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Appendix 1: Portfolio of Metrics to measure Customer Loyalty & Retention

The below table would represent few of the universally accepted and available marketing metrics that can be used to
measure customer loyalty and retention of an organization. The metrics were carefully chosen from accredited
academic & industry related sources and screened by the author to provide relevance to the topic wherever applicable.

Figure 1: Process exercised by the author to determine the metrics to measure customer loyalty & retention for

Research metrics from academic writing, journal articles, & sources from industry practioners.
Step
Step 11

Prepare a portfolio of metrics to understand customer relationship management.

Step
Step 2
Screen the lportfolio with respect to a criteria of relevance to determine the most relevant metrics to employ to measure customer
Step loyalty & retention at ACECAM
Step 33

Prepare the screened portfolio of metrics that could be used to measure the customer loyalty & retention.
Step 4

Analysis of the chosen metrics to understand customer in depth.

Step
Step 55

ACECAM

Criteria of Relevance in screening the listed metrics

Popularity of usage
Credibility of Sources
Availability of data and the ability to generate the required data within the organization
Industry relevance
Affordability and capabilities of exercing the metrics within the parameters of the companys current resources
(cost, expertise, systems and procedures, etc.)

Screened Portfolio of Metrics to measure customer Loyalty and Retention

Metric Calculation Purpose Shortcomings

01) Share of * Can be calculated in 2 forms in terms of a % * Can be used to gauge * Can be used to obtain
Requirement (Share a) In units customer loyalty for a insights only on loyal
of Wallet) Brand Purchases (#) particular brand. customers.
Total Category Purchases by Brand Buyers (#) * Useful to take decisions * Results will mislead sales
b) In Revenue on resource allocations to growth insights as the
Brand Purchases ($) expand a category, take values display the behavior
Total Category Purchases by Brand Buyers ($) customers from of loyal customers, which
competitors, etc. could be higher even
* Indicates the level of commitment among the existing though sales decline.
customers to a particular brand (Farris, 2006).
02) Willingness to % of customers willing to * To identify the * Difficult to capture
Search (Accept No * Delay Purchases commitment among the across the particular brand.
Substitutes) * Change Stores firms customers towards Hence the research should
* Reduce purchase quantities their brand and product focus on capturing
in order to avoid switching brands (Farris, 2006) offerings category-specific norms.
* Indication on the potential * Resulting loyalty
of the distribution coverage calculations may not
indicate loyalty on other
variables such as
willingness to pay a
premium price or
recommend it to their
friends.
03) Retention Rate * Retention Rate: Ratio of customers retained to the * To track the ability of the * Refers only to existing
(Negative Churn number at risk. (Farris, 2006) firm to retain (Keep) their customers. Therefore
Rate) customers. should be cautious not to
* # of Active License Subscribers: Ratio of customers * To identify the customers be confused in terms of
MEASURING & CLASSIFYING CUSTOMERS OF ACECAM 1
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who paid licensing subscription to the number who who are continuing to be
didnt during the end of subscribed service period (CRM with the firm and its
Manager of ACECAM) offerings. (Assistant
Marketing Manager of
* Session Duration of the website: Calculates how long Cargills Bank-Sri Lanka)
users has retained in a particular webpage or the total * To access the relevance of
time spent on the website (Google Analytics) the content provided in the
website and the interaction
it provides.
04) Customer * Equation * Indication of the future
Lifetime Value (CLV) Margin ($) * Retention Rate (%) cash flows in present
[1 + Discount Rate (%) Retention Rate (%)] figures a particular
(Farris, 2006) customer will produce if the
firm manages to retain that
particular customer.
05) Customer * Measured in a scale of 1 5 through a survey, where * Indication of a likelihood
Satisfaction customers describe their experience with a brand or a towards repurchase
firms offering at a given time. * Understand dissatisfaction
* Calculated in individual level but the results are and causes of it
presented in an aggregate level almost always in terms of * Ensure to give positive
a percentage of total customers exceeding a specified experience by developing
satisfaction level. (Farris, 2006) brand, offerings, employee
engagements
* A fair indication of future
purchases
* Indicate on decline in
quality or service.
06) Willingness to * % of customers that states that they would recommend * To measure loyalty
Recommend a brand to friends, relatives, and colleagues. among the current
* Calculated through a survey with a scale from 1-5 customers
* To identify the level of
potential impact that
customers have over others
* To access the likelihood
of customers in expressing
their experiences with
others
07) Net Promoter * Equation * To access the presence
Score (NPS) Percentage of Promoters (%) Percentage of Detractors and status of word-of-
(%) mouth marketing to build a
* Use survey data, which is developed with a specific free and a highly effective
question How likely are you to recommend the means of marketing
company or brand to friends, relatives, or colleagues, a communication
10 pointer scale, and defines 3 categories of respondents
namely Promoters (9/10), Passives (7/8), and Detractors
(0/6).
(Farris, 2006)
08) Social Media * # of shares for the posts of updated every other day (3 * Shares of updated posts in
Engagement updates per week) Facebook gives insights on
(Facebook Page * # of likes on posts updates the level of engagement and
Insights) (Marketing Executive of ACECAM) their interest towards the
new technological
advancements and updates
on products & services
provided by ACECAM
*Likes could be used to
understand preferences of
customers and understand
their preferences
09) Repurchase * # of Value Added Services Enrollment during the * Measures the usage rate
Likelihood # subscription period: Training Registrations, of the customers
Expansion of Demonstration Requests, etc. * Identify heavy users,
Licenses of the same (CRM Manager of ACECAM) preferences, experiences,
product) * # of Multi-products sold for the existing customers etc.
(Assistant Sales Manager of ACECAM) * Higher figures indicate
* # of product expansions or licenses purchased in the the easiness to push
same category products and services to
MEASURING & CLASSIFYING CUSTOMERS OF ACECAM
growth / decline
when obtaining the
customer count
* Difficult to quantify
* Forecasting require the
data acquisition to be
accurate as deviations will
result in false indications.
* Discount rate should be
chosen with care.
* Response bias
* Captures insights of
existing customers, which
fails to provide insights on
why the others didnt
retain.
* Require to review
satisfaction over time
within the same market in
order to correct the issues
of response biasness
* Rising levels of
expectations among
customers will alter results
as providing low quality
offerings.
* Response bias
* Difficulty in obtaining a
linear feedback on
contribution to revenue
generation.
* Subjected to
shortcomings of
conducting a survey
* Identification of right
intentions and developing a
framework
* Focused only on building
marketing communication
hence fails to provide a
gauge on improving sales
directly
* Applicable for the online
community only which
may or may not represent
the right target market
* deliver insights on online
activity not on aggregate
customer retention or
loyalty factors.
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2
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(CRM Manager of ACECAM) customers

10) Web Metrics * Users: Total new and returning users to the website * To identify the popularity * Retention discussed is
(Google Analytics) during a specified time of the website, relevance of subjected to the
* Sessions: time period of a user being actively engaged the content communicated, engagement with the online
with the website and active engagement of activity hence will
the audience demonstrate an indirect
viewpoint of aggregate
customer retention
(Table 1: Screened portfolio of metrics to measure Customer Loyalty & Customer Retention)

Table 1 shows a detailed analysis of the screened portfolio that includes how the metrics are being calculated, the
primary purpose of that metric, and possible shortcomings that it produces.

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Appendix 2: Current Customer Segments at ACECAM

With respect to the interview conducted with the Marketing Executive at ACECAM, it was revealed that they segment
their customers according to the industry that the individual customer operates in. Currently ACECAM serves for 9
distinctive industries in Sri Lanka (Refer Figure 3, Organizational Summary). In order to invest resources on
developing customer loyalty and retention ACECAM currently consider the following criteria to identify their key
accounts among the industries that they serve.
1. # of subscribed customers
2. # of licenses they own

Table 1: Identifying the key industry sector

Industry Criteria 1 Criteria 2 Significance placed (H/M/L)

Engineering & Services 1 172 M
Consumer Products & Retail 2 28 M
High-Tech Engineering 3 133 L
Academia 18 1643 M
Architecture & Construction 10 68 H
Manufacturing 20 235 H
Industrial Equipment 2 162 L
Energy, Process, & Utility 3 165 L
Aerospace 1 136 L

With reference to the above table, the key industry that is currently focused by ACECAM is the Manufacturing
industry due to its growth potential in the current economy of Sri Lanka. Manufacturing industry is greatly influenced
by the booming apparel manufacturing in Sri Lanka and the availability of high quality and cheaper labor when
compared to neighboring countries. Also the new government regulations too are in favor of improving the
manufacturing industries through appointing BOI (Board of Investment) zones around the prominent locations in the
country and lowering taxations on imports and exports (Wickremesinghe, 2016). Manufacturing industry in Sri Lanka is
comprised of many sectors and contributes for BOP immensely. Some of the significant sectors are,
Textile & Apparel Plastics Products
Rubber & Rubber based products Footwear & Leather
Ceramic & Porcelain Giftware & Toys
Electrical & Electronics Handloom
Printing & Stationery Wooden
Boat & Ship Building

Table 2: Out of the above ACECAM serves for,

Sector # of customers Key Customers (Blue-Chip Conglomerates)

Textile & Apparel 9 MAS Holdings | Brandix Lanka | Hirdaramani
Rubber & Rubber based products (Tire) 5 LoadStar | DSI Tire| Elastomeric
Ceramic & Porcelain 2 Noritake | Dankotuwa Porcelain
Electrical & Electronics 1 Zone 24x7
Boat & Ship Building 1 Southern Spars
Footwear & Leather 2 MAS Holdings | DSI Footwear

According to above table, Textile and apparel sector is the most prominent, which accounts to 40%
(Srilankabusiness.com, 2016) of the total exports whereas Tire sector accounts to a growth rate of 4-6% per annum
(Srilankabusiness.com, 2016).

From the analysis presented in table 1, it is in evident that not only manufacturing but academic sector is also a
potential industry that ACECAM can capitalize upon. Academic sector currently consist of State Engineering
University faculties, private engineering education providers, and technical education centers.

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Appendix 3: Customer Classification Process

The key customer segments of ACECAM can be classified by using the following diagram, which is the process of
market segmentation (McDonald, 2009). The below approach would allow ACECAM to understand their key customer
segments identified in Appendix 4 in a much broader manner.
Step 1
Market
STAGE 1: Your market and how it Mapping operates
Structure
and
Decision
Makers

Step 3
STAGE 2: Step 2 Customer and
What is
Who Buys
transactions bought
Customer
Purchase
Profiling
Options

Step 4
Who buys
what
Customers
and their
purchases

Step 5
STAGE 3: Segmenting the market Why it is
bought
Customer
Needs
Step 6
Forming
Segments
Combining
Similar
Customers
Step 7
Segments
Checklist
Reality
Check

(Figure 1: Customer Classification Process)

Classification Process defined

The below table would explain the current process of customer classification at ACECAM, which is formulated with
reference to the above market segmentation framework. It is altered in appropriate to match the context of ACECAM.
The market map on decision-making applied for each segment is stated below the table.

Segment Apparel Sector Tire Sector Academia

Profiles
Market Satisfying customer needs on
Definition machine design and modification
needed to automate the
manufacturing processes to save
costs and improve efficiency
Satisfying customer needs on new
product development in an efficient
manner that allows them to streamline
their current development processes,
save costs, improve margins, and beat
competition
Satisfying customer needs on improving
quality of education to bridge the gap of
required and available skill level of
engineering students in Sri Lanka

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Segment Need *Machine Design *Product Designing *Improve Engineering, Science

*Machine Modification *Product Testing & Technology, Mechanical, Electronic,
*Industrial Automation *Industrial Automation Electrical, Mechatronics, streams
*Robotics
Who buys? CXOs (Top Management) CXOs (Top Management) Ministry of Education/ Educational
Authorities/ Board of Directors
What do they *3D CAD *Complete SOLIDWORKS suit *Education suit
buy? *Simulation suit
Why do they *To shorten manufacturing cycle *To speed up product designing *To meet global education standards
buy? through automating the processes *To avoid faults in product testing by *Improve institute rankings
as much as possible getting them right at the first time *Attract students
*Achieve better profits though *To shorten manufacturing cycle
improved margins delivered through automating the processes as
through low cost of production much as possible
*Improve productivity *To reduce costs of manufacturing
*Increase efficiency
When do they *From the allocated annual * From the allocated annual budgets *From the allocated annual budgets for
buy? budgets for Research & Innovation for Research & Innovation technology improvements
How do they *Network / Single Commercial *Network / Single Commercial *Academic Licenses packs of 200+
buy? License(s) License(s) individual Licenses
*Annual Subscription *Annual Subscription *4 year subscriptions
How do they Active portfolio management Active portfolio management 4 year academic subscription makes
use? them passive users but generate larger
volume
Total 106 Licenses 59 Licenses 1643 Licenses
value/volume
Segment as *15% among the total industries *8.33% among the total industries 30% among the total industries
proportion of *45% among manufacturing *25% among manufacturing industry
total market industry
Segment title Modifiers Inventors Scholars
(Table 1: Defining the Customer Classification Process)

The 2 preferred and the potential market segments of ACECAM were segmented in the above table in order to identify
their insights to measure them on customer retention and loyalty.

Market Map

Modifiers Inventors Scholars

CXO's - CEO/COO/Head of
IT/Head of Engineering/ Head of
R&I
(Top Level Decision Makers)
( Ministry of Education/
F CXO's - CEO/Head of IT/ i Education Authorities/
Head of Engineering/ Head Board of Directors
g of R & I (Top Level u
r Decision Makers) e

Principal / Dean
Department Managers -
Manager Product
Department Managers - Development / Manager R
Engineering Manager/ R & I & I / Manager Engineering
Manager (Managerial Level)
(Managerial Level) Head of Department

Product design Executives

Automation / Engineering and below (Users) Senior Lecturers
Executives and below (Users)

2: Market Map of Key Customer Classifications)

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Appendix 4: Customer Survey

The below form was prepared to obtain the customer data to calculate the metrics on customer retention and loyalty
factors. The form was developed to bridge the prevailing gap of data according to the MkIS format introduced by
Kotler (2000).

Formulation
The marketing team at ACECAM developed the below questionnaire with reference to the data requirement discussed
in the MkIS. Since the in-house expertise is absent to conduct extensive research, the survey was developed through
the assistance of Ms Kavita Aroor, the channel marketing professional of DS SOLIDWORKS Corporation for South
East Asia, which is headquartered in Pune, India.

Execution
The survey was conducted on a sample size of 300 customers that had a fair representation on the key industries and
marketing map discussed in appendix 5. The prepared questionnaire was circulated among the sample via email to
generate the required responses. In order to take maximum output from the generated survey the marketing team have
stretched their efforts on placing phone calls for the customers who were unable to reach via emails and who has
difficulties in responding to them. The survey was conducted during 5 working days.

Analysis
Upon generating the responses successfully, the marketing team analyzed the responses accordingly and generated the
required data to apply on the metrics in order to identify the current key customer segments on attributes of customer
retention or customer loyalty and classify them accordingly. The analysis and calculation of metrics were conducted
within a period of 5 working days after the data collection procedures. This will help ACECAM to capitalize their
investments and obtain a better ROMI.

* Look below for the questionnaire

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Questionnaire

ACECAM (PVT) LTD

(The Authorized Reseller of DS SOLIDWORKS for Sri Lanka)
419-2/1 Lanley Building, Galle Road, Colombo-03
W: www.acecamtech.com
T: 011-257-3779
E: info@acecamtech.com

CUSTOMER SURVEY 2016

Dear

Thank you for giving us the opportunity to better serves you. Please help us taking a few minutes to tell us about the service that

you have received so far. We appreciate your business and want to make sure we meet your expectations. Attached, you will find an

electronic coupon good for LKR 2500/- redeemable at Emerald Store Island wide. We hope that you will accept this as a token of

out goodwill.

Sincerely,

Ruwan Manchanayake

Managing Director

ACECAM (PVT) LTD

Company Name:
Industry:
Designation:

1. How many SOLIDWORKS licenses owned by your company/division currently?

2. What is your current overall Computer Aided Design (CAD) requirement at your company/division?

3. Based on your experience and awareness of SOLIDWORKS is it better, the same, or worse than other brands of

CAD?

Much Better Better About the Same Worse Much Worse

4. How did SOLIDWORKS performed?

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Miserable Somewhat Satisfactory Very Satisfactory Delightful

Overall performance
Value
Purchase experience
Installation experience
Usage experience
Overall satisfaction

5. Based on your experience with SOLIDWORKS, how likely are you to buy

Definitely Will Probably Will Probably Will Not Definitely Will Not
Subscriptions
Multi-products (if applicable)

6. How did the ACECAM Marketing Team (AMT) performed?

Strongly Somewhat Neither agree Somewhat Strongly

Disagree Disagree nor Disagree Agree Agree
AMT is well trained, knowledgeable, and professional
AMT is making a positive contribution to my business
by organizing relevant events, sharing product updates
on time, etc.
AMT responds to my inquiries in a timely manner
Overall, Im very satisfied with AMT

7. How did the ACECAM Sales Team (AST) performed?

Strongly Somewhat Neither agree Somewhat Strongly

Disagree Disagree nor Disagree Agree Agree
AST is well trained, knowledgeable, and professional
AST is making a positive contribution to my business
by educating on solutions, terms of use, licensing, etc.
AST responds to my inquiries in a timely manner
Overall, Im very satisfied with AST

8. How did the ACECAM Technical Team (ATT) performed?

Strongly Somewhat Neither agree Somewhat Strongly

Disagree Disagree nor Disagree Agree Agree
ATT is well trained, knowledgeable, and professional
ATT is making a positive contribution to my business
by providing timely trainings & product knowledge
ATT responds to my inquiries in a timely manner
Overall, Im very satisfied with ATT

9. How did the ACECAM After-Sales Team (AAT) performed?

Strongly Somewhat Neither agree Somewhat Strongly

Disagree Disagree nor Disagree Agree Agree
AAT is well trained, knowledgeable, and professional
AAT is making a positive contribution to my business
by providing timely subscriptions, suggestions on
solutions, trainings, etc.
AAT responds to my inquiries in a timely manner
Overall, Im very satisfied with AAT

10. Based on your experience with SOLIDWORKS, would you recommend it to a friend?

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Definitely will Probably will Probably will not Definitely will not

11. Based on your experience with ACECAM, would you recommend our services and trainings to a friend?

Definitely will Probably will Probably will not Definitely will not

12. If you would like to share any additional comments or experiences about SOLIDWORKS & ACECAM, please

write them below

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Appendix 5: Calculation of Metrics

This section will present the calculation of metrics, which was identified in Appendix 4. The data required for
calculations were obtained from the survey conducted by the Marketing Team at ACECAM (Appendix 6). The metrics
will be applied to the key customer segments, which were identified under the current classification process (Appendix
5) in order to obtain insights on their level of customer retention and customer loyalty for ACECAM and
SOLIDWORKS.

Customer Retention & Customer Loyalty Metrics Calculations

1) Share of Wallet
Brand Purchases (#)
Total Category Purchases by Brand Buyers (#)

This will be calculated in terms of units. The brand purchasing and total category purchases were taken as segment average. The answer
will be in terms of a %. Sales History of customers and Q1 & Q2 in the survey is used to obtain the data to calculate the above.
Modifiers Inventors Scholars
= (10/60) x 100 = (90/100) x 100 = (400/500) x 100
= 16.67% = 90% = 80%
*Since primary use is to improve *Since they are involved with new product *Licenses are released by batches of 200.
manufacturing processes, 3D CAD solutions development, almost every designer and Hence most tend to rely with the optimum
are used by higher-level designers/automation engineer needs access to latest technologies. number required them to satisfy their need.
engineers only. Rest of the CAD requirement Hence their consumption is high.
is satisfied by less expensive alternatives.
2) Willingness to Search
Focused on figuring out customers willingness to retain with the brand/solution/service provider by referring to 3 aspects,
Reasons for delaying purchasing/ Are they delaying on attaining a purchasing decision?
Tendency to switching into other platforms like 2D
Are they willing to use a limited number of licenses without switching into cheaper solutions?
Data from the ZOHO CRM was used to identify the insights, which the marketing team was granted access for the purpose of conducting
the survey. Overall responses were taken as a percentage of total.
Modifiers Inventors Scholars
60% 88% 20%
*Tends to delay the purchase decisions *Higher tendency to stick with the latest *Usually have a longer sales cycle due to
since investment choices on core activities technology due to its relation to core activities extended decision-making process to follow
vs. support activities of the company. Hence lesser purchase delays. with. Hence will delay purchasing
*Easily switched between cheaper solutions *Importance of the solution limits them to *Higher tendency to switch to cheaper due to
*Prefer to use 3D solutions at the most switch between platforms the budgetary concerns and lower awareness
relevant place only. Hence will stick with of the latest technological trends
limited licenses.
3) Retention Rate
# of Active License Subscribers to the # who differs
Focused on understanding who are the customers prefer to pay subscriptions and be enrolled with the value added services provided.
Excel Databases and survey questionnaire was used to obtain data for the calculations (Q5 Direct, Q4, 6, 7, 8, 9 Indirect)
Modifiers Inventors Scholars
= (9/200) x 100 = (5/200) x 100 = (18/100) x 100
= 4.5% = 2.5% = 18%
*Larger number of customers when compared *Solely based on the number of current client *Affected by the number of current client base
to other manufacturing sectors due to its base
higher growth potential
4) Customer Life Time Value (CLV)

Margin ($) * Retention Rate (%)

[1 + Discount Rate (%) Retention Rate (%)]
Provide an understanding on which customers the firm should focus their investments and retain. This will provide an indication of the
profitability that a customer provides if retained by the business. Its important to retain the higher profit generating customers and leave
loss making customers. Data on retention rate, sales data (margins) and financial data (market discount rate 6.5%, Central Bank of Sri
Lanka, 2016) are used to calculate this metric.
Modifiers Inventors Scholars
= ($1000 x 4.5) / [(1+6.5) 4.5] = ($1000 x 2.5) / [(1+6.5) 2.5] = ($1000 x 18) / [(1+6.5) 18]
= $1500.00 = $500.00 = $1714.29
5) Customer Satisfaction
This will be calculated as an average on the segment. The level of satisfaction is considered as a pointer where 1 being lower and 5 being
higher. The Data is obtained form the customer survey conducted. (Q3, 4, 6, 7, 8, 9)
Modifiers Inventors Scholars
4 4 4
6) Willingness to Recommend
Given as a % taken on the average responses that the surveyed customers provided. (Q10, 11)
Modifiers Inventors Scholars
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80% 93% 90%

7) Net Promoter Score
Percentage of Promoters (%) Percentage of Detractors (%)
Incorporated onto the willingness to recommend metric to identify the passives and the detractors within a random sample of customers
at ACECAM. Q10 & Q11 in the customer survey helped to obtain data relevant to calculate the metric. Scores were divided as follows.
Promoters: Definitely Will (10 scores)
Passives: Probably will (8 scores)
Detractors: Probably will not (6 Scores) | Definitely will not (0 Scores)
Modifiers Inventors Scholars
= 80% - 10% = 93% - 5% = 90% - 5%
= 70% = 88% = 85%
8) Social Media Engagement
ACECAM currently is focusing only on maintaining an official Facebook page. Hence for to gauge customer retention and customer
loyalty ACECAM uses the below metrics. Data is obtained from the Facebook page insights over the period, where survey data was
collected.
Retention - # of shares of the posts which are updates every other day (avg of 3 posts per week)
Loyalty - # of post likes for the weekly updated posts
The above will be taken as an average from the total page followers within the sample responders of 300
Modifiers Inventors Scholars
# of shares - 37 # of shares - 20 # of shares - 0
# of post likes - 61 # of post likes - 55 # of post likes - 2
9) Repurchase Likelihood
Calculated from the data on the following aspects and provided as an average percentage.
VAS Enrollments (trainings, seminars)
# of multi-products sold (cross-sales)
# of new licenses purchased
The data was obtained from the Excel Databases, POs, and the survey questionnaire (Q5)
Modifiers Inventors Scholars
VAS 20% VAS 50% VAS 50%
Multi-products 10% Multi-products 78% New Licenses 20%
New Licenses 35% New Licenses 80%
10) Web Metrics
Calculated from the data presented in Google analytics for the web page of www.acecamtech.com The data was gathered over the period,
where survey data was collected. To gauge the retention factors the following aspects of the analytics were considered
Returning users
Sessions
Google analytics doesnt provide segmented insights according to how the company wants. Rather it is providing data on aggregate level
despite of customer classification that the metrics are discussed here. Hence the following will present an overall view of ACECAMs
client base
Returning users over the period 22.1% (218 total visitors)
Sessions - 258
(Table 1: Calculation of Customer Retention & Customer Loyalty Metrics)

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References:

CentralBankofSriLanka,(2016).CurrentEconomicIndicator.Colombo:CentralBankofSriLanka,p.77

Farris,P.(2006).Marketingmetrics.UpperSaddleRiver,N.J.:WhartonSchoolPub.

Gupta, S, & Zeithaml, V 2006, 'Customer Metrics and Their Impact on Financial Performance', Marketing Science, 25,
6, pp. 718-739, Business Source Corporate, EBSCOhost, viewed 2 May 2016

McDonald, M. and Mouncey, P. (2009). Marketing accountability. London: Kogan Page.

Morgan, N, & Rego, L 2006, 'The Value of Different Customer Satisfaction and Loyalty Metrics in Predicting Business
Performance', Marketing Science, 25, 5, pp. 426-439, Business Source Corporate, EBSCOhost, viewed 2 May 2016

Srilankabusiness.com. (2016). Apparel Manufaturers, Suppliers & Exporters in Sri Lanka. [online] Available at:
http://www.srilankabusiness.com/apparel/ [Accessed 22 Jun. 2016]

Srilankabusiness.com. (2016). Rubber & Rubber products Exporters,Manufatures & Suppliers in Sri Lanka. [online]
Available at: http://www.srilankabusiness.com/rubber/ [Accessed 22 Jun. 2016]

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