customer 4.2 Data Result: Employee 4.3 Conclusion:

47 57 67

Chapter 5 Analysis and Discussion 5.0 Introduction 5.1 Analysis and Discussion: Customer M&S 5.2 Analysis and Discussion: Employees of M&S 5.3 Conclusion 68 68 68 74 79

Chapter 6 6.0 Introduction 6.1 Linking of the Objectives 6.2 Recommendations 6.3 Future Scope of the Study

80 80 80 81 82

Chapter 7 References and Bibliography 7.0 References 7.1 Bibliography Appendix: A Appendix: B 84 91 92 95

List of Table

Page Number

Table 1: Gantt chart Table 2: Duration as a customer of M&S Table 3: M&S delivers customer service to its customers Table 4: Satisfaction with the level of customer service as provided by M&S, Brent Cross Branch Table 7: Better customer service helps you in higher volume of purchases Table 8: Higher level of customer service influences your buying decisions Table 9: Loyalty towards M&S Table 10: Positive factors within M&S, Brent Cross Branch in influencing buying behaviour Table 11: Negative factors within M&S, Brent Cross Branch in influencing Table 12: Duration being an employee of M&S Table 13: M&S attempts customization for better level of Customer Relationship Management CRM Table 14: M&S is gaining high sales due to better level of customer service

45 47 48 49

52 53 54 55

56 58 58

59

Table 15: Value to the customers will help in gaining higher share of profits within the organisation 60 Table 16: Better-trained employees are helpful in better customer relation with the organisation 61 Table 17: Training imparted by the organisation required to deal with the customers 62 63

18: Areas that needs to be developed for better training programme in customer engagement Table 19: Customer satisfaction is helping in market growth of M&S Table 20: Room for development in relation to customer service is existent Table 21: Negative impacts in lack of proper customer service, within M&S 64 65 66

List of Figures: Figure 1: Journey of M&S Figure 2 Profit in Different Sector Figure 3: Revenue in Million Pound Figure 4: Allocation of Floor Space Figure 5 Market Share Figure 6 Total U.K. Portfolio Figure M&S Total sale Figure 8 Revenue of 2013 Figure 9: SERVQUAL Model Figure 10 Service Trangle Model Figure 11 M&S Revenue 2013 Figure 12: Sales Structure of M&S at Business Level Figure 13: CRM Model Figure 14 Sales Up of M&S.com in Christmas Period Figure 15 Statutory revenue of M&S Figure 16 Supply Chain of M&S Product Figure 17 M&S total employee and service length Figure 18 Area Highlighted during Performance Review Figure 19 Total Sale of M&S Figure 20 M&S Market Share Figure 21 Total International Store Figure 22 Research Onion Figure 23: Duration and Customer of M&S Figure 24 M&S Delivers customer service to its Customers Figure 25 Satisfaction with the Level of Customer Service Figure 26 Organisation Imports Value to its Customer Figure 27 Organisation aims to Establish Better Communication Networks

Page: 4 5 5 6 14 15 16 18 19 21 22 23 25 26 27 28 29 29 33 34 35 39 48 49 50 51 52 10

Figure 28 Better Customer Service Helps to Higher Volume purchase Figure 29 Higher Level Of Customer Service Figure 30 Loyalty towards M&S Figure 31 Positive Factor of M&S Figure 32 Negative Factors of M&S Figure 33 Duration been an Employee of M&S Figure 34 M&S Attempts Customisation for Better Level Figure 35 M&S is gaining High Sales Figure 36 Value to the Customer will Help in Gaining Higher Share profits Figure 37 Better Trained employees Are Helpful Figure 38 Training Imparted By the Organisation for Dealings Customer Figure 39 Areas That Needs to be Develop Figure 40 Customer Satisfaction helping for Market Growth Figure 41 Room for development In Relation to Customer service Figure 42 Negative Impact in Lack of Proper Customer Service

53 54 55 56 57 58 59 60 61 62 63 64 65 66 67

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Chapter 1 Introduction

1.0 Introduction: An organisation to sustain in a market aims to focus on gaining a feasible position where organisational activities can help in earning revenues. Bolton and Lemon (2009) described that customers within an organisation has to be identified and satisfied to maintain long-term relations in a cordial manner. A customer while opting for a product looks for features and attributes that can derive better level of satisfaction and can help in decision-making process. An organisation with the help of satisfying customers aims to increase the sales or service to new heights (Dutu and Halmajan, 2011). While rendering service to the customers, employees try to understand the customers perception that is helpful in elevating the sales of the organisation. According to Kraiger et al. (2007), effective customer services has the potentiality of enhancing the sales approach and later on is helpful in gaining loyal and faithful customers. On the contrary, Neely (2009) believes customer services have to be attained with the help of identifying demands of target market that involves varying nature and preferences of the consumers. In the present scenario, each organisation is focusing on gaining customers attention that can further help in increasing the sales of the organisation. A loyal customer result in making repeat purchase of a concerned organisation that in long run provides sustainability to the firm. Marks and Spencer (M&S) focus on better customer service with the aim of gaining much improved organisational activities that also helps in bringing attention and focus of the customers on larger front. The purpose of every employee of M&S is Lets exceed customer expectations with service delivered by a team who genuinely care and values of M&S are The customer is king, The product is hero, Our talent is the future, We strive for sales and We look after the pennies.

Brent Cross store in north London was the ideal place for shopping. As one of the busiest M&S stores in the country, 16,000 customers visit the department each day resulting in 7,000 transactions per week. The whole store sees 118,000 customers pass through each week. (Source: www.qmatic.com) 1.2.1 Background of the chosen Topic: Initially, traditional concept of marketing was focussed on sale of products that later on resulted in the revenue of the organisation. However, with more education and product knowledge, consumers are getting aware and understand the marketing techniques. Competition in every sector especially, retail sector of UK is getting competitive each day (Hansemark and Albinson, 2004). Entry of new firms is bringing more options to 12

a customer that is creating a variety and focus on preferences of consumers steps in. In order to sustain in the market, organisation is trying to deliver customer value that can help in retaining customers and avoidance of switch customers can take place. Customer service is one of the business interests of many entrepreneurs as it helps in attainment of the long-term objectives. Luk and Yip (2008) commented that customer service in an organisation involves direct interactions of customers and employees where reputation of brand and quality of product is determined.

1884 Michael Marks open penny bazaar

1894 Tomas Spencer joined and introduces Marks and Spencer

1975 first store in continental Europe

JOURNEY OF MARKS AND SPENCER

2007 Introduce Plan A with 100 commitments

2010 Add 80 more commitments within 2015

1920 Start buying directly from manufacturers

1926 became a public company

1930 Flagship at Marble Arch, London

1St British Retailer in 1998

1999 Introduce online shopping

Figure 1: Journey of M&S. In the attainment of customer-service, organisation focuses on getting an extra edge over the sales volume so that competition level can be survived. An indirect relationship between customer-service and sales of an organisation is being shaped and is influencing the buying behaviour of the customers. Alvarez and Casielles (2008) noted that customer service is one of the key areas where investment is crucial although it involves less money and more streamlined organisational activities. Every leading corporation are ideally investing in the efficient handling customer service so that it can help in maintain ideal relation with the customer. Based on the effect of customer-service, an organisation focuses on increasing the sales by maintaining cordial relations on a long-term basis. Instead of boosting up sales on an instant basis, Naik et al. (2010) pointed out that customer-service helps in achieving sales on a long run basis. However, organisations need to identify their big customers and need to be introduced with special services and facilities that help in making bulk purchases over a period of time. Retailing firms attracts customers on a large basis and with the help of customer service standards are capable of satisfying their needs and preferences. The main purpose for excellent customer service is as follows: Higher numbers of customer and greater customer diversity. Increased sales. Increasing public image. Survival in terms of competition. Repeat business and customer loyalty.

1.2.2 Background of the chosen Organisation: Marks and Spencer One of the leading retail firm, Marks and Spencer, also known as M&S is a UK-based multi-national corporation. It was established in 1884 Michael Marks and Thomas Spencer. In total business of UK 54% come from food products and 46% from General Merchandising from 766 stores throughout the UK and growing ecommerce business. In the year 2012/2013 the revenue from food products was 4.9 billion and General

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General Merchandise 4.1 Billion Food 4.9 Billion International 0.65 Billion

Figure 2: Chart: Profit in Different Sector Merchandise was 4.1 billion. They run their business around the world; M&S now operate in 51 territories across Europe, the Middle East and Asia and continue to grow international presence through a multi-channel approach. The revenue was 1.1 billion from 418 International stores in 51 territories. (M&S Annual report 2012/13) The company holds headquarter in London. More than 81000 employees are working under this organisation to render quality-based service and profit for the organisation. List of specialised products includes clothing, and luxury food products.

Revenue in Million Pound

10,000.00 8,000.00 6,000.00 4,000.00 2,000.00 0.00 UK International 2012/2013 2010/2011 2009/2010 2009/2010 2010/2011 2012/2013

Figure 3: Graph: Revenue in Million Pound in Last Year of M&S (M&S Annual report 2013) The selected company deals in retaining customers with the effect of branding where a standard quality of product and excellent form of service delivery is maintained to satisfy its loyal and new customers. Company thoroughly believes in introduction of change management to adopt the latest form of marketing techniques and technical innovation that is also helpful in attracting customers within the organisation. By dealing in 14

various charities, a positive brand image is formed by M&S and it helps in reaching new avenues for the organisation. 1.2.3: At a glance of Marks and Spencer Brent Cross Branch: The selected company, situated at Brent Cross Branch believes in maintaining high quality, values and satisfactory service standards as well. The store deals in retaining customers with the effect of branding where a standard quality of product and excellent form of service delivery is maintained to satisfy its loyal and new customers. Address: Brent Cross Brent Cross Shopping Centre Hendon London NW4 3FE United Kingdom

Phone: 020 8202 1122 Establish Year: 1976 Three Floor total 59,876 Square feet.

2nd Floor (Mens Ittem) 24%

Store Space
Ground Floor (Food) 33%

1st Floor (Ladis item) 43%

Figure 4: Chart: Allocation of Floor Space in M&S Brent Cross 15

Ground Floor: 15,503 square feet dedicated to flowers and food, with a freshly make hot food (different type of sandwich, coffee), baked bread, pastries, cookies which is serving all day. Total number of employee (Ground Floor) is 107 in foods and 13 in hospitality. Total till is 27 and allocation is 9 Belted, 10 self-checkouts, 2 Hot Food and 6 Normal. 7500 product line in food sector. Sale target this year is 19 million. Customer service desk are located in this floor.

First and Second Floor: In this floor its called General Merchandising (GM) Floor: First Floor: Total 20,587 square feet in this floor and dedicated to women's clothing, Lingerie, and Bureau de Change Number of till in this floor is 11. 141 Staff are working including 2nd floor. 2 i-Pads are available for customer.

Top Floor: 11,235 square feet area in this floor. In this floor mens wear and kids (including school wear) are available. For transaction in this floor 14 till is available. 141 staff is working including first floor. 3 i-Pads for online selection.

Customer Access: Ground Floor in two ways and one way in 1st and top floor. Two lift and one escalator for customer use and two lift for goods carrying.

Products Ground floor: Food, Flowers and Wine - Wine Adviser, Cards and News Paper, Beauty, Women's Clothing, Men's Clothing - Underwear, Christmas Gift Shop, Babywear. 1st floor: Women's Clothing - Limited Collection, per una, Autograph, Lingerie and Sleepwear, Classic, Lingerie - Post Surgery Lingerie. 2nd floor: Men's Clothing - Autograph, Collezione, Blue Harbour, North Coast, Men's Tailoring & Alterations, Kids School wear, Kids - Clothing.

Services Free Parking, Leave It To Us - Food Ordering, Refunds & Exchange (excluding Outlet merchandise), Kids - Clothing, Bra Fitting, Changing Rooms for Women's changing room, Changing Rooms for Men's changing room, Changing Rooms for Lingerie changing room, Clothing Ordering & Collection, more 16

over - Flower ordering, Money - Bureau de Change, M&S credit card validation, VAT back service, Places to Eat is Hot Food to Go. The store thoroughly believes in introduction of change management to adopt the latest form of marketing techniques and technical innovation that is also helpful in attracting customers within the organisation.

1.3: Purpose and rational of the Study: 1.3.1: Purpose of the Study: With an increase in competition, retail sectors of the UK market are observing huge pressure in retaining customers within an organisation. Retail market in contemporary market need more attention on the customers where scope of identifying the buying behaviour has to be observed. Customers are supposed to decide the future of any business firm and have to focus on the retention of customers to have effective and sustainable business environment. Healthy and modest relation with consumers creates a positive impression within buyers mind leading to better brand image of the concerned company or product. With the selection of customer service and its impact over sales of M&S, the researcher will try to understand the crucial role between the two and analyse the factors leading to such scenario. Further, the selection of topic also involves the reason for growing importance of customer-relation in an organisation as it is suiting the contemporary market conditions. 1.3.2: Rationale of the Study: Organisations are opting for customer service as it brings a positive impact on the sales of the organisation. Customer-service eventually leads to satisfied set of customers that in future results in growth of business. Organisation in the absence of customer-service might result in losing of the customers that hampers sales figures of the organisation. The high level of competition, as observed in the retail sector is giving much hype to the customer-service that has the potentiality of serving the organisation in a better way. Due to the presence of competitors, organisations are opting for better services where scope of switch customers are resolved and avoided. In the presence of customer-service, an organisation has the netter scope of identifying customers needs and rendering services accordingly.

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1.4: Structure of the Study:

Introduction

Literature Review

Research Methodology
Dissertation

Data Result

Data analysis

Conclusion

Reference & Bibliography

1.5: Research Aim and Objectives: Research aim and objectives will help in narrowing down the topic and will bring much emphasised and highlighted portions leading to detail analysis of the research work. 1.5.1: Research Aim: The researcher has selected a particular aim that will help in giving better focus to the study and will reflect the area that needs to be studied and observed. The selected aim will involve observing the excellent customer service process that plays an important role to maximize the sales a case study on M&S, Brent Cross Branch 18

1.5.2: Research Objectives: According to research aim, list of research objectives are stated that helps in directing few guidelines where more emphasis and focus can help in meeting the research objectives in a successful manner. To be able to differentiate between customer value and customer satisfaction. To understand how the employees of an M&S can enhance the satisfaction of the customers. To be able to evaluate the link between customer satisfaction and the overall growth of M&S Brent Cross Branch. To scrutinise the challenges in gaining customers satisfaction while achieving sales as well.

1.6.1 Research Questions: Research questions in a research study helps in building research frameworks according to the selected topics. Further, research questions allow the researcher on pointing out the areas where more details can help in generating success of the project work. What is Customer value and Customer satisfaction? How the employees of an organisation can enhance customer satisfaction? How is customer satisfaction related to the overall growth of the organisation? What are the possible challenges in gaining customers satisfaction along with sales?

Depending on the research questions, further structure of the dissertation will take place that will help in understanding the research topic in a detailed manner. 1.6.2: Justification on the selected research questions: Selection of research question has helped the researcher in gathering details relevant to the M&S, Brent Cross branch where concepts relating to the customer satisfaction and customer retention can be focussed. In order to have a better idea of customer satisfaction, these research objectives will be helpful in giving a streamlined focus on the selected store of M&S. However, the study also examines the challenging areas during the process of customer satisfaction and retention. 1.7 Effect of Excellent Customer Service on the selected topic: The introducing chapter successfully lists the concepts related to customer service and organisational sales. In the contemporary era, customer service helps in gaining trust and confidence of the customers that helps in gaining loyal customers to the organisation. Marks & Spencer is focussing on the concept of customer service as it helps in better customer delivery of services that fulfils the requirements of customers and earnest treatment of employees makes them feel valuable. In the present chapter, the researcher will try to understand the research objectives that will help in describing research topic in detailed manner. Background of the topic and the company is helping the reader in gaining an overall idea of the selected topic and the chosen organisation for implementation of the research topic. This will help in giving a basic understanding framework to the readers and will allow having a fair knowledge about the topic. With the help of customer service, much emphasis on earning larger sales volume can be made possible as customers can be rendered with more service quality and standard. In the following chapter, the researcher will try to focus on the key theories that will help in gaining details related to the topics terms and concepts. A critical study of

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the theories and models will allow the researcher to maintain alignment of research aim along with the study of the relevant models. Chapter 2 Literature Review

2.0: Introduction: Literature review in a research study helps in citing theories and models that are helpful in giving better details of the selected topic. In the words of Lee et al. (2009), literature sources provides a deep and proper details of the selected study that further provides a basic understanding of the concept and helps in conducting research study in the presence of proper knowledge and information. Theories related to customer service and customers satisfaction will be critically reviewed so that areas helpful in giving better knowledge and information can gain. In the particular topic, I will try to put emphasis on the concept of customer service and its impact on sales maximisation. With the help of various literature sources, I will add credibility to the selected topic and will gain a basic understanding of the topic that will help me in better research methodology of the particular project study. 2.1: Theory of Conceptual Terms: This section will help in describing the key terms that is helpful in understanding the selected topic at a much better level. With the help of these descriptions, theoretical analysis of the research study becomes much influential and provides a clear view of the research study. Customer-Service: Every organisation aims to understand the preferences of the customers that can help in better marketing and sales of the goods or services. However, apart from sales, every organisation also needs to focus on the process of attending customer satisfaction that on a long-term relationship in consumption of goods and services of the organisation. Neely (2009) defined that customer-service primarily aims at pioneering a stable position by deriving satisfaction of the consumers. Retail sector apart from sale of goods also focuses on rendering services of high quality that can help in understanding consumers issues and complaints in a more refined process. In the process of customer-service, employees need to

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Figure: Behaviour structure of M&S Staff Understand the importance of customers within an organisation, as they are liable for success or failure of the organisation. Process of customer-service can be implemented within an organisation via various approaches; however, selection of the most appropriate customer service has to be made so that impact that is more useful can be observed. Customers Satisfaction: Competitors of a concerned market try to attract customers in the most possible manner that can also help in gaining customers within an organisation on long-term basis. Shankman (2010) noted that each organisation needs to have happy customers that are helpful in gaining loyalty of customers. Repeat or loyal customers are helpful in gaining a better marketing position to the Marks and Spencer as they are

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Figure: M&S customer experience. able to gain mouth referrals as well. M&S with the help of customers satisfaction gains a supremacy over the concept of customisation that helps in achievement of gaining happy customers. Sales Maximisation: Sales within an organisation is crucial for gaining higher level of revenue, which further initiates better marketing position of the concerned organisation. In the words of Asubonteng et al. (1996), sales maximisation as aim of organisation help in dealing with competitors and brings a stable market position for the chosen organisation. Customers of an organisation are operated on a day-to-day basis that initiates profit maximisation along with much emphasis on revenue generation. An organisation with the help of sales maximisation is better able to understand its customers and brings much-improved sales processes. Kang et al. (2002) mentioned that sales maximisation within an organisation helps in understanding the approaches that can help ensuring sales effectiveness and provides a stable market position for the concerned organisation. In 9 January 2014 statement of Interim management Marc Bolland, Chief Executive said: We delivered an improved performance in General Merchandise over the important Christmas period, with sales up 1.5% in a highly promotional market. Our Food business had an excellent quarter, with 4.1% growth and record sales over the Christmas period, including our biggest day ever in food of 64m on the 23rd December (13 WEEKS TO 28 DECEMBER 2013). M&S.com also had a great quarter with sales up 23%, strongly ahead of the market. The biggest ever sale in a day was 64 million which is 17% higher than 2011.M&S launched 800 new products in 2013 Christmas time. 22

Womenswear, 9.90% Lingerie and Beauty, 26.80%

Menswear, 11.60%

Kidswear, 6.40%

Figure 5: Market Share of M&S products (M&S Annual report 2012/13) 2.2: Role of Customer Service: Retail Sector When a customer comes to visit a store, they go through a journey. The journey comprises a set of experiences. Those experiences shape how the customer will react as they deliver their messages and offer them different products and services. That journey is crucial to maximising the value of their customers visit. Hansemark and Albinson (2004) noticed that customer service deals in adding enhanced and improved form of customer engagement that helps in better customer-organisation relation. M&S Brent cross are growing more competitive each and every day that is increasing the importance of customers attention, as it is crucial for better marketing operations. Customers satisfied with the service delivery of a retailing firm tend to be loyal to that organisation and are not influenced by other competitors (Dimitriadis and Stevens, 2008). Rival firms offer similar products, however, with the influence of customer-service delivery customers can be retained and issues of sustainability can be avoided. Waitrose and Fenwick is the great competitor of M&S in Brent cross.

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Premier, 12 Major, 59 Simply Food (Franchied), 243 High Street, 228

Simply Food (Owned), 176

Outlet, 48

Figure 6: Total UK portfolio of 766 stores (Source: Annual report 2012/13) 2.3: Moment of Truth in Customer Service: In 1986 Jan Carlzon, former president of Scandanavian Airlines write a book called Moments of Truth. In that book Carlzon defines the moment of truth in business as Anytime a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression. The term to mean those moments in which important brand impressions are formed and where there is significant opportunity for customers to experience good or bad emotions. Moment of truth can be first impression e.g. when customers have certain expectation from M&S and they are disappointed, then they can form very negative impression or feel let down, undervalued or ripped off.. In M&S Brent cross branch every week 118,000 customers visit this store.

Moment of Truth can be experienced on an emotional scale-the scaling being BAD NATURAL WOW

The more WOW moments there are more likely they are to go away with a good feeling about this store.

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Moment of Truth 1= What was the first impression as entered? Moment of Truth 2= What was the environment look like? Moment of Truth3 = What were the customer doing? Moment of Truth4= What were the customer feeling? Moment of Truth5= What were the customers thinking? Moment of Truth6= How was customer service experience? Moment of Truth7=How was the product? Moment of Truth8= what was customers overall impression as they left?

5 4 3 2 1 0 -1 -2 Christmas trading 8th weeks to 24th December 2013 3rd Quarter 13th weeks to 28th December

Figure 7: Bar chat M&S Sale

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2.4: Relevant Model: 2.4.1: Six Cylinder model of service excellence: For peak performance with any car Richard Denny on his book Selling to Win believes that a car need to fire on all six cylinders for the customer. He puts forward that there are six cylenders of professional sales people are as follows: 1. Business Knowledge: The sales person of M&S Brent cross branch are fully up to date with the overall business climate. In the staff canteen they can get up to date brusher, product offer information, magazine and also more over every one need to saw the notice board before starting their shift which is in front of the swipe in box. 2. Industry Knowledge: When any new staffs join in this store they have to attain one day induction program and in that programme they can get vast knowledge about M&S. The head office also always informed every employee about any good deals or any changes happened. Like last year they change their dress code and every employee informed about this by mailing letter from head office to collect the correct uniform. 3. Company Knowledge: Employee are the great ambassador for every company-therefore every employee of M&S are aware of company activity. During the induction time everyone been informed about the company and their product also. Then they can point customer in the right direction for assistance or further business. 4. Product Knowledge: This is the fundamental part of every employee because some time customer are dont know about every product employee need to direct the customer where they can get their desire product. This will impact on M&S belief and their ability to persuade the customer. They always follow the fair trade, environment friendly and quality product. 5. Selling Knowledge: The best sales persons in the world look for new ways to re-fresh their knowledge skills and technique. Every year 17% more sales happened for only upselling the product. 6. Attitude: This is the ultimate characteristic, every employee have a great positive attitude and friendly behaviour towards the customer. The main thyme of M&S is Your M&S.

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Revenue in Million Pound

10,000.00 8,000.00 6,000.00 4,000.00 2,000.00 0.00 UK International 2012/2013 2010/2011 2009/2010 2009/2010 2010/2011 2012/2013

Figure 8: Revenue of 2013 in M&S 2.4.2: SERVQUAL Model SERVQUAL model is applied in service-based organisations to have a better observation and analysis over the customers buying behaviour. Balaram and Adhikari (2010) described that a customer while entering into an organisations observes numerous parameters to judge the service standards as delivered by the organisation. These gaps are formed due to numerous factors and are recognised by organisations to amend the procedure in accordance.

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Figure 9: SERVQUAL Model (Source: Zeithaml et al. 1996, pp. 46) The contemporary market scenario engages in educated and informed consumers that involves dealing with more complex situations. In the words of Bateson (1995), efforts delivered by organisation in an attempt to understand the current market trend requires application of SERVQUAL model that helps in implementing continuous improvements. Study of performances that helps in studying the gap between actual or perceived gap is ascertained via this model (Wisniewski, 2001). This service model provides a scope of locating the problem areas as faced by the organisation. SERVQUAL model is comprised of 5 gaps later modified to 7 gaps that help in identifying the various levels where discrepancy can be existent. I will also try to locate each gap that will help in critical analysis of the service model and will help in identifying the factors that are leading to process of customers perception towards a customer service process in M&S in Brent cross. Gap 1: Gap between Customers Perception and Managements Perception: Customers while entering in M&S a perception towards the quality of service delivery and accordingly sets up a benchmarking for the shop. For

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that reason M&S always try to give more importance to the customer like easy to find the product, low waiting time to pay and friendly behaviour. Gap 2: Gap between Managements Perception and Service Specifications: Management of M&S locates few areas that have the potentiality of attracting customers. The disparity with the service specification of M&S is analysed that help in understanding the gap and lacking activities in detailed manner. Gap 3: Gap between Service Specifications and Service Delivery: Service specification helps M&S in attracting customers within organisation. However, according to specifications, disparity achieved in service delivery is the gap at this level. Gap 4: Gap between Service Delivery and External Communication: Quality of service delivered and impression formed by external customers are having disparity and gap that lead to this gap analysis. M&S always try to reduce this gap. Gap 5: Gap between Customers Expectations and Perceptions for Delivered Service: Kind of service expectation by M&S and for the quality of service actually perceive is analysed here at this gap analysis. It had recently rolled out the contactless payments system, provided by Visa Europe, to 644 UK stores. Gap 6: Gap between Customers Perception and Employees Perception: Towards a certain from so M&S, customers expectation level and employees perception for understanding customers requirements may fail to be alignment that raises this kind of gap in the service delivery. But M&S Customer service department and HR Department always try to reduce this gap. Gap 7: Gap between Employees Perception and Management Perception: It describes the misalignments between understanding of the employees and management of an organisation for analysing the customers requirements. For that reason most of the customer get customer feedback advice with their money receipt and they can win 250 for their feedback. SERVQUAL model in an organisation focuses on the parameters that can help in understanding the gap areas with more focus on strategic tools. Tangibles: Physical facilities, equipment and appearance of personnel like M&S Brent cross have special arrangement for collection on car. Reliability: M&S function is try to provide the services that are more accurate and dependable to the customer. Responsiveness: Willingness of M&S to help customers results in excellent form of service delivery. Assurance: Employees of M&S reflect the courtesy that can help in attracting customers. Empathy: With the help of understanding customers needs and requirements in a more systematised and proper manner help M&S in imparting value to the customers.

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2.4.3: Customer Service Strategy Model: The Service Triangle Karl Albect (1984) developed this model. The model outline that the customer is at the centre of everything we do.

Figure 10: The Service Triangle Model Area1. People: Staff of M&S continually focused on the need of the customer. Frontline are able to tune in to the customer situation, frame of mind and their needs or requirements. Staffs of M&S are responsive, attentive and willing to help the customer at all times so they can come back again. Area2: System: Customer delivery system that is set up to meet the need, requirements and demand of the customer. Facilities, policies, procedures, technology, methods and communication process all say to the customer Our systems are designed to meet your needs. They have both type of payment system one is selfcheckout another one is normal. Area3: Service Strategy: In this section M&S always identify that the priorities for our customer is first. All of their staff directed to service strategy and maintain the standard. 2.4.5: Sales Structure and Customer Satisfaction: Retail Sector Sales within an organisation are the ultimate goal of every organisation that has to be achieved in accordance to growth and development which is maximise the profit level. The sales structure is backed up by various plans that essentially fulfil the factors helpful in bringing satisfied customers. M&S careful about the changing trends of the market so that they can actually understand the perception of target profile in a specific manner. Dealing with large variety of customers involves better application of customer satisfaction processes. According to the sales structure, M&S need to focus much on raising the level of customers assistance so that the competition existing in the market can be survived effectively. They know that customer satisfaction helps in increase of the sales revenue. In 2013, M&S observed a rise of 0.9% with bringing impact of 10 billion of rise (Marksandspencer.com. 2013).

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General Merchandise 4.1 Billion Food 4.9 Billion International 0.65 Billion

Figure 11: Pie chart of M&S Revenue in 2013 2.4.6: Integration of Sales Structure and Customer Satisfaction: 90% of the UK population are living within the range of 30 minutes travel distance from M&S store that helps in adding higher quality of customers satisfaction along with an increase in the sales structure. Even any customer need to return any item or change their product they can do it very easily. As observed within, M&S, a recent issue was observed where the Muslim staff of the organisation. Consumers were not happy with the service quality of M&S where they were not properly provided with services related to products like pork or alcohol by the Muslim staffs (Independent.co.uk. 2014).

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EFFECTIVENESS

EFFICIENCIES BUSINESS OBJECTIVES PRODUCTIVITY TYPES OF PRODUCT AND SERVICES MEANINGFULNESS

TYPES OF TASKS AND PERFORMANCE

SALES & MARKETING CUSTOMERS

POLICY & SUPPORT

M&S EMPLOYEES

TYPES OF M&S INFORMATION SYSTEM

IT SPECIALISTS

MARKETING IS

BUSINESS PRESENTATION SYSTEM ELECTRONIC CATALOGUE TYPES OF M&S SUPPORT SYSTEM SALES SUPPORT SYSTEMS

MM LINK

TELESHOPPING SYSTEM

Figure 12: Sales Structure of M&S at Business Level (Source: Marksandspencer.com. 2013) 32

As illustrated in the above figure, the role of customer satisfaction is ideally designed to observe better sales structure for M&S. Application of sales structure is synchronised by concepts of customers service so that survival competence of the organisation can be recognised. Spohrer and Maglio (2008) opined that sales drive the sustainability of the organisation where application of customer service helps in better customer management and integration of sales strategy. Wan (2007) noticed that customer service implementation in an organisation is in continuous form that helps in achievement of business growth. This strategic tool is implied as a management philosophy where according to business process, market analysis and research data this technical process is used. Farrell (2007) noted that customer service helps in delivery of more responsive and customised forms of services that attains satisfaction from each consumer.

2.4.7: Customer Relationship Management (CRM) Process: The business activities that focus on organisations enhancement with the help of improved customers satisfaction are termed as CRM process. Its building up a strong sense of trust and respect between the business and the customer which is increase sales in retail customer. According to a YouGov survey, commissioned by the marketing agency Baber Smith, M&S continues to be Britains most trusted retailer for the second year in a row; Because of much of it is down to a consistent own-label product range. M&S has become a market leader in semi-prepared, own-brand dishes that have been supported through high-profile above the line TV advertisements. Moreover, all retailers have direct contact with their customers and can use management information systems, using data from loyalty cards and direct feedback, to match their new product development to consumer needs. Consequently, own-brand labels have become differentiated by tapping into unfulfilled niches something Woolworths, critically, failed to do. CEO Marc Bolland change is inevitable; M&S has recently started to introduce more non-own brand labels and begun to compete on price ( YouGov).

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Figure 13: CRM Model (Source: Caruana, A. 2002, pp. 828) As mentioned by Barlow and Stewart (2008), CRM helps in taking care of existing and potential customers. CRM as a process needs to be conducted on regular basis helping organisation in dealing with the latest and up-to-date information (Vredenburg and Wee, 2010). 2.4.8: E-CRM Process: Technical up gradation is helping M&S in gaining latest software that easiest the process of CRM and improves the potentiality level of this strategic tool. Jahanshahi and Mirdamadi (2011) defined that e-CRM engages in application of Information Technology (IT) in managing the relationships with potential and existing customers. The e-CRM tools strategically imply an appropriate alignment of internal organisational resources along with the external marketing elements. Longnecker (2006) pointed out that e-CRM in comparison to traditional concept of CRM is helpful in enhancing the communication and interaction process with their customers. In the modern times, application of e-CRM is helpful in presenting a unified presentation for easy and digitised process. The important link in the relationship between Marks & Spencer and Courtaulds Textiles is the exchange of electronic data using Electronic Data Interchange (EDI). Courtaulds Textiles helped to develop the system with Marks & Spencer. The system transfers information, such as prices, images and product details.

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M&S.com sale over the eight week Christmas period

Total Sale up General Marchandiser sale up

Figure 14: Pie chart of sales up of M&S.com in Christmas Period 2.4.9: Cloud Computing: In modern times, cloud computing within an organisation helps in identifying the potentials of the organisations with the help of internet and technologies. Fred et al. (2007) described that cloud computing helps in maintaining the data through application of web-based tools and techniques. Enhanced form of communication network within an organisation results in speedy customer service and brings focus on running a program with more efficiencies. Acting as a client server software serves the purpose of dealing in details of the customers in a synchronised manner and helps in efficient grievance handling of the customers as well. In 2013 Christmas time customer order up 80% from mobile phone and turned with orders from tablets up over 100%. 2.4.10: Role of CRM in Improving Sales: CRM process with in M&S helps in better understanding of organisations consumers that also leads to better adoption of marketing techniques to gain more number of customers into the shop. With the core goal of better CRM tools, Timm (2008) described that an organisation gain much efficiency of customising requirements of customers. Sales within an organisation aim satisfaction of the consumers that is successfully achieved with integrated business activities. Strategic planning of M&S locates the most suitable form of CRM approach that can help in better quality of service delivery to the consumers penetrating the interest level of consumers to a much-improved level. Saks et al. (2011) pointed out that CRM tools during the implementation process has to understand the potential level according to the nature of the organisation that further helps in successful and viable planning process in the most strategic manner. In M&S Brent Cross 16,000 customers visiting the womens wear department each day and 7,000 transactions happened per week. The whole store sees 118,000 customers pass through each week. They wanted to improve the customer experience by ensuring fair queue management and to drive efficiency by reducing transaction time and idle time. Word-ofmouth is effectively achieved with the help of CRM techniques that primarily focuses on solving customers

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issues and rendering the best service quality. From the notice board of M&S Brent Cross Week ending of 30 th November 2013 Store takings 1.159 million -1.6% is plan which is more than .09% targeted. Highest cash department 62k and fruit sale was 36 k. (Source: Store notice board)

5000 4000 3000 2000 1000 0

Statutory Revenue Million in 2013 Statutory Revenue Million in 2012

Figure 15: Bar Chart: Statutory Revenue of M&S 2.4.11: Customers Perception of Service According to viewpoint of the customers, service standards need to be in aligned with the organisations service quality. Chang and Chen (1998) observed that customers apart from attribute of the goods or products also observe the service quality rendered by employees of the organisation that directly influences the satisfaction level of the customers. Every customers aims to have the best class service facility by M&S so that they feel valuable by the organisation. Customers perception is analysed by M&S so that they understand the success factors of the organisation and accordingly achieve higher number of sales within the organisation. However, understanding customers buying behaviour or decision-making process is a complex activity that has is a complex process for the organisation. Satisfied and loyal customers of a service sector prefer to be a repeat customer and avoid switching to other brand. Gremler and Brown (1996) propelled that customers perception for an organisation helps in understanding the areas that are failing to achieve customers satisfaction to the highest level. Analysis of customers buying behaviour parameters will allow the organisation to understand the level of modifications required within each parameters that in further can help in better marketing and advertising of the product, eventually leading to better customers satisfaction as well. 36

Figure16: Supply chain of M&S Product. (Source:http://annualreport2008.marksandspencer.com/ims/service_it_logistics3.jpg) 2.4.12: Recruitment Strategy: Customer Service and Sales Maximisation: Employees within M&S are considered crucial for determining effective business operations that helps in increasing sales of the organisation. Sureshchander et al. (2001) opined that organisations while hiring employees seek for talent that can help organisation in achieving customers needs. While conducting process of recruitment, M&S aims to hire candidates that can improve the persistent situations of the organisation and can help in better and improved level of engaging in business activities. Employees, the internal customers 37

of the organisation have to have adequate skills that can help in meeting the customers requirements with much efficiency. Recruitment of trained and competent employees helps an organisation in grabbing the opportunity of attracting potential customers within the organisation and maximising sales of the organisation. Employees apart from excelling in their academic fields have to have much focus on their soft skills where capabilities of handling customers and their grievances are observed. Dealing customers need to have a set of attribute that can help in better customer engagement and can ideally help organisation in successful implementation of customer service process. Gremler and Brown (1996) noted that hiring capable candidates within an organisation helps in successful business operational activities. While recruiting staffs for M&S, management make sure, that best applicant from the available slot is selected so that chances of having satisfied customers is more.

Less then 5 Year Service

Over 10 Year Service

Over 5 yer Service 0%

10%

20%

30%

40%

50%

60%

Figure 17: Bar Chart: Total Employee 81,734 and Service length with M&S. (Source M&S Annual report 2012/13) 2.4.13: Training and Development: Customer Service for Sales Maximisation Organisational objectives of an organisation help employees in understanding their ultimate goal while delivering work performance within the organisation. However, employees need to be trained so that they can with their ability and potentiality achieve the mission and vision of organisation in a more determined manner. Dutu and Halmajan (2011) described that training and development within an organisation helps in focussing on the areas that can help in increasing the employees efficiencies. . Service sector largely depends on employee performance that is responsible of generation and retention of customers. Retailing firms in the UK are facing issues related to training and development where employees are asked to understand the need of the customers and attend them accordingly.

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Retailing firms of the UK are quite competitive in nature that effectively tries to implement new modes of training and development procedures to ensure that customers are attend in the most appropriate form. According to Vredenburg, H. and Wee, C. (2010), training and development adds more quality in an employee that helps in better dealing with customers requirements. Acting according to the situation is required in service sector that can help in applying prompt service to the customers and accordingly managing the situations. Trained and skilled employees are better aware about the loyal customers and are more effective in understanding the buying behaviour of the organisation. In the words of Kang et al. (2002), training and development helps in solving the issues of the employees while dealing with the customers. Employees under the influence of supervisors and senior employees focus on the attributes that can help them in dealing with the customers. Apart from academic knowledge, practical experience is also required to better understand the customer-service profile and achieve success in accordance.

Figure 18: Areas highlighted during a performance review.

However, employees need to be trained so that they can with their ability and potentiality achieve the mission and vision of organisation in a more determined manner. Dutu and Halmajan (2011) described that training and development within an organisation helps in focussing on the areas that can help in increasing the employees efficiencies. In the words of Bloemer (1999), training and development helps an organisation in improving the bar scale of employees that on an overall effect improve the organisational activities. According to Vredenburg, H. and Wee, C. (2010), training and development adds more quality in an employee that helps 39

in better dealing with customers requirements. Trained and skilled employees are better aware about the loyal customers and are more effective in understanding the buying behaviour of the organisation. 2.4.14: Skills Required for Effective Customer Service: Employees engaged in customer service need to have a set of attributes that can help in better implementation of the applied process. Batt (2007) described that employees while dealing with customers need to focus on certain areas that can help them in forming better and affective customer relation. Formation of this relation will help M&S in much emphasis of achieving high sales for the store. Employees of M&S much focus on attributes like patience that can help in understanding the demands of the consumers in a better level. Body language of the staff is gentle and honest to represent a positive ambience and appearance. Promptness for service delivery helps in understanding the readiness within the M&S staff that is also helpful in gaining trust and confidence of the customers. 2.4.14.1: Fundamental Aspects of Effective Customer Service: Implementation of effective Customer-service approach seeks application of CRM process in an ideal manner that can help in enhancing Marks and Spencers sales to ensure better incurring of revenue. M&S aims to acquire a satisfied customer service that can help in maintaining a service standard. Competition in the market place has forced organisation to give added and much emphasised attention on the service delivery standards that are considered as a useful strategy in maintaining loyal customers. Trained and efficient staffs are crucial for effectiveness of implemented customer service process. Cunha et al. (2007) defined that effective customer service helps an organisation in understanding the customers requirements and accordingly process becomes successful. They maintain a smooth flow of information within the organisation that can ideally support the concept of better and improve customer service. Development of Customer-Centric Strategies: With a much-emphasised focus on customers, M&S implement the strategic planning process. However, Chang et al. (2010) noted that customer-centric strategies are better capable of effective customer service approach as it increases the level of success for the implemented strategies. Further, customer-centric strategies within customer service approach helps in better understanding of customers requirements and accordingly delivery of the service helps in gaining trust and confidence of the customers. Redesign of Workflow Management Systems: Workflow Management Systems within M&S depicts the service delivery as displayed by employees of the organisation. Schlesinger and Zornitsky (2010) described that employee efficiency is a crucial part of successful customer service support as it brings the chances of gaining satisfied customers. An organisation with the help of improved services gains excellent customer service that further initiates the better redesign of customer service process. Re-engineering Work Processes: In M&S, Re-engineering of Work Process helps in modernising the business techniques that also ensures better service standards within the organisation. Wisniewski (2001) commented that Re-engineering Work Processes makes sure that alternations in business activities are helpful source of deriving satisfaction within the consumers as it enhances the business activities with much effectiveness. Adoption of Suitable Technical Processes: Customer service when applied in an organisation has to understand the areas where better technical processes can help in much improved organisational activities. Brown (2008)

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described that adoption of an organisation seeks development of customer-service programs so that they can enjoy improved level of customer-service. 2.4.14.2 Challenges faced in Implementation Process of Customer Service Process: Das and Kumar (2009) opined that customer service process helps in better definition of the applied frameworks that helps in gaining customer retention. However, in the words of Timm (2008), the implementation process of efficient customer service is centre of various obstacles where proper identification of issues needs much improved ways to tackle the implementation process. Challenges faced during the implementation process of customer service are liable for limiting the scope of this strategic tool. Implementation process is formed of various issues that vary according to the nature and environment of the business and further acts as a barrier for the development of the concerned organisation. Organisational change: Fennis and Pruyn (2007) mentioned that organisational change in an organisation brings alterations of various forms that identifies the implementation process of new technologies, polices and planning process. Management during these phases undergoes through various issues like implementation processes and resist changing within employees that limits the implementation process of customer service. Alterations in Companies Policies: An organisation aims to implement new policies that can suit the current market environment and can ideally be suitable as per the market trend. However, Chang et al. (2010) pointed that alterations in the companies policies lead to changes in overall business activities that asks for alternate approach and a revised platform for strategic implementation as well. Improper Knowledge of Customers Service Approach: Concept of customer-service in service sector is recognised by successful list of companies within the UK. However, many companies are yet not considering worth enough to invest in the customer service department. Customer service approach requires integration of organisational objectives that can help in better implementation of the service. B Improper Implementation of CRM: CRM process in an organisation has to be applied with the help of strategic planning so that organisation can opt for the most suitable and appropriate one. 2.4.15: Analysis and Critical Evaluation of M&S Measuring performance of the company has to be undertaking from four different perspectives: financial perspective, customer, internal business strategy, and innovation and learning perspectives. Financial perspective: During the year of 2012/2013 M&S group revenue reached 10.0 billion, with underlying group operating profit of 665.2 million, Uk sale was 8951.4 million and In International 1075.4 million .whereas underlying earnings per share reached 32.7p. In the 3rd Quarter13 week to 28th December 2013 group sale increase 1.8% including total UK sale up 1.5%.Food sector did a very good performance which is up 4.1% where as General Merchandise droop down 1.1% in the year 2013.But M&S.com sale increase dramatically 22.7%.International sale also increase 4.5%.(9th January 2014 press release).

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Revenue in Million Pound

10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 Revenue 2009/2010 2010/2011 2011/2012 2012/2013 UK International

Figure 19: Bar Chart: Total Sale of M&S Customer perspective: Customers are the heart of M&S business; M&S always try to ensure customer satisfaction before making their decision in every aspect through a combination of customer feedback, focus group and customer research. In every month they are touch with 17000 customers to anticipate their needs. Internal business perspective: The Chairman Robert Swannell of M&S says We have secured important appointments and overseen a number of changes to the composition of the Board. He also indicates that clothing sales were not satisfactory in 2013 for that reason they took decisive action to improve performance. A new team was appointed to manage the business under John Dixons leadership, supported by Belinda Earl in the newly created role of Style Director. In the year 2013 there are massive change in management board. Andy Halford joins the board as a non-executive director, John Dixon formally executive director food going to charge in General Merchandise and Steve Rose was appointed as executive director of food. Innovation and learning perspective: Best of British is the exclusive three year partnership with British Fashion Council who invents different type of design fashion cloth. In August they launch new in store home concept, which transformed the way of showcase of M&S products. It also embraces technology to offer greater choice and make it easier to shop their ranges. The new concept is now in 33 stores and they are performing well. M&S market-leading innovation brought over 1,900 new lines in Food Halls in 2013. M&S also provided customers with inspirational gifts and treats to mark special occasions. They sold over 1.5 million Valentines Day chocolates, up 10% and sold over two million bouquets and plants in the week before Mothers Day, up 6.5%. Their online ower ordering business continues to grow, as customers enjoyed the convenience of gifting on the go. IPhone app Sales via mobile increased 200% this year, following the launch of our rst transactional iPhone app. It had received over 580,000 downloads by the year end (Annual report 2013).

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2.4.16: M&S Strategic Direction: M&S strategic direction has any aspects and can be illustrated in a comprehensively detailed manner. However, the main elements of M&S strategic direction are as follows: First: M&S is concentrating on the improvements of core UK operations. UK is a home country for M&S and the main source of revenues. Currently, M&S management is devising strategies that would enable the company to increase its market share in UK through improving the level of M&S customer attraction and retention.

15 Market share 10 5 0 Clothing and foot wear Food

Figure20: Bar Chart: M&S Market Share (Annual Report, 2013, online) To deliver a more multi-channel shopping experience M&S want to have their stores in accessible locations and aim for 95% (93% in now) of the population to be within a 30 minute drive of a full line store by 2015. 900,000 square feet e-commerce distribution centre is the UKs largest. It has the capacity to process and ship up to a million products per week to customers homes and M&S stores across the country. Second: M&S is attempting to improve its online business. It is more important fact that the share of business transactions is increasing significantly compared to the share of business transactions that are completed in offline environment. Sales via mobile increased 200% this year to launch of rst transactional iPhone app. By the year end it had received over 580,000 downloads. M&S now have a total 82 stores and over 250 Browse and Order points across enabling customers to shop more of the M&S product catalogue.1500 iPads are available in store for enabling employees to offer a more personalised service and order products for customers on the spot either for home or free-to-store delivery. M&S.com sales run this year and grew ahead of the market at 16.6%. M&S.com increased weekly visitors to 3.6 million. In the recent press release (9th January 2014) M&S.com increase 23% sales on 13th week to 28th December 2013. Third: Now M&S management is concentrating on international expansion. GDP continued to increase in priority markets of Russia, Middle East, India and China. Trading status is continued to be challenging inter Eurozone, particularly in Greece, Spain and the Republic of Ireland also.

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Total Asia, 126

Total Europe, 155

Total Middle East and North Africa, 137

Figure21: Pie Chart: Total International Store International sales were up 4.5% in 2013. Opening 45 stores M&S online locally in 10 territories. International revenue was 1,075.4 million in 2012/2013.

Fourth: M&S is also engage in Corporate Social Responsibility (CSR) aspect of the business. In 2007 the introduce Plan A with 100 commitments and in 2013 they add 80 more commitment 2.4.18: Critical Evaluation 2.4.17.1: TOWS matrix: The TOWS matrix is a two cell by two cell matrix that assists the company in a very strong way.Those are as follows with M&S.

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2.4.19: Conclusions: Customer service as applied in business enterprise are helpful in gaining satisfaction of the customers that further help in marinating long term relations with the customers. As seen from study of the various models and theories, I am better able to understand the present form of business environment. Sales are the core theme of every organisation and have to be achieved with the intention of excellence over competitors. Impact of customer service within organisation helps in better service delivery of the employees efficiencies and gains satisfied and happy customers that in a way creates a positive response on the sales department of M&S Brent cross. Literature review as a chapter helped me in understanding the theoretical perspectives of the customer service while optimising sales of the organisation. With the help of customer service, organisations are trying to understand the needs of customers and are applying communication tools to analyse the requirements of customers. Customers catered with efficient service standards are better able to make purchase decisions and are further considered as loyal to the organisations. The various competitors, organisations with the help of CRM applications deal in solving the issues of the organisation so that customers can be satisfied to the extreme possible level.

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Chapter 3 Research Methodology 3.1 Introduction: Attainment of full and detailed results of the process is required to opt for the correct and appropriate methodology of the research, which is done with the help of research methodology. According to Knox (2008), theories and concept opted for research methodology gives deeper and better analysis of the topic to be researched. Implementation of the research methodology helps in understanding the procedure adopted in analysing the research particularly done by consumer. 3.2 Method Outline: Present chapter will help me in understanding the role played by customer-service of M&Ss employees in increasing sales of the organisation. Selected research philosophy is interpretivism that can help in gaining information based on manipulation and application of my literature knowledge. Further, deductive approach will allow me to gain details of customer service approach and its impact on improving sales process. Descriptive design will help me in defining used and applied concepts in a detail manner further helping in defining the impact of study as well. Application of primary and secondary sources will help in much details of the research topic and will bring better quality of analysis. Sample size for the particular research topic will involve 50 customers is comprised of 20 employees and 30 customers of M&S. 3.3 Research Onion: Research onion is one of the tools of the methodology helping in listing the key divisions of a research with the ability of successfully analysing the topic. Saunders et al. (2009) defined research onion which is the tool helping the students to conduct the research process in a serial format by following every stages technically which is helpful in taking out the results of the research process. Research onion is sub-divided in six divisions that are philosophies, approaches, strategies, choices, time horizons, techniques and procedures, which helps in adopting a synchronised structure of research study.

Figure 22: Research Onion (Source: Saunders et al. 2009, pp. 52) 48

As illustrated in the above diagram, research onion describes a layered approach for an ideal process. Each layer depicts different form of research tools that with proper justification and selection helps in completion of the research work. 3.4 Research Philosophy: In a research philosophy it determining the appropriate manner for gaining details of a research topic, application of research philosophy is applied. Cameron (2009) noted that the assumption process followed by the researcher could be determined with the help of research philosophy. The essentials philosophies helpful in research methodology are epistemology, ontology and philosophy. However, the popular forms like Positivism, interpretive and realism are the broad forms of research philosophy that helps in selection of the right research paradigm. Gulati (2009) described that positivism helps in articulating the real facts and accordingly conducts research analysis that helps in providing proof for every research process. Interpretive undertakes the complex form of social structure and thus believes in interpreting the results according to the research study. However, realism deals in integrated study of positivism and interpretative philosophies. Ontology Ontology is the science or theory of being. It concerns the question of how the world is built: is there a real world out there that is independent of our knowledge of it? Put into the political context the question might be What is the nature of the social and political contest we might acquire knowledge about? Two basic distinctions can be made here: Firstly, there is a real (without quotation marks) world that is independent from our knowledge and upon these foundations life is built hence the expression foundationalism , Secondly, there is no real world but the world is socially and discursively constructed and hence dependent from a particular time or culture.

In a statement we can say that Ontology is describes our view on the nature of reality, and particularly this is an objective reality that really exists or our mind create a subjective reality. Epistemology Epistemology is the theory of knowledge. Ones epistemological position reflects the view of what we can know about the world and how we can know it. Again there are two major distinctions to be made here: Firstly, it is possible to acquire knowledge about the world unmediated and with no interferences. This implies that objectivity is possible, because everyone observes things in the same way. Secondly, observation is never objective but always affected by the social constructions of reality. Obviously this relates back to ontology.

Foundation lists would take the former point of view, while anti-foundation lists would employ the latter. For them there is no real world to observe, as everything or actions obtain meaning only by actors and not by sheer existence.

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3.5: Research Paradigms: Three key paradigms are briefly explained, and an easy classification used to distinguish the key elements. These paradigms are identifying not only for their prevalence in management research, but also effectively form the poles which are developed or derived. Positivism The positivist position is come from that of natural science and its main theme is testing of hypothesis modified from existing theory (hence deductive or theory testing) by measurement of observable social realities. Positivism adopts foundation list ontology and an according epistemology. It developed from the empiricist tradition of natural science and sees social science capable of the same possibilities that are there in the natural science. That is, it is possible to observe everything that happens and understand it as such without any mediation, thereby denying any appearance/reality dichotomy. Interpritivism The opposite position is taken by relativists, also called interpretists. For them it is not. Possible to make objective statement about the real world because there is no such thing as a real world but it is only socially and discursively constructed. The ontological position here is clearly anti foundationalism. Because the world is only socially constructed so are social phenomena, which positivists claim to be able to examine by sheer observation. Under this paradigm it is look like important to identify and understand these meanings and the compete factors that influence, determine and affect the interpretations reached by different individuals. Realist It come from a frustration that positivism was over-identifying (in that there is little way of choice due to the causal nature of universal laws) and that structure was totally relativist (and hence highly argument ), realism place the aspects from both positivist and Interpretivist positions. It represents that real structures exist independent of human consciousness, but that knowledge is socially maintain. 3.5.1: Justification for selection of the chosen Philosophy: Study of customer service to improve the sales within organisation requires application of human mind so that according to the selected topic is used and observed. However, positivism as research design might not be suitable as it is restricted with application of logic and data. Besides that, realism is a longitudinal study, as it requires much more time for application of an integrated study. Lastly, interpretative study seems to be more relevant with the study topic as it gives flexibility the researcher to analyse and interpret the data according to the convenience of study work. 3.6: Research Approach: For the revelation of the format required to conduct the study of the topic an approach has to be there. In two broad ways the study of the topic can be done either in deductive or in inductive way. The researcher has chosen an inductive approach to maximise the profit of M&S Brent cross. . It begins with the approach of observation, which provides relevant information and hence builds a path of the research in the same manner. Knox (2008) marked out that inductive approach provides a new concept of the theory of the research topic. Moreover, the actual selection of the approach is inductive, so that the better analysis of the topic can be done. 50

3.6.1 Justification for selection of the chosen Approach: The current study is done over the topic Marks & Spencers customers. A selection of approach is required in models of consumer buying behaviour, which can help in understanding the topic in much of the clear and precise manner. Even, deductive method of approach cannot be implemented in this topic as no new concept or theories is emphasised by me. However, deductive approach fails to be implemented in the present topic as lack of theory building is observed that so not suit the application criteria for the same. 3.7: Research Design: Depending on the pattern of research design, a research study gains the purpose and kind of study that has to be adopted in the particular research study. The researcher would take resource to non-experimental strategy in order to conduct surveys and thus gather data from the employees and customer of M&S. The survey research would be conducted through face-to-face interview and questionnaires. This is the process through which data would be collected. This data will, in turn, help to confirm the hypothesis and form a new observation. Being an academic research the data would be collected from a small population of M&S customer and employee. 3.7.1 Justification for the chosen Research Design: Descriptive design as an appropriate research design will help me in giving minute details of the applied theories and concepts that will enhance the knowledge level of the readers and my enabling the quality of data research as well. On the contrary, explanatory and exploratory research design fails to reach the detail level on a comparative basis. Study of customer-services role in presence of sales objective is analysed in a better way via descriptive research design. Descriptive design in the light of positivism will ideally be helpful in conducting in-depth data analysis. 3.8: Data Collection Procedure: A formal data collection process is necessary, as it ensures that gathered data are both defined and accurate and that decisions are based on arguments. Data collections are helpful in studying the mind of customer and analysis the report (Gulati, 2009). In the particular research study, is designed according to the research topic that helps in meeting the research objectives with much success. 3.8.1: Data Sources: Primary and Secondary Data sources are helpful for the research topic, collect the information from the market, and work on it according to the requirement of the customer. Both primary and secondary data sources are found helpful in providing resource materials according to the research topic (Freshwater, 2007). In the case of secondary sources, data have to arrange according to the concept and requirement of the research topic that also gives better knowledge of the particular topic as it involves more data information and its description. In context to the present research, primary research will involve feedback of the participants who are customers and employees of M&S of Brent Cross Branch including Commercial Manager and Section Manager of food. Apart from that, secondary sources will involve information and data gathered via online and offline sources that will describe the concepts and will help in gaining basic knowledge related to the chosen topic.

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3.8.2: Data Techniques: Qualitative and Quantitative Qualitative data are helpful in recording a narrative form of data that helps in explaining the response of a particular with many details (Gulati, 2009). Researcher also got the information from Commercial Manager and Section Manager of that branch as well. Johnson et al. (2007) commented that qualitative researchers are often found in the cultures and experiences of others. This, however, increases the opportunity for bias to enter into the way data is gathered, interpreted, and reported. In quantitative research, I keep the goal in my mind then goal is determine the relationship between dependent and independent goods in a population. In quantitative research, the data is collected by using more researched information. 3.9: Population and Sample: Population means here, the number of the people who are directly and indirectly involved or affected by the research process of the companys product (Knox, 2008). In this particular research work, population denotes the customer and employees of the Marks & Spencer who are categorically selected from the Brent Cross branch including Commercial Manager and Section Manager. Further, the customers are spread across all over the nation, so it is not possible for me to consider all the customers view and then analysis the view for its report. Overcoming for this problem, I did a small representation of the population and perform its research, which is termed as sample. 3.9.1: Sampling Technique: Sampling can be defined as the process or techniques, which are made from the taken portion of the sample. The two basic principles of sampling are law of statistical regularity where large numbers of items are chosen at randomly selected from the sample. In the present research work, I will adopt convenient sampling to select the customers and employees of M&S with much ease and simplicity. 3.9.2 Sample Size: The act of selecting number of reviews or observations for the collection of data is known as sample size. Choosing of a sample size is an important feature of any empirical study in which goal is to be achieved (Bernard, 2011). Both the customers and employees of M&S are considered for study of the particular topic. In lack of time, I will be unable to conduct mixed approach so the sample was categorised into broad categories of employees and customers. For employees, sample size is 20 while 30 customers of M&S organisation are considered, specifically from Brent Cross Branch. 3.9 Ethical Considerations: A researcher while conducting research analysis has to maintain, certain forms of rules and regulations that can assure a proper and standard form of research study. However, academic researchers try to maintain a Code of Conduct that helps them in maintaining the right form of activities while adopting the research process in relation to the research study (Cooper and Schindler, 2010). In the following research work, I tried to maintain ethical considerations that can help in enhancing the quality of research work. Data Application: During the research work, I will be equipped with various forms of information and details about the organisation, Marks & Spencer and the management. However, I will ensure that every details and information gained during the process of research will be secured and will be limited for the academic purpose only. 52

Participants Involvement: Research study will involve lists of key individuals who will help in giving there incepts about the research topic and will help me in gaining better research of the topic. However, I will exert no external pressure over the respondents and will promote voluntary participation for the research work. Participants Anonymity: Respondents taking part in the research study are only to share their information and feedback in relation to the selected topic and the chosen organisation. Apart from that, personal details of the respondents will be kept as anonymous so that they face no harassments due to the study work or my data collection process. The above-mentioned ethical considerations will help me in maintaining right set of directions for conducting research study while observing impact of customer-service in increasing sales within M&S. 3.10: Validity and Reliability: In order to reducing the possibility of getting the answer wrong researcher need to give more attention on reliability and validity. 3.10.1: Validity: Research study has a limited time of study where limited numbers of respondents were considered as sample for the research study. However, in lack of longitudinal study, I was not able to conduct the research study with other set of respondents that raised the validity issues. 3.10 Research Limitations: Huxham and Vangen (2008) explained that every research work is based on list of options and alternatives that helps in conducting research study with much ease. However, Johnson et al. (2007) pointed that research study are involved with few or more limitations where research topic is not explored in the most possible manner. Time-Constraint: Time-frame for the particular study is limited that is hindering me in gaining much closer view of the research topic. As the nature of research study was cross-sectional so I was not able to give much emphasis on the inner details of the research study. Financial Constraints: Being a student, the budget estimation for research study was quiet low that lead to option of alternatives and in result limitations within research study was observed. Instead of SPSS software, applications of statistical tools were made so that budget issue can be handles. However, quality of data analysis was hampered. 3.11: Time Horizons: Time horizon is also known as planning horizon where there is a time limit in which I have to complete its current work of the research and move to another step of research. A time horizon is a physical impossibility in the real world as it has its own set of restrictions.

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Table 1: Gantt chart (Source: Created by M.H Rahman) As described in the above table, I will list the priorities that will help in easy and fast completion of the task. With the help of Gantt chart, I will be able to maintain supervision over the list of tasks.

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3.12 Summary: In the present chapter, I describe various different types of the research tools of selection that can help in good analysis of the topic. The tools are helpful to get assure to analysis the concepts of branding in consumers decision-making process is emphasised with reference to Marks & Spencer. With the help of research methodology, I will be better able to study the feedback of the involved respondents that will further help in conducting better quality of the research study. With the help of the selected research techniques to conduct a standardised and detail form of research report will study M&S, the Brent Cross Branch.

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Chapter 4 Data Results 4.0 Introduction: In a research work, collection of data helps in gaining better details of any concerned topic (Gulati, 2009). Data collection for the concerned dissertation study needs to have focus on the respondents feedback with concern to M&S that helps in gaining relevant and important information as require in the research topic. In the words of Saunders et al. (2009), data collection for a concerned research work helps in providing accurate information and details of a study that also provides scope for revealing the untapped areas and accordingly study is observed. 4.1 Data Results: Customers Consumers of M&S are helping me in determining the customer-service over the respondents. Feedback of the customers as participants will allow studying the role played by customer service of M&S. Data collection for the particular section will help me in gaining the external viewpoint for the concerned organisation and will determine the success level of the implied customer service process within M&S. Q1) how long have you been customers of M&S? Table 2: Duration as a customer of M&S Options Last 1 week Last 1 month Last 1 year More than 2 years More than 5 years No of respondents 2 3 5 11 9 Total respondents 30 30 30 30 30 Response % 7% 10% 17% 36% 30%

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Duration as a customer of M&S

40% 35% 30% 25% 20% 15% 10% 5% 0% Last 1 week Last 1 month Last 1 year More than 2 years More than 5 years Last 1 week, 7% Last 1 month, 10% Last 1 year, 17% More than 2 years, 36% More than 5 years, 30%

Figure 23: Duration as a customer of M&S Findings: In the above table, respondents on a major hold are employee of M&S for than 2 years with 36% while 30% are more than 5 years. Among the participants, 17% of the participants are customers from last 1 year while 10% are from last 1 month. However, 7% of the customers are also since a week customers of M&S. Q2) How far you agree that M&S delivers customer service to its customers? Table 3: M&S delivers customer service to its customers Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 12 8 3 4 3 Total respondents 30 30 30 30 30 Response % 40% 27% 10% 13% 10%

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M&S delivers customer service to its customers

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Neutral, 10% Disagree, 13% Strongly Disagree, 10% Strongly agree, 40% Agree, 27%

Figure 24: M&S delivers customer service to its customers Findings: Majority of the respondents in the particular section have strongly agreed and agreed with 40% and 27% simultaneously. 13% and 10% of the participants disagreed and strongly disagreed respectively with the topic, while 10% were neutral. Q3) How far are you satisfied with the level of customer service as provided by M&S, Brent Cross Branch? Table 4: Satisfaction with the level of customer service as provided by M&S, Brent Cross Branch Options Strongly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied No of respondents 8 10 6 4 2 Total respondents 30 30 30 30 30 Response % 27% 33% 20% 13% 7%

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Satisfaction with the level of customer service as provided by M&S, Brent Cross Branch
35% 30% 25% 20% 15% 10% 5% 0% Strongly satisfied Satisfied Neutral Dissatisfied Strongly satisfied, 27% Satisfied, 33% Neutral, 20% Dissatisfied, 13% Strongly Dissatisfied, 7% Strongly Dissatisfied

Figure 25: Satisfaction with the level of customer service as provided by M&S, Brent Cross Branch Findings: As cited in the above-table, strongly satisfied and satisfied is opted by 27% and 33% of the respondents in a consecutive manner. On the other hand, 13% and 7% of the respondents chose dissatisfied and strongly dissatisfied. Neutral as an option was selected by 20% of the respondents. Q4) How far do you agree that organization imparts value to its customers? Table 5: Organization imparts value to its customers Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 7 9 8 4 2 Total respondents 30 30 30 30 30 Response % 23% 30% 27% 13% 07%

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Organization imparts value to its customers

35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Strongly agree, 23% Agree, 30%

Neutral, 27%

Disagree, 13%

Strongly Disagree, 7%

Figure 26: Organization imparts value to its customers Findings: Agree on a major front was choice of 30% of the respondents while strongly agree was selected by 23% of the respondents. Neutral was choice of 27% of the respondents while disagree and strongly disagree was selected by 13% and 7% of the respondents respectively. Q5) How far you agree that organisation aims to establish better communication network with the customers? Table 6: Organisation aims to establish better communication network with the customers Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 13 5 6 4 2 Total respondents 30 30 30 30 30 Response % 43% 17% 20% 13% 07%

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Organisation aims to establish better communication network with the customers

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Agree, 17% Neutral, 20% Disagree, 13% Strongly Disagree, 7% Strongly Disagree Strongly agree, 43%

Figure 27: Organisation aims to establish better communication network with the customers Findings: As per above table, strongly agree is choice of 43% of the respondents. Agree and neutral as options is selection of 17% and 20% of the respondents respectively. Disagree and strongly disagree is choice of 13% and 7% of the respondents simultaneously. Q6) How far you agree better customer service helps you in higher volume of purchases? Table 7: Better customer service helps you in higher volume of purchases Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 9 8 6 5 2 Total respondents 30 30 30 30 30 Response % 30% 27% 20% 17% 06%

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Better customer service helps you in higher volume of purchases

35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly agree, 30% Agree, 27% Neutral, 20% Disagree, 17% Strongly Disagree, 6% Strongly Disagree

Figure 28: Better customer service helps you in higher volume of purchases Findings: As illustrated in the above table, strongly agree and agree is selected by 30% and 27% of the respondents respectively. On the other hand, neutral and disagree is the choice of 20% and 17% in a consecutive manner, while strongly disagree is opted by 6% of the respondents. Q7) How far you are agreed, that higher level of customer service influences youre buying decisions? Table 8: Higher level of customer service influences your buying decisions Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 8 12 5 3 2 Total respondents 30 30 30 30 30 Response % 27% 40% 17% 10% 06%

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Higher level of customer service influences your buying decisions

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly agree, 27% Neutral, 17% Disagree, 10% Strongly Disagree, 6% Strongly Disagree Agree, 40%

Figure 29: Higher level of customer service influences your buying decisions Findings: According to the above table, agree with 40% holds the maximum position while 27% of the respondents select strongly agree. Disagree and strongly disagree is the choice of 10% and 6% of the respondents respectively. However, neutral is the selection of 17% of the respondents. Q8) How far you agree, you are loyal to the brand, M&S? Table 9: Loyalty towards M&S Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 9 6 5 6 4 Total respondents 30 30 30 30 30 Response % 30% 20% 17% 20% 13%

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Loyalty towards M&S

35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Strongly agree, 30% Agree, 20% Neutral, 17% Disagree, 20% Strongly Disagree, 13%

Figure 30: Loyalty towards M&S Findings: As figured out in the above table, majority of the respondents selected strongly agree with 30% while minimum was for neutral with 17% of the respondents. Agree and disagree was selected by 20% in both the cases. Lastly, 13% of the respondents opted for strongly disagree. Q9) what are the positive factors within M&S, Brent Cross Branch in influencing buying behaviour? Table 10: Positive factors within M&S, Brent Cross Branch in influencing buying behaviour Options Employees Behaviour Comfortable environment Customers referrals Detail Product Information Instant Problem Address shopping 3 4 6 8 30 30 30 13% 20% 27% No of respondents 9 Total respondents 30 30 Response % 30% 10%

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Positive factors within M&S, Brent Cross Branch in influencing buying behaviour
35% 30% 25% 20% 15% 10% 5% 0% Employees Behaviour Employees Behaviour, 30% Comfortable shopping environment, 10% Comfortable shopping environment Customers referrals, 13% Customers referrals Detail Product Information, 20% Instant Problem Address, 27%

Detail Product Information

Instant Problem Address

Figure 31: Positive factors within M&S, Brent Cross Branch in influencing buying behaviour Findings: Employees behaviour was choice of 30% of the respondents and instant problem address was selected by 27% of the respondents. Detail product information and customers referrals will be opted by 20% and 13% respectively. Around 10% of the respondents has selected comfortable shopping environment. Q10) What are the negative factors within M&S, Brent Cross Branch in influencing buying behaviour? Table 11: Negative factors within M&S, Brent Cross Branch in influencing buying behaviour Options Lack of Employees Assistance Inefficient Operational Activities Inefficiency of Queuing Time Dissatisfied Pricing Strategy Others No of respondents 4 6 12 5 3 Total respondents 30 30 30 30 30 Response % 13% 20% 40% 17% 10%

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Negative factors within M&S, Brent Cross Branch in influencing buying behaviour
45% 40% 35% 30% 25% 20% 15% 10% Inefficient Operational Lack of Employees Activities, 20% 5% Assistance, 13% 0% Lack of Employees Inefficient Assistance Operational Activities Inefficiency of Queuing Time, 40% Dissatisfied Pricing Strategy, 17% Inefficiency of Queuing Time Dissatisfied Pricing Strategy

Others, 10% Others

Figure 32: Negative factors within M&S, Brent Cross Branch in influencing buying behaviour Findings: As observed in the above table, maximum number of respondents chose inefficiency of queuing time with 40% and inefficient operational activities was choice of 20% of the respondents. Lack of employees assistance and dissatisfied pricing strategy was selected by 13% and 17% respectively. However, option of others was choice of 10% of the respondents. 4.2 Data Results: Employees Employees of M&S are considered to have better organisations knowledge in comparison to the customers. Customers are supposed to have the knowledge and viewpoint in relation to the external environment only. The operational activities undertaken for implementation of the customer-service process is ideally analysed via feedback of the employees. Data gained via employees are further helpful in better understanding the impact of customer service on the sales process of the organisation. Due to special emphasis on a particular store, employees within the Marks and Spencer, Brent Cross Branch are considered that can help in gaining much useful and related data details. Q1) How long have you been employee of M&S? Table 12: Duration being an employee of M&S Options Last 1 year Last 2 years Last 5 years No of respondents 3 2 5 Total respondents 20 20 20 Response % 15% 10% 25%

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More than 5 years More than 10 years

5 5

20 20

25% 25%

Duration being an employee of M&S

30% 25% 20% 15% Last 5 years, 25% 10% Last 1 year, 15% 5% 0% Last 1 year Last 2 years Last 5 years More than 5 years More than 10 years Last 2 years, 10%

More than 5 years, 25%

More than 10 years, 25%

Figure 33: Duration being an employee of M&S Findings: According to the above table, respondents on 25% are from last 5 years, more than 5 years and more than 10 years for each of the parameter. On the other hand, last 1 year is choice of 15% of the respondents while last 2 years is selected by 10% of the respondents. Q2) How far you agree that M&S attempts customization for having better level of Customer Relationship Management CRM? Table 13: M&S attempts customization for better level of Customer Relationship Management CRM Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 5 8 4 1 2 Total respondents 20 20 20 20 20 Response % 25% 40% 20% 05% 10%

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M&S attempts customization for had better level of Customer Relationship Management CRM
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Strongly agree, 25% Agree, 40% Neutral, 20% Disagree, 5% Disagree

Strongly Disagree, 10% Strongly Disagree

Figure 34: M&S attempts customization for better level of Customer Relationship Management CRM Findings: As illustrated in the above table, majority of the respondents selected agree with 40% whereas strongly agree was choice of 25% of the respondents. Among the participants, disagree and strongly disagree was chosen by 5% and 10% respectively. Apart from that, neutral was selected by 20% of the participants. Q3) How far you agree that M&S is gaining high sales due to better level of customer service? Table 14: M&S is gaining high sales due to better level of customer service Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 4 6 3 5 2 Total respondents 20 20 20 20 20 Response % 20% 30% 15% 25% 10%

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M&S is gaining high sales due to better level of customer service

35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Strongly agree, 20% Agree, 30% Disagree, 25% Neutral, 15% Strongly Disagree, 10%

Figure 35: M&S is gaining high sales due to better level of customer service Findings: In the present section, 30% of the respondents opted for agree whereas disagree was selected by 25% of the respondents. Strongly disagree and strongly disagree was choice of 20% and 10% respectively. However, neutral was opted by 15% of the respondents. Q4) How far you agree that value to the customers will help in gaining higher share of profits within the organisation? Table 15: Value to the customers will help in gaining higher share of profits within the organisation Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 7 6 4 2 1 Total respondents 20 20 20 20 20 Response % 35% 30% 20% 10% 05%

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Value to the customers will help in gaining higher share of profits within the organisation
40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly agree, 35%

Agree, 30% Neutral, 20% Disagree, 10% Strongly Disagree, 5% Strongly Disagree

Figure 36: Value to the customers will help in gaining higher share of profits within the organisation Findings: Strongly agree and agree was selected by 35% and 30% of the respondents respectively. On the other hand, disagree and strongly disagree was selected by 10% and 5% of the respondents in accordance. Moreover, neutral was choice of 20% of the respondents. Q5) How far you agree better-trained employees are helpful in better customer relation with the organisation? Table 16: Better-trained employees are helpful in better customer relation with the organisation Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 3 7 5 3 2 Total respondents 20 20 20 20 20 Response % 15% 35% 25% 15% 10%

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Better-trained employees are helpful in better customer relation with the organisation
40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Strongly agree, 15% Agree, 35% Neutral, 25% Disagree, 15% Strongly Disagree, 10%

Figure 37: Better-trained employees are helpful in better customer relation with the organisation Findings: Based on the above table, agree and neutral is selected by 35% and 25% of the respondents respectively. Strongly agree and strongly disagree is opted by 15% and 10% in accordance while disagree is choice of 15% of the participants. Q6) How far are you satisfied with the training imparted by the organisation required to deal with the customers? Table 17: Training imparted by the organisation required to deal with the customers Options Strongly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied No of respondents 3 5 2 6 4 Total respondents 20 20 20 20 20 Response % 15% 25% 10% 30% 20%

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Training imparted by the organisation required to deal with the customers

35% 30% 25% 20% 15% Satisfied, 25% 10% 5% 0% Strongly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied Strongly satisfied, 15% Neutral, 10% Dissatisfied, 30% Strongly Dissatisfied, 20%

Figure 38: Training imparted by the organisation required to deal with the customers Findings: As cited from the above diagram, dissatisfied and satisfied is selected by 30% and 25% of the respondents respectively. While on the contrary, neutral and strongly satisfied is selected by 10% and 15% of the participants only. Apart from that, strongly dissatisfied is selection of 20% of the participants as well. Q7) What are the areas that needs to be developed for better training programme in customer engagement? Table 18: Areas that needs to be developed for better training programme in customer engagement Options Communication Network Technology Up gradation Management Involvement Work Atmosphere Motivational Techniques No of respondents 5 3 5 3 4 Total respondents 20 20 20 20 20 Response % 25% 15% 25% 15% 20%

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Areas that needs to be developed for better training programme in customer engagement
30% 25% 20% 15% 10% 5% 0% Communication Network Technology Upgradation Management Involvement Work Atmosphere Motivational Techniques Communication Network, 25% Technology Upgradation, 15% Management Involvement, 25%

Motivational Work Atmosphere, Techniques, 20% 15%

Figure 39: Areas that needs to be developed for better training programme in customer engagement Findings: As cited in the above table, communication network and management involvement is selected by 25% of the participants in both the cases. Moreover, technology up gradation and work atmosphere is opted by 15% of the participants for both the parameters. Apart from that, motivational technique is selected by 20% of the participants. Q8) How far you agree that customer satisfaction is helping in market growth of M&S? Table 19: Customer satisfaction is helping in market growth of M&S Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 8 6 2 3 1 Total respondents 20 20 20 20 20 Response % 40% 30% 10% 15% 05%

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Customer satisfaction is helping in market growth of M&S

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Neutral, 10% Strongly agree, 40% Agree, 30% Disagree, 15% Strongly Disagree, 5% Strongly Disagree

Figure 18: Customer satisfaction is helping in market growth of M&S Findings: As cited from the table above, strongly agree and agree is choice of 40% and 30% of the respondents respectively. Disagree and strongly disagree as parameters are opted by 15% and 5% of the respondents. Apart from that neutral becomes choice of 10% of the respondents. Q9) How far you agree that room for development in relation to customer service is existent within M&S? Table 20: Room for development in relation to customer service is existent within M&S Options Strongly agree Agree Neutral Disagree Strongly Disagree No of respondents 4 5 3 6 2 Total respondents 20 20 20 20 20 Response % 20% 25% 15% 30% 10%

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Room for development in relation to customer service is existent within M&S

35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly Disagree Strongly agree, 20% Agree, 25% Neutral, 15% Strongly Disagree, 10% Disagree, 30%

Figure 40: Room for development in relation to customer service is existent within M&S Findings: Disagree as choice of maximum respondents was opted by 30% and 25% of the respondents chose agree while strongly agree was choice of 20% of the respondents. Moreover, strongly disagree and neutral was selected by 10% and 15% of the respondents respectively. Q10) What are the negative impacts in lack of proper customer service, within M&S? Table 21: Negative impacts in lack of proper customer service, within M&S Options Lack of Mouth Referrals Lack of Loyal Customers Inefficient CRM programmes Slow growth of business Opportunities to Competitors No of respondents 2 6 4 3 5 Total respondents 20 20 20 20 20 Response % 10% 30% 20% 15% 25%

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Negative impacts in lack of proper customer service, within M&S

35% 30% 25% 20% 15% 10% 5% 0% Lack of Mouth Referrals Lack of Loyal Customers Inefficient CRM programmes Slow growth of business Opportunities to Competitors Lack of Mouth Referrals, 10% Lack of Loyal Customers, 30% Opportunities to Competitors , 25%

Inefficient CRM programmes, 20%

Slow growth of business, 15%

Figure 41: Negative impacts in lack of proper customer service, within M&S Findings: According to the above table, maximum, number of respondents chose lack of loyal customer with 30% and lack of mouth referrals was selected by 10% of the respondents. Opportunities to competitors were selected by 25% of the respondents while inefficient CRM programme was choice of 20% of the respondents. Moreover, slow growth of business was selected by 15% of the participants. 4.4: Qualitative Data This set of data has been received by putting questions to Commercial Manager and Line Manager of M&S Brent Cross.

1. Why do you think that M&S Brent cross is the better place for shopping ? Free parking Good mix of retailers Lots of kids shops

2. To what extent does the customer make their purchase decision in M&S?
Following our brand values: Value for money Quality Competitive Style features Branded products Price matching Famous for' food innovation and quality (Commercial Manager M&S)

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3. To what extent does the customer make their purchase decision in M&S? We practice customer relationship marketing. Its not important to sell a product but its important to build a relationship. And our employees do that. They build relationship with the customer that is based on quality service provided and quality product sold at the best price. Once there is this relationship in place products automatically get sold. And once this relationship is in place the customers ask our guys for their opinion about a new product or service and our employees guide them. The sale automatically takes place. (Line Manager of M&S) 4. How the employees of an M&S can enhance the satisfaction of the customers? Customer satisfaction is enhance the future growth of the business and make the organisation profitable. We always try to do some extra for our customer. Our every employee is always helpful with our customer and tries to make them happy. Happy enough to create a positive feedback about M&S. (Line Manager of M&S)

4.4: Conclusion Data result as a chapter that has helped me in representing the data details that have the higher potentiality of describing the study details in better way. Feedback of customers and employees are segregated and presented in two categories helping me in better understanding of the dual perspectives. The impact of customer-service over sales of the organisation and M&S is presented in this section of the study. Data collection as a chapter helped me listing the viewpoints of the participants involved in the research study. Inclusion of statistical tools was helpful in diagrammatic of the data details as relevant to the dissertation study.

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Chapter 5 Analysis and Discussion 5.0 Introduction: According to Freshwater (2007), data collection for a concerned study work helps in describing the details of the research topic that can help in describing the research for a concerned topic. In the particular chapter, data collected by the researcher is used to have a better knowledge for M&S organisational activities in increasing the customer service process with the aim of increasing sales. Analysis and discussion of the concerned chapter will help in gathering better details of the topic (Bernard, 2011). Data collected via customers and employees of M&S, Brent Cross Branch is considered here for the process of analysis and discussion. Once weve identified the key issues we prioritise our actions using a more sophisticated version of the matrix below:

5.1: Analysis and Discussion: Customers of M&S Customers are undertaken for the analysis purpose, as they are the finally rendered with the process of customer service and are getting either satisfied or dissatisfied by the same. Apart from that, customers feedback analysis will help in understanding the level of impact created by the customer service approach in satisfying the needs of the final consumers. Study of M&Ss customer service process with the viewpoint of customers is crucial for success of the research study. Customers of M&S: M&S is having mixed form of customers that describes various forms of attributes and varieties while preferring for any product brand of the organisation. However, organisation is successfully rendering services to its mixed bags of customers and trying to gain satisfaction from each kind. As per analysis section, majority of the customers are loyal customers of the store since last 2 years or 5 years. 78

Length of shoping in M&S Brent Cross

2 year (-) 34% 2 Year (+) 66%

Loyalty of customers represent the much valued process of customer service that is bringing repeat customers into the store and is increasing the sales as well. Customers of M&S within Brent Cross Branch are considered for the feedback process where study that is more specific will be observed. 2. Customer service to M&Ss customers: Within the store of M&S, customers are dealt in a very humble manner so that they can be treated in the best possible manner. People on a majority basis are happy with the rendered

Strongly agree

Agree

Other

Customer service as seen in the data analysis section, 40% and 27% are strongly agreed and agreed respectively. Customers are happy with level of customers assistance and are accordingly making repeat purchases from the concerned organisation as well. However, on the other hand, few of the customers are not agreeing that customer service is not adequate enough. 3. Satisfaction with service of M&S: Satisfaction for a customer is important for any organisation like M&S. With the help of customer service, organisation aims to render efficient customer assistance helping in leveraging sales of the concerned company. Customers of M&S, Brent Cross Branch are satisfied with the provided customer service to a larger extent that also describes the role

Satisfied

Dissatisfied

played by the strategic term. Implementation of customer service is creating satisfaction within the customers that is helping organisation in sustaining for longer time in the market. Service level of M&S is satisfactory 79

enough to bring customers into the organisation that is also describing the strategic implementation of the organisation. 4. Imparting value to the customers: Value creation in an organisation is one of the important factors that help in generation of new customers along with retaining the old ones. Value given to the customers is helpful in attracting them and maintaining healthy relations as well. M&S during the creation of value recognises the group of customers having much influence in shopping behaviour and accordingly delivers higher value to the concerned group of consumers. M&S in the process of value creation aims at driving satisfaction level from the consumers that also helps in converting potential customers into loyal ones. Customers understanding their worth for an organisation also adopt mouth referrals for M&S and helps in better customer engagement as well.

Customer perspective of M&S Brent Cross

Nutral 27% Other 53% Disagree 20%

Agree and Strongly agree 53%

M&S values the loyalty and confidence will not compromise, the safety of their customers will always strive to live up. They offer the highest possible standards of Quality, Value, Service, Innovation and Trust. They always try to make sure labelling, advertising and other forms of communication are clear, honest and accurate and always work to respect cultural and ethical beliefs.

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5. Communication Network with M&Ss Customers: Communication Bridge between an organisation and customers is valuable that further helps in better understanding of the requirements and specifications. As per data collection, customers recommends better communication network to have better analysis of the customers viewpoint. Close and healthy communication system supports the better customer engagement with the help of communication system. M&S helps customers in providing the correct product information and details that helps in achieving higher sales to the organisation.

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Better communication network with M&S an its Customer

Agree and Strongly Agree Disagree Nutral

6. Customer Service and High Volume Purchase: According to responses of the customers, better level of the customer service is ideal in an organisation. As observed under M&S, customers expect higher standard of customer assistance the brand of the chosen organisation is having a well reputation and goodwill in the market. High volume purchase is desirable by every organisation so that organisation can make a remarked position in the organisation and accordingly develop a dominant position. Customer service as an implementation process in M&S is helping in making high sales that is also profitable for the organisation as more customers are entering into the stores and sales volume is increasing every day. The following offer introduce M&S Brent Cross branch for high volume purchase: 1. 2. 3. 4. 5. Collect by car Mixed and Match Buy Tow pay half for the second. Currency exchange. For refreshment customer can get fresh food from Hot Food on the Move

7. Customer service and Buying Decisions: Consumers while coming into the stores are having various expectations and demands that range among many varieties and products details. M&S deals in various products and varieties and accordingly helps in customer assistance to the customers. While making a busying decision, consumers aim to seek employees involvement to have best selection of products and brands. Depending on list of specifications, consumers desire assistance of employees for selection of the product so that best product is selected. Consumers with the help of customer service processes are equipped with the desirable products and are easily able to make purchasing decisions.

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According to YouGov and Isobel survey in 2011 M&S become the most trusted brand for families. The bellow chart is the survey result for 2011 and 2010

Top 5 family brands according to the survey 2011 2010 M&S Boots Fairy Co-operative Innocent 1st 2nd 3rd 4th 5th 6th 1st 3rd 2nd 13th

8. Brand Loyalty towards M&S: An organisation strives to secure a sustainable brand image in a market so that it can have favourable market environment and can accordingly help in larger customer base of the organisation. Customers satisfied with the organisations products and service standards tend to become loyal to the brand and the organisation. M&S observes many happy and loyal customers every day and these customers are quite satisfied with the service standards of the organisation along with the product quality. The selected company makes a severe attempt to increase the brand loyalty that can help in gaining loyal customers at largest front where most are successful while the others are yet to be achieved as loyal customers. 9. Positive Factors of M&Ss customer service: As observed via data collection, customers of M&S are getting influence via many positive customer service factors that is helping organisation in attaining organisational efficiency with improved structures. Every customer expects cordial and healthy customer relationship that is formed via employees behaviour. Apart from that, customer satisfaction is supported via providing detail products information that helps in adoption of easy decision-making process during purchase of the product. Numerous forms of positive factors within M&S is profitable for the organisation and helps in influencing buying behaviour of customers in favour of the organisation. Shopping environment and mouth referrals are other forms of positive factors helpful in increasing customers satisfaction and achieving higher sales for the organisation.

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Positive Factor Affecting Customer in M&S Brent Cross

Employee Behabiour Instant Problem Solusion Detail Product Information Comfortable Shoping Behabiour Customer Referral

10. Negative Factors of M&Ss customer service: Apart from all the attempts made in rendering of the services, organisation needs to analyse the areas having negative impact over the customers buying decision. M&S is also involved with few negative factors that are drifting away the interest of the consumers. Most significant factor needing managements assistance is time involved in queuing that has to be reduced. Operational activities within organisation are creating a problem in consumers shopping environment. On the other hand, few customers expects much higher level of employees assistance while few are expecting much improved pricing strategy for the products. 5.2 Analysis and Discussion: Employees of M&S Employees of an organisation are the service providers to the final consumers and are important representative of the concerned organisation as well. Employees of M&S are observes the implemented customer service process and are much aware of the impact created by the process. Involvement of employees as participants of research study will help in gaining more research details and will help in analysing the impact of customer service in increasing sales with much efficiency and data details. 1. Employee of M&S: Employees of an organisation are the best source to analyse, describe and critically evaluate the rendered services to the customers. The employees considered for the data collection process are comprised of both new and experienced ones so that a mixed form so reviews can help in analysing all the possible perspectives considered with the respective selection of the topics and research work. Employees of M&S were involved in the data collection process so that the efforts taken up by the organisation in implementation of customer service can be analysed from a critical perspective.

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Length of Service
5 Year (+) Less then 5 Year

2. Customisation adoption for CRM Programme: CRM programme as analysed via employees perspectives are in harmony with the concept of customisation. Organisation, M&S, makes an attempt of recognising customers requirements with much emphasis on CRM tools. Majority of the respondents are agreeing with adoption of customisation in M&S that also describes better service quality adopted within Brent Cross Branch. Employees of M&S helps organisation in implementation of CRM tools for bringing high purchases with the help of loyal customers. CRM tools aims at implementation of the most appropriate strategy that can bring new customers into the organisation and improves brand image as well. Goodwill and customer attention to new customers are effective enough in retaining them and acquiring bulk and repeat purchases. 3. Sales achieved due to Customer Service:
Increase sale for betteer level of customer service

Agree Disagree

Customer service for employees are crucial as it helps in bringing customers into the organisation and further helps in bringing sales at a higher level. Sales in an organisation is desirable that is to some extent is gained via customer service that initially aims at gaining trust and confidence of the customers. Employees of M&S believe in rendering effective customer service to their potential customers so that they can rely on the brand and come back again for repeat purchase. M&S like-for-like sales (%)

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4. Value Proposal and Higher Profits: Customers while making purchase decision undergoes through a psychological process where recognition of various parameters in an integrated manner shapes up the reason for selection of the final product. M&S delivers value to the customers within the store with the aim of gaining their confidence and trust. Based on healthy employee relation, organisation is able to form long-term relation with the customers that triggers the sales level to new heights. M&S and its employees impart value to the customers so that they can feel their importance within the organisation and can make higher number of purchases.

5. Trained Employees and Customer Relation: Training and development programme of M&S helps employees in enhancing their quality required to deal with the customers at a much professional and as well as professional manner. Employees within M&S store are supposed to interact with the customers directly and thus are termed as representative of the organisation that can be framed as either positive or negative one. Skills required to deal with customers is ideally scrutinised by the management team of M&S that further analyses the areas of development and improvement as well. 6. Satisfaction with the Training Programme:

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Training programme within organisations aims to instil the required requirements and skills that are required to develop employees efficiency over period of time. Employees of M&S focuses on the training topics that can help in increasing the customers service standards. Training programme in M&S ensures in increasing efficiency of the employees while dealing with customers of the organisation. Satisfaction of customers is the aim of M&S that is successfully attained with the help of training programme that trains newly recruits to impart obedient, humble and friendly gesture while attending consumers.

Training Satisfaction

Satisfy with trining Not Satisfy with traing

From the interview we come to know that most of the employees in this store are not satisfied about their training programme. 7. Development Areas in Training Programme: Management of M&S can help in giving more focus on the training schedule and structure so that impact of the training can be of much higher standard and employees to feel motivated and in good spirits. Another critical aspect needing development is the communication network that is an important element in getting better details of the customers and further helping in rendering customer services of high standards. Motivational techniques are another important component that can better results in the training period and can bring the best improvement within employees of M&S. 8. Customer Service and Market Growth: Employees as participants believe in rendering customer service of high standards that further can help in attracting customers at larger front and ensuring growth of the organisation within the concerned market. M&S with the help of customer satisfaction brings more customers into the organisation and ensures larger market for the organisation. Customer satisfaction also gives focus on verbal promotion that crucially helps in attracting new customers and increases the potentiality of gaining loyal consumers with the impact of market growth for M&S. Impact of customer service is quiet visible and accessible with the store of M&S, Brent Cross Branch.

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9. Development Scope for Customer Service: Areas of development are always persistent in every organisation as it is practically impossible to satisfy customers of various forms with full extent. Employees of M&S also reviewed that development in customer service standards can be leveraged at certain areas that will help in better rate of customers attraction. On majority basis, employees want improvement in the customer service process of M&S so that more customers and more sales can be observed within the stores. Customer service as observed within the organisation can be in more sync with the feedback process of the employees that will help in better rate of customer satisfaction and will help in better earning of the revenue and profits.

10. Negative Impact in Lack of Customer Service: 88

M&S is ideally dependent on customer service for dealing, earning and retaining customers within the organisation. M&S in lack of customer service can experience serious adverse effects resulting in low sales achievement within the organisation. The store categorically maintains a customer service department that can help in instant addressable of the customers complaints or issues. Few of the impacts that can be observed in lack of customer service can be absence of loyal customers, which further will observe lack of mouth referrals as well.

5.3 Conclusion: Data as gained via customers reveals strong impact of customer service approach on the buying behaviour process. Depending on the level of customer service, loyalty levels of the customers are rested. Customer service within M&S is crucial as it helps organisation in bringing satisfied and happy customers into the organisation. Marks & Spencer believes in making happy customers while leaving stores so that these customers come again to the same store and experience much better shopping experience. Customers on a major hold are satisfied with the customer services processes and positively are influenced in buying the products. Data analysis revealed that areas of development are as always existent especially in the queuing time that is creating dissatisfaction among many consumers. Employees are the service providers of the organisation. As observed from the data analysis, employees are making earnest effort to gain loyal customers.

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Chapter 6 Conclusion and Recommendations 6.0 Introduction: An overall view of the entire dissertation is presented in the section that will help in acknowledging the information and details gathered throughout the study course. Value of customer service in contemporary times in increasing that is also gaining more focus on implementation process of the sales strategy. With specialised attention on the customer services, M&S aims to gain higher sales efficiency that helps in gaining strong market presence. The researcher with the help of primary and secondary sources aims to understand the relationship between customer service and sales of an organisation. However, to gain practical idea of the theoretical concepts, observation of M&Ss customer services is conducted. Viewpoints of employees and customers in involved for gaining the practical details and understanding the term in much broader framework. According to listed research objectives and questions, the researcher has framed the data collection section to gather more relevant and useful data during the process of data analysis. Study of data revealed the impact of customer service in the sales programme of M&S, Brent Cross Branch that evaluated the concept with details and data. In the due course of the study, the researcher was also able to understand the importance of customer service in an organisation and accordingly analyses the impact of the same. 6.1 Linking of the Objectives: Content of the study is aligned with the research objectives that further helps in a successful completion of the dissertation study. Based on the research objectives of chapter 1, the researcher will aim at linking them with data collected during the study work. Objective 1: To be able to differentiate between customer value and customer satisfaction Customer values in an organisation helps in increasing the attractiveness factor and further initiate better scope of sustaining in the concerned market. Customer satisfaction within an organisation is focussed on retaining customers that also increases the customer base of the organisation. Data collection for the particular research work helps in understanding the concept of customer value and customer satisfaction for an organisation and its importance in achieving sales for the same.

As observed in Part A, Table 2, majority of the customers are since 2 years and 5 years with 36% and 30% that shows the satisfaction level within the customers due to the value given by organisation. Customer value helps in giving the recognition to its loyal customers by imparting important and special catering of their needs and requirements while adopting service process. As analysed in Part A, Table 4, 33% and 27% of the respondents were satisfied and strongly satisfied with the customer satisfaction of M&S. Activities undertaken to gain satisfied and happy customers is the activity of customer satisfaction, adopted today by every competitive organisation.

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Objective 2: To understand how the employees of M&S can enhance the satisfaction of the customers: Customers with the help of employees, tend to make better decisions for selection of the products as it helps them in selecting products with better experience and information.

As illustrated in Part A, Table 8, customers as respondents agreed with 40% for assistance of customer service as a crucial element in influencing buying decisions. Employees of the organisation that help in providing assistance to customers shopping experience render customer service. Objective 3: To be able to evaluate the link between customer satisfaction and the overall growth of M&S Brent Cross Branch Customer satisfaction in an organisation helps in increasing the level of service to its customers that can further initiate better sales of the organisation. Sales and higher profits support the concept of market growth that increases the market share as well and enlarges larger number of customers within the organisation.

In Part B, Table 15, 35% of respondents strongly agreed with the topic. Objective 4: To scrutinise the challenges in gaining customers satisfaction while achieving sales as well. Sales within an organisation are the core aim for gaining higher market dominance. However, achievements of higher sales are formed of various barriers that have to be met and managed by efficient management of the organisation.

Negative factors as accessed in Part A, Table 11, helps in acknowledging the challenges such as lack of employees assistance (13%), inefficient operational activities (20%), inefficiency of Queuing Time (40%) and Poor Pricing strategy (17%) along with others (10%). 6.2 Recommendations: Based on the study of the entire dissertation, the researcher has tried to list few recommendations that will help in understanding and solving the persistent issues of the organisation, M&S. Improvement in Queuing Time: Majority of the customers are unhappy with the queuing time involved in the selected store. Customers while coming into the stores prefers to make quick payments and move out. However, the visible queue at the payment store is often disappointing of many loyal and new customers. Organisation can focus on making fast transaction process system that can lessen the time involved in the payment process. With the help of this recommended strategy, customers will be catered with an improved level of service and thus satisfaction of customers will reach a new height. Much Emphasis on Online Trading: Customers instead of coming down to the stores should be promote for on-line shopping so that they can have better view of the products without any time restrictions in a much comfortable and homely environment. Online trading will also lower down the cost of the organisation as availability of products can be at any time. Online shopping will help customers in having sufficient time for selection of the product and will help the in shopping according to their flexible time and wish of the customers. Apart from that, company will be able to get modernise and focus on better market expansion can be flourished to have larger customer reach and high volume of sales. 91

Much Value for Customers Money: Customers of M&S spend their money in buying the products with the expectation of gaining satisfaction. Customers value by M&S will help in deriving higher level of customer satisfaction that will increase the sales performance of the organisation in comparison to the competitors. Value recognition of customers will help in better understanding of customers choice and displaying product as per their demand will highlight the value for the customers and will help in gaining efficient long term relations with the employees.

Training and Development: Human Resource Management department need take more initiative to train the M&S staff for better customer service. Beside this need to do job evaluation, job rotation, performance appraisal and reward for best performance. 6.3 Future Scope of the Study: In the present dissertation study, the researcher tried to give emphasis on the areas where activities related to customer service can help in driving the sales of the organisation. With much focus on a specific store of M&S, scope of the study was limited that in future study can be emphasised on studying the overall customer service activities of M&S as an organisation. Attempt made by the organisation in gaining satisfied customers can help in analysing the sales strategy at a much better level. Apart from that, study of customer service for evaluating sales strategy can be better recognised with study of a competitive firm such as H&M or any other organisation.

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Appendix: A

A list of Questionnaire: For Customers of Marks & Spencer (M&S)

Name: Age: Contact No. Location: Email ID:

Q1) How long have you been customers of M&S? Last 1 week Last 1 month Last 1 year More than 2 years More than 5 years

Q2) How far you agree that M&S delivers customer service to its customers? Strongly agree Agree Neutral Disagree Strongly Disagree

Q3) How far are you satisfied with the level of customer service as provided by M&S, Brent Cross Branch? Strongly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied

Q4) How far do you agree that organization imparts value to its customers?

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Strongly agree Agree Neutral Disagree Strongly Disagree

Q5) How far you agree that organisation aims to establish better communication network with the customers? Strongly agree Agree Neutral Disagree Strongly Disagree

Q6) How far you agree better customer service helps you in higher volume of purchases? Strongly agree Agree Neutral Disagree Strongly Disagree

Q7) How far you are satisfied, that higher level of customer service influences your buying decisions? Strongly agree Agree Neutral Disagree Strongly Disagree

Q8) How far you agree, you are loyal to the brand, M&S? Strongly agree Agree Neutral
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Disagree Strongly Disagree

Q9) What are the positive factors within M&S, Brent Cross Branch in influencing buying behaviour? Employees Behaviour Comfortable shopping environment Customers referrals Detail Product Information Instant Problem Address

Q10) What are the negative factors within M&S, Brent Cross Branch in influencing buying behaviour? Lack of Employees Assistance Inefficient Operational Activities Inefficiency of Queuing Time Dissatisfied Pricing Strategy Others

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Appendix: B

A list of Questionnaire: For Employees of Marks & Spencer (M&S) Name: Age: Contact No. Location: Email ID:

Q1) How long have you been employee of M&S? Last 1 year Last 2 years Last 5 years More than 5 years More than 10 years

Q2) How far you agree that M&S attempts customization for had better level of Customer Relationship Management CRM? Strongly agree Agree Neutral Disagree Strongly Disagree

Q3) How far you agree that M&S is gaining high sales due to better level of customer service? Strongly agree Agree Neutral Disagree Strongly Disagree

Q4) How far you agree that value to the customers will help in gaining higher share of profits within the organisation? Strongly agree
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Agree Neutral Disagree Strongly Disagree

Q5) How far you agree better-trained employees are helpful in better customer relation with the organisation? Strongly agree Agree Neutral Disagree Strongly Disagree

Q6) How far are you satisfied with the training imparted by the organisation required to deal with the customers? Strongly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied

Q7) What are the areas that needs to be developed for better training programme in customer engagement? Communication Network Technology Upgradation Management Involvement Work Atmosphere Motivational Techniques

Q8) How far you agree that customer satisfaction is helping in market growth of M&S? Strongly agree Agree Neutral
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Disagree Strongly Disagree

Q9) How far you agree that room for development in relation to customer service is existent within M&S? Strongly agree Agree Neutral Disagree Strongly Disagree

Q10) What are the negative impacts in lack of proper customer service, within M&S? Lack of Mouth Referrals Lack of Loyal Customers Inefficient CRM programmes Slow growth of business Opportunities to Competitors

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