“Procedure Analysis of Customer Relationship

And

Operations Management

A Project report submitted to Indira Gandhi National Open

University,

Delhi, in Partial fulfillment of the requirements for the award

of the

Degree of

MASTER OF BUSINESS ADMINISTRATION

1
 INDEX
S.NO. CONTENTS PAGE NO.

CHAPTER-1
1.1 Introduction to the study 8
1.2 Rationale for the study 11
Overview of Industry and Operations
1.3 13
Management
CHAPTER-2
2.1 Company profile 19

2.2 Objectives of the study 25

2.3 Scope of the study 28
2.4 Need for the Study 32

CHAPTER-3
3.1 Research Methodology 34

3.2 Theoretical framework and culture 59

CHAPTER-4
4.1 Data analysis and interpretation 63

4.2 Limitations for the Study 80

CHAPTER-5
5.1 Findings and suggestions / Recommendations 81
5.2 Conclusion 82
5.3 Bibliography 84

5.4 Articles 86

2
 CHAPTER-1
INTRODUCTION

INTRODUCTION
3
 Operations management is responsible for increasing the

organization’s efficiency & orchestrating all the resources needed to

produce the final product. Hence, operations management is

the management of systems or processes that create goods and/or

provide services. Operations and supply chains are intrinsically linked,

and no business organization could exist without both.

A production system is defined in terms of environment, inputs,

transformation system, outputs and the mechanism used for

monitoring and control. The environment includes those things that are

outside the actual production system but that influence it in some way.

Because of its influence, we need to consider the environment, even

though it is beyond the control of decision makers within the system.

A purposeful collection of people, objects and procedures for

operating within an environment.

Operations is concerned with transforming inputs into useful

outputs and thereby adding value to some entity; this constitutes the

primary activity of virtually every organization. Not only is operations

central to organizations, it is also central to people’s personal and

professional activities, regardless of their position. People, too, must

4
operate productivity, adding value to inputs and producing quality

outputs, whether those outputs are information, reports, services,

products or even personal accomplishments. Thus, Operations should

be of major interest to every reader, not just professionally but also

personally.

In our organization output is in term of services which are known

as Facility / Property Management services. CBRE as a model prefers to

self-perform those tasks that have the maximum potential to impact

the service delivery process. These positions create strategy, develop

process, manage service quality, improve technical service delivery,

assure employee safety, communicate with client, control risks and

constrain costs.

High Volume, low-skilled positions and very low

volume high skilled positions are typically contracted to third

parties.

Customer Relationship Management - CRM system provides a

well-defined platform for all business units to interact with their clients

and fulfill all their needs and demands very effectively and to build

long-term relationship.

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 They perform such varied task, as budgeting, financial

forecasting, cash

Management, credit administration, investment analysis, funds

management, Supply and demand analysis and resource utilization.

CRM practices in service businesses including hospitality, telecom,

banking and airlines industries and product markets focusing on

durables and automobiles. The intangible nature of services and its

impact on management of services really matters to grab the

customers.

Business marketers often have to face complex decision- making

processes in order to satisfy their customers. These involve close

interaction with customers, long selling cycles, different sets of

decision-makers and influences. Information and communication

technologies have played a key role in the rapid adoption of CRM by

businesses. These technologies, many of them developed in the last

decades, have helped in automating the customer facing functions of

sales, marketing and service.

Implementation of ERP vendors like Oracle and SAP who have

developed their own CRM offerings. Microsoft has entered this market

through acquisitions and own product development and enhancement

efforts. Functionalities and application of a few popular CRM products

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targeted at large enterprises (Siebel, MySAP, PeopleSoft, Oracle) and a

few targeted at the small enterprises (SalesLogix, Talisma, Microsoft

CRM, Onyx, SalesNotes)

The aspects covered are:-

Determination of the type of Customer Relationship Management

required.
1. Strategic 3. Analytical
2. Operational 4.Collaborative

Rationale for the Study

 One of the best applications of Market research is in the area of

customer relationship management. It helps an organization to

get an accurate and sharp feedback on their performance and

through different customer opinions helps them to understand

what customers feel about them. The rationale behind choosing

this project is to find out:

1. Getting useful information for future market growth.

2. Getting an idea on new product feasibility and acceptance by

customers in market before making investment on testing and

producing the product.

3. Assessing cost sensitivity of customers.

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4. Finding new features of products which can attract customers and

knowing what advantages and benefits they could provide.

5. Finding the hidden aspects what a product possesses and how to

leverage those aspects to bring them in front of customers.

6. Assessing level of customer’s satisfaction with the organization

specifically in the fields of performance, technology, quality,

service, and cost and completion schedule.

7. Determining strong aspects for leveraging and weak aspects for

making improvements to finally increase satisfaction level in

customers.

8. Creating database on information of competitors and treating this

database as the reference point or benchmark as per feedback

from customers.

9. Identifying main areas in which the organization is leading the

competitors and areas in which they are lagging behind with

them.

10.Identifying market trends and reasons for these trends.

11.Identifying reasons for poor business and determining which

areas are mostly affected with this.

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 12.Providing business solutions for typical problems in all the

aspects.

13.Determining purchasing channels which the customers prefer. Do

they prefer online purchase or human contact?

14.Identifying future perspectives.

OVERVIEW ON OPERATIONS & CRM

Many new technologies, materials and production methods are

revolutionizing service and manufacturing operations. We are

constantly bombarded with terms and concepts related to ‘factory of

the future’ and the ‘office of the future’ most of the systems are, off

course, due to the advent of the computer and its inexpensive power.

Organizations must be careful, however, not to use this new tool

simply to automate their existing manual procedures. One of the main

advantages of computerization is its ability to aid in the execution of

task that at one time could be done only inefficiently. If operations are

not recognized to use the computers power and flexibility efficiently,

most of that advantage. It is commonly said, ‘simplify and systemize

before you computerize’

9
 Taking this concept one step further, many companies are

formally designing their business process. With business process

design, also known as re-engineering, companies first determine their

customer’s needs. Then, on the basis of these needs and the

capabilities offered by new technologies, the organization develops

work process to meet the needs. It is somewhat surprising that many

organizations have never question the appropriateness

of their processes, even though the technology available today is

vastly different from the technology that was available when these

processes were first developed.

Operations in Service technologies:-

The computer has had a dramatic effect on the service industries,

probably even more than in the manufacturing industries. As true as

this may be for service in general, it is particularly true of services that

are information intensive. Here the computer has wrought a veritable

revolution in the way of doing business. The impact of the computer

has perhaps been greatest in the banking industry, with its automatic

teller machines and electronics transfer of funds. However, the

operations of other information – intense businesses have also been

grammatically alerted.

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There is little doubt that the internet revolution has profoundly change

the way business is conducted. It is widely acknowledge that the web

offers organization enormous opportunities to dramatically improve

both efficiency and effectiveness.

IMPORTANCE OF CRM & OPERATIONS

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 We believe that a combination of demand and supply led factors

will accelerate the adoption of CRM in the coming years. On the

demand side, rising customer expectations will force businesses to

adopt CRM. And on the supply side, technological advances and the

12
declining costs of information technology will reduce the barriers to

adoption of technology led CRM initiatives.

 Rising Customer Expectations :-

Customer expectations are rising due to increasing affluence in the

emerging economics greater due to media explosion and increasing

customer diversity.
a) Increasing affluence in the emerging economics
b) Greater awareness due to explosive media growth
c) Customer diversity
 Affordable Technological Advances :-
Advances in technology have made an impact on all stages from

production to final consumption or services to end user. They are

allowing marketers to offer unique solutions to individual customers.

Operations can be considered the heart of every organization

because organizations exist to create value and operations involve

tasks that create value. Michael Hammer maintains that operational

innovation can provide organizations with long term strategic

advantages over their competitors. Operations is concerned with

transforming inputs into useful outputs and thereby adding value to

some entity, this constitutes the primary activity of virtually every

organization. Major subject area in Operations;

a) Strategy

b) Output planning

c) Transformation process design and Process improvement

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 d) Schedule planning & Quality Control

e) Reliability and Maintenance

f) Enterprises and material requirements planning

g) Supply Chain Management

h) Inventory Management

i) Project management

Operations commonly plays a critical role in international

competiveness. As with the design of transformation systems for

products, the design of transformation systems for services depends

heavily on knowing exactly what characteristics of the service need to

be emphasized: it’s explicit and implicit benefits, its cost, its time

duration, its location and its accessibility. Knowing the importance of

each of these allows the designer to make the necessary tradeoffs in

costs and benefits to offer an effective yet reasonably priced service.

CBRE South Asia Pvt Ltd is also maintaining standards through our

operations team by adding RISE Values.

Respect Integrity Service Excellence

14
 CHAPTER-2
COMPANY PROFILE

COMPANY PROFILE

GLOBAL PRESENCE

15
The CBRE Group, Inc.(NYSE:CBG), a Fortune 500 and S & P 500

company headquartered in Los Angeles, is the world’s largest

commercial real estate services and investment firm.

A real estate services firm with the reach to penetrate local, regional

and global markets. We provide an unprecedented scope of services to

institutional corporate and public sector clients in four major business

areas:

TRANSACTION Brokerage, corporate, landlord and tenant

SERVICES representation and investment sales

MANAGEMENT Property, facilities and project management

SERVICES

ADVISORY Real estate finance, appraisal & valuations,

SERVICES market research and general consulting

CORPORATE Occupier Consulting

SERVICES

Company Snapshot:

With approximately 74,000 employees, CBRE serves real estate

owners, investors and occupiers through more than 480+ offices*

worldwide in 64 countries. Under Corporate Facilities and Property

Management CBRE manages an area of over 5.2 billion square feet

globally.

CBRE makes it a priority to know the business of our client and to

research the dynamics of the market within which client operate. This

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is how CBRE builds long-lasting relationships which can quickly adapt

in this new world of rapid change. CBRE can be counted on to offer the

broadest scope of services scaled to meet any level of demand, with

the rich to penetrate local, regional and global markets.

INDIA PRESENCE

CBRE was the first independent International firm of Property

Consultants to set up offices in the Indian sub-continent, establishing

offices in New Delhi in1994. Since then, the firm has expanded to other

major cities, employing over 5000 dedicated professional staff.

CBRE offices operate from 09 cities in India.

 New Delhi Gurgaon Bangalore

 Mumbai Pune Chennai
 Hyderabad Kolkata Ahmedabad

In India, CBRE currently manage over 201 million square feet under

property and corporate Facilities Management.

Company Services:

As the world leader in commercial real estate services, CBRE

delivers people, services and knowledge best studied to the need of

each unique client. Our people make it their priority to know your

business and how the charging factors can affect it.

Whether a client one property or a portfolio of multinational

locations, our offerings scale to meet individual client needs. No matter

17
how complex the need, we provide a custom mix of products and

service that delivers significant measurable returns. These service are

grouped under four broad categories, Transactional Services,

Management Services and Financial Services.

CBR
E

STRATEGIC TRANSACTION PROJECT ASSET

CONSULTING MANAGEMENT MANAGEMENT SERVICES

STRATEGIC CONSULTING

The group combines people, services and knowledge to deliver

innovative and personalized solutions to clients. The group has aided

each individual client, whether an investor, occupier or a developer, to

optimize their real estate decision with personalized solutions including

occupancy strategies, location strategies, entry strategies, portfolio

management strategies, optimal land utilization strategies etc.

Valuation and Advisory - CBRE’s valuation and advisory services

provides accurate, reliable and timely valuations that are critical to the

success of every real estate transaction or financing.

Tracking capital condition and rental values, CBRE utilizes its

proprietary databases and market analysis to create accurate, timely

and technically superior appraisals of property, as well as plant and

18
machinery. Along with this data, we used updated sales and leasing

transaction information to develop equitable real estate and personal

property tax plans.

Strategic Information and Market Research

CBRE offers client the most comprehensive and insightful real estate

market data available for major markets worldwide. Through detailed

market forecasting and econometric analysis, we can evaluate portfolio

risk, anticipate market opportunities and help you maximize their

potential. This strategic market information is collected, collated and

presented through our dedicated research subsidiary, Torto Wheaton

Research, by the national real Estate Index, which covers all

geographical and Sectorial markets in the United States and by

dedicated research teams in each of our 480+ offices worldwide.

TRANSACTION MANAGEMENT

Brokerage/Agency

CBRE is the world leader in providing property owners and investor

with comprehensive sale, leasing and marketing services for a full

range of income-producing properties, including office, industrial and

retail building, similarly we present clients seeking to occupy space

identifying properties that meet their specific needs and negotiating

19
the purchase or lease agreements on their behalf. CBRE also

represents clients in selected residential markets.

Investment Properties

As the world-market leader in this business, CBRE assists clients in the

acquisition and disposition of investment properties. Our sales

professionals are experts in pricing assets, accessing investors in

traditional or securitized markets, investing financing options,

structuring joint venture, and marketing single assets or multi market

portfolio.

Corporate services

CBRE helps corporation services and institution develop and executive

strategic that align real estate decision with business performance and

management objective. By supporting their in – house real estate

departments we enable our client to maximize asset values while

focusing on their core competencies and living them to handle the

strategic business operations.

PROJECT MANAGEMENT

CBRE – Project management group has the most comprehensive

project management capabilities in the world. With our exciting groups

professionals, we have and are executing project for client such as

Adobe, DLF, Amdocs, Havlett Packard, Capgemini, Cisco, Alstom,

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Caterpiller, Dell, GBJ Radisson, Nokia, Siemens networks, ABB, ICICI

Bank, Google and many more all over country.

Operations Management Team Of CBRE South Asia Pvt. Ltd.

As per following escalation matrix organization is executing their

operations in CBRE South Asia Pvt Ltd.

Mr. Sandesh Zagade -

Tier 1 Sandesh.zagade@cbre.co.in
Manager
Mr. Sanjay Gangawane
Sanjay.Gangawane@cbre.co.i
Tier 2 -General Manager
n
(Operations)
Tier 3
Mr. Chinmay Satpute –
Chinmay.satpute@cbre.co.in
General Manager (BDM)
Lev T T
els y y
of p p
Ma e e
nag s O
eme f
nt O C
f o
n
P t
l r
a o
n l
n
i
n
g
Top S S
Ma t t
na r r
ge a a
me t t
nt e e
 g g
O i i
21
 rganization – wide perspective c Planning c Control
 Concerned with strategic
issues
 Long time frame
Middle Management Tactical Tactical Control
 Department perspective Planning
 Concerned with department
goals and objectives,
programs and budgets
 Medium time frame

First level Management Operational Operational

 Unit/individual perspective Planning Control
 Concerned with schedule,
budgets, rules, and specific
individual output
requirements
 Short time frame

OBJECTIVE OF THE STUDY

The objectives of the study is to determine if (CRM) has an impact

on customer loyalty, to determine if the practice of effective CRM in

organizations leads to a long or short term financial impact, to find out

the extent or degree to which effective CRM leads to customer

satisfaction and to assess if the operational services.

The main objectives of the study are:-

22
  This study is to find the facts and opinions of Customer

Relationship & Operation Management at CBRE South Asia Pvt.

Ltd.

 In accordance with the present trends it aims mainly at finding

out the CRM procedures at CBRE South Asia Pvt. Ltd.

 This study gives the brief information about the Customer

Relationship & Operational Management of CBRE South Asia Pvt.

Ltd., Pune.

Looking at some broader perspectives given as below we can easily

determine why a CRM System is always important for an organization.

1. A CRM system consists of a historical view and analysis of all the

acquired or to be acquired customers. This helps in reduced

searching and correlating customers and to foresee customer

needs effectively and increase business.

2. CRM contains each and every bit of details of a customer, hence it

is very easy for track a customer accordingly and can be used to

determine which customer can be profitable and which not.

3. In CRM system, customers are grouped according to different

aspects according to the type of business they do or according to

physical location and are allocated to different customer

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 managers often called as account managers. This helps in

focusing and concentrating on each and every customer

separately.

4. A CRM system is not only used to deal with the existing customers

but is also useful in acquiring new customers. The process first

starts with identifying a customer and maintaining all the

corresponding details into the CRM system which is also called an

‘Opportunity of Business’. The Sales and Field representatives

then try getting business out of these customers by sophistically

following up with them and converting them into a winning deal.

All this is very easily and efficiently done by an integrated CRM

system.

5. The strongest aspect of Customer Relationship Management is

that it is very cost-effective. The advantage of decently

implemented CRM system is that there is very less need of paper

and manual work which requires lesser staff to manage and lesser

resources to deal with. The technologies used in implementing a

CRM system are also very cheap and smooth as compared to the

traditional way of business.

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 6. All the details in CRM system is kept centralized which is available

anytime on fingertips. This reduces the process time and

increases productivity.

7. Efficiently dealing with all the customers and providing them what

they actually need increases the customer satisfaction. This

increases the chance of getting more business which ultimately

enhances turnover and profit.

8. If the customer is satisfied they will always be loyal to you and

will remain in business forever resulting in increasing customer

base and ultimately enhancing net growth of business.

SCOPE OF THE STUDY

The scope of operations management ranges across the

organization. Operations management people are involved in product

and service design, process selection, selection and management of

technology, design of work systems, location planning, facilities

planning, and quality improvement of the organization’s products or

services. The operations function includes many interrelated activities,

25
such as forecasting, capacity planning, scheduling, managing

inventories, assuring quality, motivating employees, deciding where to

locate facilities, and more. We can use an airline company to illustrate

a service organization’s operations system. The system consists of the

airplanes, airport facilities, and maintenance facilities, sometimes

spread out over a wide territory. The activities include: Forecasting

such things as weather and landing conditions, seat demand for flights,

and the growth in air travel.

Capacity planning, essential for the airline to maintain cash flow

and make a reasonable profit. (Too few or too many planes, or even the

right number of planes but in the wrong places, will hurt profits.)

Locating facilities according to managers’ decisions on which cities to

provide service for, where to locate maintenance facilities, and where

to locate major and minor hubs. Facilities and layout, important in

achieving effective use of workers and equipment.

Scheduling of planes for flights and for routine maintenance;

scheduling of pilots and flight attendants; and scheduling of ground

crews, counter staff, and baggage handlers. Managing inventories of

such items as foods and beverages, first-aid equipment, in-flight

magazines, pillows and blankets, and life preservers. Assuring quality,

essential in flying and maintenance operations, where the emphasis is

on safety, and important in dealing with customers at ticket counters,

26
check-in, telephone and electronic reservations, and curb service,

where the emphasis is on efficiency and courtesy. Motivating and

training employees in all phases of operations.

The famous writer and management consultant Peter Drucker

wrote; ‘The true business of every company is to make and keep

customers’. Traditionally every transaction was on paper and

dependent on goodwill which created hindrance in clutching

customers. People used to work hard in entertaining customers by

presenting new products with astonishing services; they were ready to

work overtime for grasping more and more customers for increasing

business. This too resulted in customer satisfaction and loyalty up to

some extent, but at the end of the day there was no such bonding or

relation between the two to carry on with future business smoothly.

Originally customer relationship management was based on three

major principles; shielding the current customers, fostering new

customers and enhancing asset value of all the customers. With the

advent of CRM which was integrated with high end software and

technology, business perspectives were totally changed. A CRM system

eventually emerged as consisting of company-full of information which

is depicted sophistically to increase business profit and meliorate

customer satisfaction and loyalty, on the same hand reduces business

cost and investment.

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 This study is to find the facts and opinions of Operations and

Customer Relationship management and control at CBRE South Asia

Pvt Ltd.
 In accordance with the present trends it aims mainly at finding

out the Operations and CRM procedures at CBRE.

 This study gives the brief information about the Operations

management & CRM of the CBRE.

 Operations management is a huge concept-upgrading the

services according to customers need and requirement. Since there

can be a substantial costs involved in staying above and below the

optimal range, perfect demand analyzing and prompt responsiveness

can really make difference with the right technology.

 CRM and Operations management is very important for “CBRE

SOUTH ASIA PVT LTD”. It enables the business to meet or exceed

expectations of the customers by providing highly standard services.

 The scope of the study includes the process view of CRM and

operations management in coming years.

 This study provides insight to the management of high value

concerns and also brings attention of management towards focused

control on organizational goals for next 5 years.

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 NEED OF OPERATIONS AND CRM
Customer Relationship management is the strongest and the most

efficient approach in maintaining and creating relationships with

customers. Customer relationship management is not only pure

business but also ideate strong personal bonding within people.

Development of this type of bonding drives the business to new levels

of success.

Once this personal and emotional linkage is built, it is very easy

for any organization to identify the actual needs of customer and help

them to serve them in a better way. It is a belief that more the

sophisticated strategies involved in implementing the customer

relationship management, the more strong and fruitful is the business.

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Most of the organizations have dedicated world class tools for

maintaining CRM systems into their workplace. Some of the efficient

tools used in most of the renowned organization are BatchBook,

Salesforce, Buzzstream, Sugar CRM etc.

CHAPTER-3
RESEARCH
METHODOLOGY

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 RESEARCH METHODOLOGY
Research is an integral part of our professional practice whereas

matter of fact, research and practice are two sides of the same coin

that should and cannot be separated.

An interactive enquiry process that balances problem solving

actions implemented in a collaborative context with data-driven

collaborative analysis or research to understand underlying causes

enabling future predictions about personal and organizational change

research method in Operations Management.

There are three enquiry mode approaches those are used in social

research to find answers;

 Quantitative Model Research – The quantitative model research is

rooted on philosophy of rationalism; follows a rigid, structured and

predetermined set of procedures to explore; aims to quantify the

31
 extent of variation in phenomenon; emphasizes the measurement

of variables and the objectivity of the process; believes in

substantiation on the basis of large sample size; gives importance

to the validity and reliability of findings and communicates

findings in an analytical and aggregate manner, drawing

conclusions and influences than can be generalized.

The three main branches of the quantitative approach are:

1. Management Science

2. Operations Management

3. Management Information Systems – Management Information

Systems focuses on designing and implementing computer based

information systems for business organizations. The MIS converts

raw data into information and provides the needed information to

each manager at the right time, in the needed form. Charles

Babbage was one of the earliest contributors to information

system.

 Qualitative Model research – The quantitative model research is

embedded in the philosophy of empiricism; follows an open,

flexible and unstructured approach to enquiry; aims to explore

diversity rather than to quantify; emphasizes the description and

32
 the narration of the feelings, perceptions and experiences rather

than measurement.
There are three important approaches to forecasting events. Those are;
1. Judgemental forecasting & their methods -
Personal interview, telephone interviews, Traditional Meetings,

structured meetings, Roleplaying, mail questionnaire, Delphi, Cross-

Impact Theory, and System Dynamics.

2. The Delphi Technique – Opinion Capture Techniques is

generally employed for the purpose of forecasting:

- Genius (Single individual) forecasting
- Survey (polling) forecasting
- Panel (face-to-face interaction) forecasting
- Delphi (Survey with feedback without face to face interaction)

forecasting
3. Cross- Impact Analysis – The basis of cross-impact theory is a

cross-impact matrix. The matrix has all the possible future

events in its rows as well as in its columns. The columns the

affecting events, and the rows show the affected events.

Each cell represents the strength and direction of the impact

of the column event on the row event.

 Mixed Model Research Method – In this model research both

Quantitative and Qualitative research strength can be used. It

aims to select the best methods, regardless of the qualitative –

quantitative divide, to find answers to the research questions.

Both quantitative and qualitative researches have

weaknesses. Quantitative research is weak in understanding the

context or setting in which data is collected. Qualitative research

33
 may include biases and does not lend itself to statistical analysis

and generalization. Mixed method strategies can offset these

weaknesses by allowing for both exploration and analysis in the

same study.
 Research Design in Operations Management & CRM–
Operations Management is ongoing activity as it should be monitored

consistently with periodic manner. Certain checklists, history cards,

Planned Preventive Maintenance schedule, Minutes of Meetings,

playbooks, periodic magazines, training summaries and Monthly

Management Report can be used for benchmarking of operational

activities.

INPUTS TRANSFORMATION OUTPUT

PROCESS
(Resources) (Managerial and
Technological abilities)

Labor Planning Goods

Materials Organizing Services
Capital Staffing Profits and Losses
Machinery Leading Employee
Satisfaction
Information Controlling

Technology sdasd
xcs

FEEDBACK

34
 Customer Relationship Management is important task as

after any complaints or service assistance organization / management

should ask for feedback form which will be helpful during delivery of

next services and necessary improvements. Following factors can be

used to maintain the standard requirement to satisfy the customer

through proper management;

- Making presentations
- Auditing performances
- There are four steps for report writing
 Defining the Problem and the Purpose
 Identifying and organizing the issues for investigation
 Conducting research
 Analyzing and interpreting data, drawing conclusions and

developing commendations
- Managing data using graphics
- Routine training
- Utilizing resources
- Risk Analysis
- Effective decision making
- Time and Stress Management

OPERATING CYCLE OF SERVICE INDUSTRY

A Service company’s operating cycle is the average time it takes the

company to use cash to acquire supplies and services, to sell the

services to customers, and to collect the cash from its customers.

Cash is on hand

Customers pay Cash paid

35
 For services 4 Operating cycle for 2 to employees
Service Industry

Services sold to
Customers
MISSION

World class service begins with a Mission. A mission statement tells

you why the company exists. It informs stakeholders of the company's

purpose and summarizes what a company represents.

Clients First - At CBRE...Our Mission is to deliver Superior Results for

stakeholders by:

- Putting the client first - always;

- Collaborating across markets and service lines;

- Thinking innovatively, but acting practically;

- Providing a rewarding work environment.

RISE VALUES

Respect - Treat everyone with dignity, value their contributions and

help one another succeed.

Integrity - Uphold the highest ethical standards in our business

practices.

Service - Dedicate ourselves to making a meaningful impact with our

clients and in our communities.

36
Excellence - Aspire to be the best in everything we do and drive for

continuous improvement.

These core values help us to know what is right from wrong and

determine if we are on the right path in achieving our mission. They

strengthen and reinforce our standards, give meaning to the work that

we do and create an unwavering, unchanging guide in determining our

behavior and action.

37
 STANDARDS OF EXCELLENCE

1. It is critical that we all understand CBRE's mission and our role in

making it happen.

2. CBRE's people are our greatest asset. We all add value in how we

work together toward achieving CBRE's overall objectives.

38
3. We must be aware of how our work affects and connects to

others' work. Everyone's roles and responsibilities are different

but in the end we all share a common goal.

4. In order to be the best in the industry we need to be in sync with

our client's goals and objectives. We must understand what is

important to them and how we can help them accomplish their

objectives.

5. We should treat the assets we are responsible for as if we are

seeing them through the "eyes of an owner." Seeing through their

eyes and treating their assets like our own creates value on many

different levels.

6. We settle for nothing less than "best in class" in the appearance

of every property. From curb appeal, property maintenance,

upkeep and financials, our attention to detail will ensure we push

each property toward excellence and always leave it in better

shape than we found it.

7. Serving with politeness and respect means that we stop and

consider others in all of our actions. Showing genuine courtesy

and politeness reflects a level of professionalism that is important

in creating a positive impression and building a solid reputation of

excellence.

39
8. Projecting a positive image communicates that one cares about

herself or himself; therefore, the impression to the customer is

that he or she will "take good care of me." It is important that our

appearance reflect professionalism.

9. Being involved in the planning process gives you a stake in the

ultimate success. CBRE promotes a collaborative work

environment by soliciting the ideas and perspectives of all team

members.

10. The first impression is a lasting impression. All customer

interactions should be professional, positive, welcoming and

prompt.

11. Proactively, responsiveness and follow-up demonstrate reliability

and build trust. When we follow our work all the way through it

shows our customers that they are valuable to us and that we

care about them.

12. At CBRE we take great pride in providing our employees with the

tools and support they need to be successful. Training keeps us

informed with current and relevant information. It is important

that we take advantage of the opportunities provided to us to

continue to learn and grow

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 13. Problem resolution should be one stop for the customer. We

are empowered to make informed decisions to benefit the

customer at the first point of contact. If the issue is outside of

your responsibilities, you should reach out to other team

members and work until a resolution is determined.

14. Resolving customer problems effectively is the best strategy

we have for increasing customer satisfaction. Listening,

empathizing and asking questions will help you to be more

objective and see the problem through your customer's eyes.

KEY PRINCIPLES

In addition to our Mission, Values and Standards, CBRE has four key

principles that guide our internal conduct at work and foster a culture

of community and conscience.

All employees are encouraged and empowered to police and

enforce our culture. Excellence service correlates to save time. The

better service provided, the less time dealing with negative issues.

Always provide positive feedback, recognition and compliments in all

situations. Receive constructive criticism positively and appreciate

other’s views.

To be successful with your customers, remember it is not about

you; it is about knowing and understanding the other person. Look for

41
opportunities to better connect with your customers and your

colleagues by being flexible and adjusting your style to others.

And always remember the Platinum rule of customer service -

Treat others the way they want to be treated.

Provide no negative comments without providing a solution.

These elements define and guide who we are, what we believe in and

where we want to go.

It is important that everyone knows, lives, feels and believes in the

company's Mission, Values and Standards. They must come alive in

how we work and serve our customers each day.

The Positive Alternative - A Customer Service Series

Handling Customer Complaints - Creating Excellence through

Service Recovery

The objectives of this study is to understand why customer's complain

- or don't complain - and the impact on satisfaction, how to turn

complaints into opportunities to build loyalty and how to use

L.E.A.P.® to overcome customer complaints.

No matter how much you try to give great customer service, there will

be times when your customer will have a problem and you will need a

solution.

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The problem may not even directly involve you or your team, however

to deliver exceptional customer service, you have to resolve it.

Service Recovery Statistics

50% of dissatisfied customers do not complain

If you said sometimes or never then you are not alone. According to

service statistics, as many as 50% of dissatisfied customers do not

complain, they simply take their business elsewhere. So if we think

we're doing a pretty good job because we are not hearing a lot of

complaints, then we need to think again. No news is definitely not good

news!

No News is NOT Good News

According to customer service research and focus groups, customers

do not complain because...

Complaining often involves confrontation and stress, and people simply

want to avoid that. Instead of complaining - they will just grow

increasingly dissatisfied until they decide to take their business

elsewhere.

Many think complaining is just not worth the hassle. They feel nothing

will be done or the complaint won't be taken seriously. Sometimes

people just don't know who to complain to. Instead they keep their

complaints to themselves or share their frustration with others.

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Some people don't complain because they don't want to be viewed as

negative. Considering these reasons, it is understandable that 50% of

people walk away and don't bother complaining. There are a lot of

other "things" going on under the surface.

85% of dissatisfied customers become more loyal if complaint

is handled well

There is some good news to all of these statistics. 85% of dissatisfied

customers actually become more loyal following a service problem, if

their complaint is resolved quickly and with care.

Nobody likes to receive complaints. Yet this is the method by which

customers tell us what their needs are and how we are not meeting

them.

If we can recover quickly and resolve the issue, we can actually create

a happier customer than perhaps they were before there was even an

issue.

Complaints are a Gift

According to the popular book, 'A Complaint is a Gift' by Janelle Barlow

and Claus Moller, "Customers who take time to complain still have

some confidence in the organization. Customers who complain, after

all, are still customers! In most cases, it is just easier to take their

business to the competition, so those who do complain are showing

44
some degree of loyalty."

We want our customers to tell us when things don't go as expected.

They need to be able to trust that we can do something about it.

Complaints reveal opportunities in our products and services so they

can be fixed. Often we wouldn't know about them if they didn't.

Complaints give you a chance to resolve the problem and turn a

dissatisfied customer into a "raving fan".

Just think of all of the customers that walk away...the ones we never

get a chance to regain their trust and get them to "like us" again.

Market data indicates that it usually costs FIVE TIMES as much to get a

new customer as it does to keep an existing one. So we certainly don't

want to lose the customers we already have. Resolving complaints

quickly and effectively will delight our customers and create more

loyalty.

According to J.D. Power & Associates, overall customer satisfaction is

directly related to how you handle complaints. We can create loyalty if

given a chance to prove ourselves and show how good we are even in

a crisis.

Most service related issues are not handled with the customer in mind -

an answer is simply given. Open communication is critical in service

recovery.

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 CBRE Standard of Excellence # 14

Resolving customer problems effectively is the best recovery strategy

we have for increasing customer satisfaction. There is a way to deal

with the customers so that they feel you are doing everything in your

power to solve their problem. It's amazing just how powerful your

actions and words can be. It's all about treating people like people.

Listening, empathizing and asking questions will help you to be more

objective and see the problem through your customer's eyes. It is

critical that you develop a confidence and sense of urgency in handling

customer questions, concerns, and complaints or even listening to

feedback. L.E.A.P. can help you to do that effectively.

All dialogues must employ all four elements, Listen, Empathize, Ask,

and Produce to communicate effectively.

LISTENING to the customer is the first and most important step in

handling a customer problem.

Many people assume they know how to solve a customer's problem

without even listening to the issue. Remember to listen carefully to

hear what the customer is saying to you.

This demonstrates that you care about them and their issue. People

don't care how much you know, until they know how much you care.

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Active listening involves eye contact, body language that is open and

positive, and showing that you care.

EMPATHIZING shows the customer true sensitivity and indicates that

you are concerned with solving their problem.

Empathy mirrors what your customer has said. Empathy tells your

customer, "I heard you" and shows you understood what was said.

By restating what you believe your customer has said gives your

customer the opportunity to clarify their needs.

Once you have listened to the customer and shown empathy, you are

ready to ask some questions to clarify the situation.

ASKING questions allows you to uncover their true concerns. Asking

questions focuses on your customer.

Asking questions is HARD, but if done well you will be able to see the

situation the way your customer sees it. When you ask for more

information you are able to effectively solve their problem or get

assistance from the right person. Asking questions also engages the

customer in exploring options and identifying solutions.

PRODUCING the solution only happens after you know exactly what

the problem is. Most customer service solutions are "canned" answers

and will not work in a world-class environment. We must personalize

each solution to the customer.

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 At this point, there are two possible results... either employee

should have the ability to solve their problem himself, or he should find

someone to assist him in solving the problem. Regardless of the route,

it is our responsibility to take care of the customer immediately.

L.E.A.P. starts with listening, and we may cycle around several

times always returning to listening to get a better idea of where the

customer is coming from before you are ready to produce a solution.

Most problems are simple and can be solved quickly. If a customer

is upset it is generally with a policy or the situation, not personally with

you.

But their anger and defensiveness may be directed at you. The secret

to dissolving anger and reducing defensiveness is to show you

care...sincerely. That is where L.E.A.P. will help.

 L.E.A.P. into the Complaint

In this study, we focused on the importance of handling complaints

effectively. Remember to always "L.E.A.P." into the complaint or issue.

See the situation from the customer's perspective and don't jump to

conclusions.

We often react to situations based on how they affect us and not how it

48
is affecting the customer. To deliver excellence we must focus on the

customer. Stop and truly listen to what they are saying. To fully

understand the uniqueness of each situation we must spend time

asking good questions.

When we do all of this we will make great strides in improving

customer satisfaction and loyalty

 Effective telecommunication and skills -

We can learn a lot about what not to do by understanding what drives

us crazy when using the phone.

Telephone courtesy is an often-overlooked yet essential element in

CBRE's courtesy goal. In this session we are going to outline specific

guidelines regarding the use of telephones in order to ensure a positive

first impression of CBRE.

Good morning......CBRE

...This is Sandy...How may I assist you?

Finally, "offering to assist" shows the caller that you are eager

to help.

Unless otherwise specified, the telephone greeting for all CBRE

management offices is: "Good morning or afternoon, CBRE." Follow this

simple 4-part greeting which will politely grab the caller's attention.

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  Assisting Customer in Person

The Phone Rings….If the phone rings while you are assisting a

customer in person, you should excuse yourself for a moment and

let the customer know you just need to pick up the telephone

quickly.

Answer the phone within 3 rings with appropriate greeting; Ask

the caller if you may place them on a brief hold; ...then go back to

the customer in front of you;

If you're with that customer for an extended period of time, check

back with the caller every 30 seconds.

If you are on the telephone and a customer approaches, immediately

acknowledge their presence with eye contact and a gesture showing

you will be right with them. Finish with the caller and then assist the

"walk up".

Here's how your peers have answered.

72% Automated attendant

63% Lack of good manners, rudeness or bad

attitude
42% Being put on hold
56% Speakerphones
89% Background noises
53% Not paying attention
92% Screening calls
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23% Not returning phone calls
63% Speaking too fast, not speaking clearly
13% Eating or chewing while on the phone
52% Transferring calls improperly
10% Hang ups
5% Poor reception
Delivering excellent customer service -

In this session you will learn to understand the importance of internal

customer service in achieving our overall goals and how to create a

culture of excellent internal customer service. We all understand that

customer service refers to our owners, clients, tenants, guests on our

properties, and people who purchase our goods or services. That is

"external customer service". But what about our internal customer

service?

Internal customer service is the service we provide fellow employees,

service lines or departments, as well as our suppliers and anyone else

with whom we work to get our jobs done.

Providing good customer service is not only important to external

customers, but internally to our co-workers as well.

The way that we treat each other and how well we work together

internally actually affects the external customer and the bottom line.

We may think the customer doesn't see it, but if internal customer

service is breaking down, then external customer service will suffer as

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well.

All CBRE employees are our customers. We must believe that helping

our colleagues do their jobs successfully helps CBRE and helps us.

Our Mission talks about collaborating across markets and service lines

and providing a rewarding work environment.

Our RISE values speak to respect, valuing everyone's contributions and

helping one another succeed.

Our Standards of Excellence recognize how we are all an important

part of the team, impacting each other with our actions.

We achieve excellence when we work together. And we are a partner

with our clients, customers and vendors.

 Culture of Internal Service Excellence

Ultimately we cannot deliver on our mission to put clients first if we

don't have a strong culture of internal service excellence.

Building Relationships, Collaborating to Meet Common Goals,

Exceeding Internal Customer's Expectations and Being a Good

Customer are important practices that create a culture of internal

service excellence.

 Build internal relationship Change Your Perspective –

You don't have to be best friends with your co-workers, but you do

need to work professionally with others, day after day, developing

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internal customer relationships. We should treat all internal customers

like VIPs.

Be friendly, compliment staff, encourage others and show your

appreciation. Have a positive attitude. Your attitude is reflected in

everything you do. It not only determines how you approach your job

and your co-workers, but it also determines how they respond to you.

Remember the day-to-day niceties like saying please and

thank you or I appreciate your support. Do what you say you are going

to do. This accountability builds a climate of mutual understanding and

respect.

 Get to Know Your Teammates

Another way to build better relationships is to get out of your "silo" and

get to know your teammates. Make a point to talk with colleagues from

other departments. Often they are spread out over many locations so

sometimes it takes a little more effort to get to know everyone. But it is

important to engage in conversation and ask them about what is

happening in their department.

When talking to co-workers, take a genuine interest in what

they find important. Seek to understand how you can serve them

better.

We are all working so hard that we can become short sighted, lack

53
perspective and be unaware of how other functions operate. Think

outside your job or department and think bigger picture.

 Networking Opportunities

There are many great networking opportunities within CBRE that help

you to get to know your colleagues and internal customers better. One

example is our Rising Professionals Organization whose goal is to

develop leadership potential through training, networking and

community involvement while contributing a fresh perspective to

challenge and lead the industry.

 Climate of Collaboration to meet common goals

Successful internal customer service relationships are developed in a

climate of collaboration where expectations are based on company

goals, rather than personal ones, and where everyone works together

as a team to deliver excellence to our clients.

Internal service is seen as the rule not the exception. And is

based on cooperation and partnership, not just servitude.

The internal customer service relationship is all about clear

and frequent communication. It should be one of real engagement, real

conversation, and a genuine effort to find ways to improve. An internal

supplier shouldn't ask, "What can I do to serve you?" but rather, "How,

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by my serving you better, can you and I collectively serve our

customers better?"

 Exceed internal customer’s expectations -

We all can relate to how good it feels when our expectations are

exceeded.

We should take pride in helping our internal customers and find ways

to exceed their expectations.

To exceed your internal customer's expectations you must

first know what your customer's expectations are. It is important to

clarify deadlines and Service Level Agreements.

If they have false or unrealistic expectations, explain your

workflow, priorities, processes and timelines in providing top quality

service for them. Always keep customers informed on project progress.

Nobody likes to be blindsided by delays or last minute requests for

additional information.

Identify and anticipate needs. The better you know your customers,

the better you become at anticipating their needs.

To exceed internal customer's expectations you have to work

cooperatively, be accountable and show initiative.

When we are on the receiving end of internal service we need to be a

"good customer". This helps build trust and rapport with our colleagues

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and creates a stronger team.

- Discuss your expectations. Clearly communicate criteria regarding

timelines and quality in advance. Make sure your expectations are

realistic.

- When making a request, provide all the details and information

needed for the colleague to be successful. Be prepared to provide

additional information as requested.

- Honor your colleagues' priorities, workflow and processes. Be

courteous and fair.

- Plan realistically. Last minute requests are typically due to poor

planning.

 Show Courtesy and Make Others Feel Valued

Being a good customer means showing common courtesy and making

co-workers feel valued. Recognize them with a smile and call them by

name. When someone approaches your desk stop what you're doing,

make eye contact, and be attentive to what they have to say. Express

your appreciation to them. A genuine "thank you" goes a long way in

creating an atmosphere of sharing and cooperation. Even when it is a

person's job to provide information or a product to you, tell them

"thank you" when they have done it. Show them your delight when

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they exceed your expectations. Jan Carlzon, Former President of

Scandinavian Airlines once said,

"If you're not serving the customer,

your job is to be serving someone who is."

So ask yourself:

 What are your internal relationships like?

 Do you know how you contribute to serving your external

customers?

 Do you know how well you serve your internal customers?

 Are you a good customer?

Superior internal customer service provides many benefits including

improved morale, productivity, employee retention, teamwork and

profitability. And ultimately, and perhaps most importantly, it leads to

better external service.

 Commitment to Service Excellence –

Research shows that the level of external customer service will rarely
exceed the level of internal customer service.
Customer service has to be a total company effort;
 Being "interested" in service is not enough;
 Everyone must be committed and aligned with our Mission, RISE

Values and Standards of Excellence;

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  Everyone needs to contribute daily;

This passion for service, internally and externally, will define our

outcome.

THEORITICAL FRAMEWORK
MEANING OF OPERATIONS & CUSTOMER RELATIONSHIP
MANAGEMENT
Operations is defined as the activities associated with

transforming inputs into useful outputs in order to create value. The

actual production system is defined in terms of environment, inputs,

transformation system, outputs and the mechanism used for

monitoring and control. In the traditional function approach, companies

organize activities on the basis of the type of work performed.

Operation, marketing and finance are defined as the three

functional core areas in companies. Recently, however many

companies have found that they can significantly improve

organizational efficiency and effectiveness by organizing activities on

OPERATIONS
the basis of specific value-creating processes.
MANAGEMENT
Requirements

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 Control Input -Output

Cost Resources

Overseeing Strategy

Planning

 Characteristics of Services in Operations Management -

o Intangible

o Extensive contact with customer

o Extensive participation by customer in the delivery

o Immediate consumption

o Labor-intense production

o Quality difficult to measure

 Environmental concerns of Operations –

In our pursuit of insatiable thrust of “getting & begetting” we

have, we have damaged our environment to such an extent that we

are now facing the grim of ozone layer puncture, greenhouse effect of

carbon-di-oxide emissions leading to global warming and suffocating

level of atmosphere pollution in over populated cities like Delhi and

Calcutta.
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 In response to societal concerns for the alarming rise in pollution,

most countries in the world have formulated statutes and legislated on

the following types of pollutants:

1. Solid Waste 3. Atmospheric Pollution

2. Liquid Waste 4. Noise Pollution

Government of India has also enacted the following laws:

 The Hazard Waste (management & Handling) Rules, 1989 framed

under the Environment Protection Act 1986 for solid wastes

 The Water (prevention and Control) Act 1974, amended in 1978,

1988 etc. for liquid wastes

 The Air (Prevention and Control of Pollution) Act of 1981

TYPES OF CUSTOMER RELATIONSHIP MANAGEMENT -

(I) Strategic - Strategic CRM is core customer centric business

strategy that aims at winning and keeping preferable customers.

(II) Operational - Operational CRM focuses on the automation of

customer facing processes such as selling, marketing and customer

service.

 It is known as front office CRM

 Customer Touch Point – In this system customers can addressed

through these options - Face to Face, Database driven and Mass

Media

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  Transactions that can take place are as follows - Return of Sale,

Information transaction, complaint.

(III) Analytical - Analytical CRM focuses on the intelligent mining of

customer related data for strategic or tactical purposes.

(IV) Collaborative - Collaborative CRM applies technology across

organizational boundaries with a view to optimizing company, partner

and customer value.

SALES

SERVICE
QUALITY

CRM
SUPPORT

CHAPTER-4
DATA ANALYSIS
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 DATA ANALYSIS
 The data has been gathered through interaction and discussions

with the executives working in the division.

 Some important information has been gathered through couple of

unstructured interviews of executive.

 Annual reports and other magazines published by the company

are used for collecting the required information.

A) Primary data:-

The primary data is collected by personal interviews with

officials/CBRE’s Employees from below mentioned department (each

department 10 people) with Questionnaire method.

# Customer Relationship department # Sales Department

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 # Project Department # Accounts

Department
# Purchase Department
Apart from these Observations we have collected primary data

another way which can be considered under two situations e.g.

Natural & Controlled.

There are two types of observation:
# Participant Observation # Non-participant

observation

B) Secondary data:-

Files, annual reports, periodicals, manuals and text book,

company magazines which have already been passed through the

Quarterly reports, Customer Feedback forms & Monthly Management

Report (MMR) are the secondary data which is going to be used. As

well as some more inputs can be taken from Government publications,

Earlier Research, Census, Personal records, Client histories and Service

records.

C) Field work:-

This was under taken individually to collect various information

regarding the study by visiting following sections.

1. Asset Service department:-

Information regarding planning and execution of operations

management in various wards inside the department were obtained.

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 2. Sales department:-

Information regarding service assurance and quality policy for better

customer satisfaction. Operations management and its control

procedures in various wards inside the department were obtained.

3. Accounts department:-

Remaining all the information is obtained from accounts department

through personal interviews.

After gathering the information from desk and field research the

raw data must be compiled so that the taxonomic analysis can be

performed and data can be broken up into respective parts and

segments.

Data analysis and compilation also includes data cleaning

strategy before the further analysis is performed.

PROBLEM IDENTIFICATION -

Main problems in operations management & CRM are to

answer:

What are CBRE problems in operations & customer relationship

management?

Which CRM policy optimum for CBRE?

Why? Show calculations. What should be the over level?

To answer these problems following techniques are used:

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  5 Whys Analysis
* It is based to identify the problem definition

* Study of problem by cross questioning to every answer with ‘Why’

questions till the final conclusion of occurred issue.

* 5 Whys is an iterative interrogative technique used to explore the

cause-and -effect relationships underlying a particular problem. The ‘5’

in the name derives from an anecdotal observation on the number of

iterations needed to resolve the problem.

History Card for equipment’s maintenance -

White Square

Property Management Services

Preventive Maintenance

Equipment :

Service Term :

Authorized Vendor :

Service Completed On Service Due On Initials

 Route Cause Analysis

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Route cause analysis is a method of problem solving used for

identifying the root cause of faults or problems. In this analysis we

need to analyze all possibilities in terms of occurred issue as it can be

avoided in future from strategic point of view. A root cause is a factor

that caused a nonconformance and should be permanently eliminated

through process improvement.

Root cause analysis is a collective term that describes a wide

range of approached, tools, and techniques used to uncover causes of

problems.

A cause of effect diagram can help in brainstorming to identify

possible causes of problem and in sorting ideas into useful categories.

A Fishbone diagram is a visual way to look at cause and effect.

Complaint Analysis

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 Complaint / Requests Average Monthly
Priority
Associates Complaints REMIDY
High Workstation Cleaning 8

High Gents Washroom Cleaning 6

High Ground Floor Reception 8
Average Ladies Washroom Cleaning 4
Average Carpet Cleaning 5

 Root Cause - Work not done due to either of following reason.

HK Staff do not know how the job is to be done - Technical Competency

• Workstation Cleaning Gents Washroom

Cleaning

• Ground Floor Reception Chemical & Surfaces

• Job Card Knowledge

HK Staff know the Job but do not want to do the job - Motivational

Competency

 Grooming Self Initiatives Punctuality

• Integration with other Departments Salary Satisfaction

 Training Impact Matrix

- No of complaints were increasing, due to inadequate training & knowledge

- The Activates were not prioritized depending on the criticality

- The work was not scheduled appropriately

- It is a continuous process of training to motivate the staff and support

67
 them for more improvements.

- Supervisors to be more attentive & more cautious about ongoing activities

 Now - We have trained, demonstrated and summaries the

schedule of cleaning with also giving the brief to analyzing the

critical areas.

68
69
  MMR and Operations manual –
Preparing these documents and submitting it to client on monthly
basis is mandatory for every site employees to meet the client
expectations from Operations team.
Consumables cost per year

Heads / Year 2013 2014 2015 2016 2017

Pantry 14,55,516.00 14,51,318.00 13,98,285.00 14,72,382.00 14,88,692.00

Housekeeping 9,30,072.00 9,99,218.00 10,11,618.00 9,55,360.00 10,15,529.00

Drinking Water 4,30,846.00 4,42,667.00 13,98,285.00 14,72,382.00 14,88,692.00

Graphical Presentation for the Cost of Consumable

The DG power generation is high than previous year. Graph is showing

unit consumption (KWH) This data collected from the bills of S. Balan.

70
 DG KWH

Year DG SET

2013 52300

2014 46800

2015 33600

2016 28360

2017 33600

 Apartment Adda – Operations Management Software –

In this software customer can raise complaint, make online
maintenance charges payment, Asset management, inventory
management, Meeting requests, Project or operations activity,
Invoicing etc.

Techniques for problem identification in Customer Relationship

Management
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Customer Feedback Analysis –

Understanding customer feedback, we looked at how to analyze and

understand the types of feedback most important to any business. But

once you’ve decided which feedback you want to pay attention to, how

do you transform customer feedback into something you can act on as

a company? How can you take a jumble of open-ended feedback and

use it to inform your product roadmap?

Follow these steps, and you’ll have a prioritized list of customer

insights you can act upon with confidence. You can even use the

output of your analysis to inform your product roadmap.

1. Collate your data – First, collate all the open ended customer

feedback you want to analyze, plus key metadata about each

customer, into a spreadsheet. Ideally, the metadata will include

attributes such as how long the person has been a customer, how

much they spend, date the feedback was submitted, and the source of

the feedback e.g. open ended survey question. Of course, you can use

Intercom to help gather this data. Your column headings should look

something like this:

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2. How to think about categorizing the feedback - A general rule that

you can apply to help you make sense of customer feedback is to

group it by:

 Feedback type - Categorizing your feedback into different types is

particularly helpful if you’re dealing with unclassified feedback from

your customer support team or situations where customers could

write anything they liked in a survey field (e.g. “Any other feedback

for us?”) Here are some categories you may find useful:

*Usability issue *New feature request *Bug

*User education issue *Pricing/billing *Generic positive (e.g. “I

love your product!”) *Generic negative (e.g. “I hate your

product!”)

*Junk (this is useful for nonsense feedback like “jambopasta!”)

*Other (this is useful for feedback that’s hard to categorize. You can

go back and re-categorize it later as patterns emerge in the rest of

the data)

 Feedback theme - Breaking feedback down into themes can be

useful when you’re trying to make sense of a high volume of diverse

feedback, so if your data set is small (roughly speaking, 50 pieces of

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 feedback or less) then you may not need this. The themes you come

up will be unique to the actual feedback you’ve received and will

usually relate to aspects of the product. For example, let’s say you

work on a popular product like Instagram and you’ve received a

bunch of customer feedback. Your themes might look like a list of

specific product features, like this: Photo stream, Stories, Mentions

and Profile

 Feedback code - The purpose of the feedback code is to distil the

raw feedback the customer has given you and rephrase it in a more

concise, actionable way. Your goal is to make the feedback code

descriptive enough so that someone unfamiliar with the project can

understand the point the customer was making. The feedback code

should also be as concise and true to the original customer feedback

as possible. Your job is to distil the feedback as objectively as

possible, whether you agree with it or not. Here’s an example:

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3. Get a quick overview - You want to get a feel for the data before

starting to codify it. Scan through the feedback to get a sense of

how diverse the responses are. As a general rule of thumb, if each

customer is giving you very different feedback, you’ll likely have to

analyse a higher volume of feedback in order to see patterns and

make it actionable. If you scan through the first 50 pieces of

feedback and they all relate to a specific issue in your product,

then you’ll likely have to review less.

4. Code the feedback - Time to roll up your sleeves and focus. Find a

place you won’t be disturbed and start reading through each piece

of feedback, carefully coding each row. The exact feedback codes

you create will be specific to the product that the feedback relates

to but here are a few analysis codes for some fictitious new feature

requests to give you a flavour:

 Ability to assign a task to multiple clients

 Ability to add complex HTML to tasks

 Ability to add or remove teammates from any screen

 Ability to send emoji to clients

5. Refine your coding - Pay attention to the exact language people use.

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It’s OK to start with higher level codes and break them down later. Pay

attention to the exact language people use. Issues that sound similar

upon first glance might actually be separate issues. For example,

imagine you initially see a lot of customer feedback related to “Email

issues”. However, when you read more feedback carefully, you realize

that these break down into separate issues: “Email composer bug” and

“Email delivery bug”, which are quite different. Sometimes, as you

read more feedback you realize that you need to break one popular

code down into a couple of more specific codes.

6. Calculate how popular each code is - Once you’ve coded everything,

the next step is to calculate the total amount of feedback per code.

This will help you see which feedback is most common, and what

the patterns are in your customer feedback. One super simple way

to do this is to sort the data in your “feedback type”, “feedback

theme” and “feedback code” columns alphabetically, which will

group similar items together. Then highlight all cells that have the

same feedback code and a total count will appear in the right hand

corner of your spreadsheet. Create a summary table to record all

the total counts for each feedback code.

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7. Summarize and share – After coding data, you can create a

summary of customer feedback based on issue popularity and

discuss it with your team. If you’ve got 50 pieces of feedback or

less, you can summarize the feedback in a simple table or one

page doc. This will make it much easier for you to take the

different buckets of feedback you’ve identified and channel them

to different people in your company who can take action on the

feedback. One of the most powerful things we can

do with customer feedback is to create a Top 10 list of feature

requests or Top 10 customer issues that we can then use to inform

our service roadmap. It can be hard to know how to go about

analysing customer feedback, especially if we don’t have

researchers or analysts at our company who can help. However, if

we follow the advice in this post, anyone can turn a jumble of

customer feedback into a clear summary. Best of all, we can then

use that summary to make informed decisions in our company

and, in turn, improve our services.

At CBRE we strive to be a leader in setting the standard for

service in the industry. To accomplish that we recognize that our

employees are our greatest assets. Without each of them we cannot

achieve our mission to deliver superior results.

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 However, we also recognize that the performance of the

organization is only as good as the performance of each

individual. Our clients, tenants and vendors do not work with the

entire organization, they work with us. We are the face of CBRE to

those clients, tenants and vendors. We are our key to success. When

we deliver world-class service to our client experience is one of

excellence.

Excellence does not happen on accident or just because we want

it to. It takes a tremendous organizational effort. Many processes have

to be in place to create great experiences.

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 Customer Feedback Form
Dear Valued Customer,

Thank you for choosing CBRE. It is our great pleasure to provide you the best quality of service at all times.

Customer Name : Office No.

Excellent Good Fair

1. Supervisor’s management and assistance

2. Housekeeping upkeep

3. How would you rate the quality of our security services

4. Staff’s professionalism and aptitude

5. Completion of job without breakage/damage

6. Timely complaint assistance

7. Technical & maintenance services e.g. lighting, plumbing or on call

complaints

8. How will you rate our common area maintenance services

9. Lift services / Lift man assistance

10. How will you rate for Cafeteria Services

a. Food quality

b. Food quantity

c. Hygiene & serving assistance

11. Over all facility management services

Since you are one of our key customers, we would love to have your Feedback on your overall experience with
Supreme. Your assistance in completing this form is greatly appreciated. Your honest feedback will help us to To

To serve you better and enable us to work on improving our service standards. Thank you.

Suggestion: ______________________________________________________________________________
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 LIMITATIONS OF THE STUDY
 Time restriction is only few days for project work in the

organization.
 The information which is need cannot be making by the

organization.
 The study is related to CBRE, Pune only
 The finding and suggestion cannot be generalized.
 The study covers a wide concept hence wide collection and

coverage of information not easily possible.

 Detail study about all services was not possible because of time

limit.
 Some of the information was kept confidential by the Asset

Services department.
 Study was confined only to the selected site allocated for me

(White Square Premises Co. Operative Society Ltd.

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 CHAPTER-5

FINDINGS & SUGGESTIONS

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 The company is having good service during all the years of the

study.
 CBRE Management’s turnover ratio is on increasing trend year

after year in the period of the study. It indicates efficiency of

management in turning of their operational activities.

 The company should adopt sophisticated techniques to manage

its CRM and Operations department in a better manner.

 The ERP calculated is suggesting that the company should obtain

its customer requirements by taking feedbacks frequently from

their customers rather than one time replenishment.

 Company should take measures for maintenance of equipment’s

and machineries to avoid the frequent breakdown of the

machinery.
 There is a need to develop good communication system between

various departments like marketing, planning, procurement,

operations and accounting functions.

 The company should follow Customer Feedback forms and

Operating software e.g. Apartment Adda to make operation easier

and hassle-free.

CONCLUSION

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 Operation management has to do with fulfilling the exact demand

of customer which helps to maintain the relationship with client in

future for business expansion. This often means management is

completely responsible to grab the market opportunities in this

competitive market. When the company has a quality policy in place

then we can assure the best service and it will be definitely beneficial

for any organization to keep focused attention towards 100 %

productivity of available resources.

We see that Operational Managements and Customer Relationship

Management are constantly evolving in using information and

performance management systems for organizational control.

The change and evolution is inevitable as the world moves

forward into the knowledge economy, thereby integrating new ways

and means to enhance performance and competition of organization,

in the 21 century.

All in all, This CRM solution brings customers, process and

strategies and data together so that organizations could serve and

retain customers more efficiently.

At CBRE, we are committed to delivering a service experience

that is sustainable and repeatable. Means our clients can expect and

83
receive the same world class service in every property, in every city,

every day.

Great service happens when people are competent, understand the

culture and know exactly what is expected of them.

 Direction for future research –

The ROI of Operations management will be seen in the forms of

increased revenue and profits, positive employee atmosphere and

on overall increase of customer satisfaction.

Operation management is important for keeping costs down while

meeting regulation. Supply and demand is a delicate balance in

service and production industry as operation management hopes to

ensure that the balance is undisturbed. Highly trained Operations

management and high-quality software will help make management

a success.

84
 BIBLIOGRAPHY
Following references used for the data base on theory part of
the project.
Research Methodology: A step by step guide for beginners
Author: Mr. Ranjit Kumar
ISBN: 978-93515-0133-6
Customer Relationship Management: A Strategic Approach to
Marketing
Author: Mr. Mukerjee K
Customer Relationship Management: Concepts and Technologies
Author: Mr. Francis Buttle and Stan Maklan
Customer Relationship Management: A Strategic perspective
Author: G Shainesh / Jagdish N Sheth
ISBN: 978-81-265-1831-9
Operations Management for MBAs
Author: Jack R. Meredith / Scott M. Shafer
ISBN: 1403 92862 2
 www.buzzle.com
 www.google.com
 www.referenceforbusiness.com
 http://www.managementstudyguide.com
 http://www.ignou4ublogspot.com
 http://www.sixsigma.in
 Data base and support of ERP at CBRE South Asia Private Limited
and online portal of knowledge center

 Apart from above references, I got support of our management

team and Sr. management team who shared details of actual
report or through ERP.
85
ARTICLE

86
 ARTICLE -1

Title: An operations management prospective on adopting customer

relations management (CRM) software

Author(s): Marc J. Schniederjans, University of Nebraska Lincoln, USA.

Qing Cao & Vicky Ching Gu

Taylor and Francis Online – International Journal of Production research

Citation: Stephen R. Gulliver, Uday B. Joshi, Vaughan Michell.

(2013) Adapted customer relationship management implementation

framework: facilitating value creation in nursing homes. Total Quality

Management & Business Excellence 24:9-10, pages 991-1003.

K eywords: Customer relations management software, enterprise

resource planning (ERP), Supply chain management, empirical study

Article type: International journal

DOI: 10.1080/00207543.2011.613865 (Permanent URL)

Publisher: Taylor and Francis Online – International Journal of

Production research

Abstract:
Purpose – Enterprise resource planning (ERP) systems

are made up of software that chiefly support individual functional areas

(e.g., operations management practices and policies), but seeks to

share information to support organization-wide integration goals. In

this paper we examine the influences of operations management (OM)

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customer focus policies and practices, as well as software vendor

capabilities in supporting OM, on ERP reasons for adoption of software

and vendor selection of customer relations management (CRM)

systems. An empirical study utilizing structural equation modeling

(SEM) is used to determine if an OM customer focus affects the

adoption of CRM. The results show that collaboration between OM and

marketing managers in the acquisition of CRM software improves

business performance and supports the prior research that advocates

the need for closer integration of these two functional areas. The

results also show that OM reasons for adoption of CRM can have a

moderating effect on business performance as well.

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 ARTICLE -2

Title: Methods & Techniques Used in Operational Management

Author(s):

Emily Hunsaker is a writer and marketing consultant with diverse

employment background, ranging from journalism to nonprofit

marketing. She earned her bachelor’s degree in communications from

Tulane University, in addition to an MBA from Southern Illinois

University.

Citation: Hunsaker, Emily. "Methods & Techniques Used in Operational

Management." Bizfluent, https://bizfluent.com/info-8237739-methods-

techniques-used-operational-management.html. 28 June 2018.

Keywords: Operation management, Research, Manufacturing, Service,

and Service, and Project management.

Article type: Literature review

Publisher: Online in Articles in Bizfluent / Leaf Group

Abstract:

Operational management refers to the ways in which a business

manages the resources responsible for creating goods or services

including materials, machines, people and technology. The discipline is

rooted in planning and creating processes that make the business run

more efficiently by focusing on factors such as cost control, quality

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assurance and profitability. In the field of operational management,

managers and business owners must continually improve these

processes to remain competitive. Operational management techniques

can give small business owners the chance to decrease costs, increase

customer satisfaction, boost revenue and improve the overall

operation of the company by putting processes in place for future

production.

Designing Processes The foundation of operational management

revolves around putting a set of processes in place to ultimately

improve your business’s bottom line. A process is an automatic

system that a business uses to address a specific problem.

Processes offer small businesses a host of benefits including

saving time, eliminating problems and improving productivity.

While some processes are instinctively created, others require more

planning to implement. To develop processes in your business, you

must first identify issues that happen regularly and take up a lot of

your employees’ time or issues that frustrate you. Then, create a well-

defined plan to alleviate the issue at hand. Finally, execute your plan

over and over again until it becomes routine.

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Project Management - Successful operational management

includes the use of project management techniques. Business

owners must continually make decisions regarding scheduling,

work assignments and sequencing of various projects or

processes in the short-and-long-term confines of the business.

Small businesses can make use of a variety of project

management tools or software to simplify the task of managing

projects.

When managing various projects within your business, there are four

factors to consider: schedule, financing, controls and evaluation.

Continuous Improvement - The best organizational managers are

never satisfied with their results. Instead, they always seek to

improve upon what they have done. The concept of continuous

improvement is based on a Japanese philosophy called Kaizen,

which involves identifying benchmarks and allowing your

employees to take ownership of their improvements. A business’s

processes can always be improved upon, whether you seek to

save additional time or increase revenue.

Long-term planning requires that you build upon the improvements

achieved through your operational management strategies. To create

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an environment of continuous improvement in your business, instill a

sense of employee involvement in all business processes, emphasize

the importance of teamwork throughout each process and encourage

employees to develop a sense of ownership of the business’s

processes.

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