Efficeincy of Customer Service

8/10/2019 Efficeincy of Customer Service

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Executive Summery

This report Efficiency of Customer Services of Crop Care & Public

Health Department is a presentation of 3 months long InternshipProgram as a part of academic requirement of the Masters of Business

Administration (MBA) Program. The report is prepared under the guidance

of organization supervisor in AI !imited" Mr. Bashir Ahmed" Product

Manager" rop are # Pu$lic %ealth &epartment and facult' supervisor

Mr. A. . M. Ishtiaque" Assistant Professor" &epartment of Mareting"

*niversit' of &haa. M' internship supervisor in AI assigned me this

topic and m' facult' supervisor approved the topic.

The report has four ma+or parts. The first one is the Introduction part;

in ,hich the -$+ectives" cope of the research" Methodolog' and

limitations ,ere discussed.

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econdl' in the Organization part,hich contains an overvie, of ACI

Limited. %ere" I taled a$out the compan' profile" the $acground of the

compan'" its mission" vision" values" $usiness units" qualit' polic'"

$usiness performance and rop are # Pu$lic %ealth &epartment of the

compan'.

esult part is the third one" ,hich contains the findings a$out the

efficienc' of customer services. I have collected the data from the

primar' sources" ,hich helped to collect the accurate data from the

respondents. I have collected the primar' data through In/depth

intervie, and 0uestionnaire from the Product -fficers" ustomer ervice

-fficer" 12 Area Managers" 4 Mareting -fficers # 56 tociests of

different companies in Manigon+ and handpur. The surve' questionnaire

is designed $' dividing four parts 7 product/$ased service" credit polic'"

promotion/$ased # personal/$ased services for the stociests. A

structured questionnaire is designed for the area managers and

mareting officers.

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ecommen!ation part is the most important part.It contains all the

anal'sis of the primar' data (field surve') along ,ith the

interpretation. In this research" I have tried to recommend some e'

features for improving the efficienc' of customer services of rop are

# Pu$lic %ealth &epartment. I have given importance on the qualit' of

pacage and carton" credit da's" $onus offer" training program"

promotional materials" re,ard s'stem" communication" customer

suggestion" emplo'ment of local persons etc. These

recommendations are $ased on the findings of the stud'. The stud'

reveals that the importance of customer services is increasing da' $'

da'. If the compan' can offer the customers an afforda$le customer

services" the compan' can get more competitive advantages # earn a

huge profit.

CHAPTER - ONE

Introduction

1.1. Origin of the Reort!This internship report was prepared as a compulsory

requirement for the MBA degree. From the program oce of

the Department of Marketing, ni!ersity of Dhaka, " was placed

as an intern in A#" $imited. The pro%ect is titled &To measure the

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eciency of current customer ser!ices and to identify the key

points for impro!ing the eciency of customer ser!ices'. The

pro%ect was assigned to me (y my super!isor at A#" $imited,

Mr. Bashir Ahmed, )roduct Manager, #rop #are * )u(lic +ealth

Department of A#" $imited. "t was o!erseen (y my faculty

ad!isor Mr. A..M. "shtiaque, Assistant )rofessor, Department of

Marketing, ni!ersity of Dhaka.

1.". O#$ective!

1.".1 %ro&d O#$ective!

To measure the eciency of current customer ser!ices * to

identify some key points for impro!ing the eciency of

customer ser!ices for getting competiti!e ad!antages.

1."." Seci'c O#$ective(!

To achie!e the (road o(%ecti!e the following speci-c o(%ecti!es

are required to (e achie!ed.

. To identify the customer ser!ices of the ma%or market

players of #rop #are * )u(lic +ealth./. To analy0e the customer ser!ices of pesticide industry of

Bangladesh.

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1. To compare the marketing strategies of all the ma%or

pesticide companies in Bangladesh and to -nd which

marketing strategy the clients prefer.

2. To -nd out the proper marketing strategy for ## * )+

Department of A#" $imited to increase their eciency of

customer ser!ices.

1.). Scoe of the Re(e&rch!

This report is (asically a requirement of A#" $imited to measure

the eciency of current customer ser!ices * to identify some

key points for impro!ing the eciency of customer ser!ices.

To know the customer ser!ices of the ma%or pesticide market

players in Bangladesh, the detailed customer ser!ices are the

main focus of this research. All the organi0ed (odies related to

pesticide sector are the ma%or considerations of this research.

1.*. +ethodo,ogy!

To collect the detailed information, " (asically separated the

respondents in three di3erent di!isions 4 )roduct manager,

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product ocer, customer ser!ice ocer /4 Area manager,

marketing ocer, sales ocer and 14 The stockiests.

"n depth inter!iew of the -rst respondent di!ision has (een

scrupulously scrutini0ed. Both formal question answer session

and informal discussions were the part of this research. )rimary

inter!iews of the second * third respondent sections ha!e (een

made, which was a questionnaire (ased inter!iew. #on!enient

sampling method was applied for selecting the inter!iewees.

1.. imit&tion(!

1. The main pro(lem is that, there are not enough

secondary research materials and pu(lished

information a!aila(le in Bangladesh.

2. The companies don5t pu(lish anything a(out the

customer ser!ices.

3. 6ince the competition is increasing day (y day, the

researchers are not focusing this su(%ect well enough.

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4. The information regarding the competitors is dicult to

get.

5. The research only co!ers the stockiests of Manikgon% *

#handpur.

Ch&ter - T/o

A#out The Org&ni0&tion

".1".1 Com&ny Pro',e &t & ,&nce!

Com&ny N&me ! Adv&nced Chemic&, Indu(trie( 2ACI3

imited

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Addre(( ! ACI Centre4 "*4 Te$g&on Indu(tri&,

Are&4

5h&6&-1"78.

Phone ! 988-7"-:88;:*

>>. ACI-%5. CO+

Com&ny ogo !

".1.1 Str&tegic %u(ine(( ?nit(!

Ph&rm&ceutic&,(

Con(umer %r&nd(

Agri#u(ine((-

&3 Cro C&re &nd Pu#,ic He&,th

#3 Anim&, He&,th

".1." Su#(idi&rie(!

ACI Tr&ding imited

ACI


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".1.) Executive +&n&gement!

Mr. M Anis-Us-Dowla Chairman

Dr. Arif-Dowla Managing Director

Mr. M Mohi!" #aman Chief $%erating $fficer&

'harmace!ticals.

Dr. F H Ansarey Executive Director,

Agribusinesses.

Mr. A"mal (ossain )*ec!ti+e Director&

,rae.

Mr. /e Alamgir )*ec!ti+e Director&

Cons!mer 0rans.

Mr. M!allem A Cho!h!r/ )*ec!ti+e Director&

inance 'lanning.

Mr. ,owfi!r ahman eneral Manager&

$%eration.

Mr. 'ri/atosh Datta eneral Manager&

!alit/ Ass!rance.

Ms. heema Ae ahman eneral Manager&

Cor%orate er+ice.

Mr. 'rai% ar. Chowh!r/ inancial Controller

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P&id-? C&it&, ! T&6& 1;1.7 +i,,ion.

S&,e( ! T&6& "48 +i,,ion.

Pro't &fter T&x ! T&6& 8:." +i,,ion.

Num#er( of Em,oyee( ! "1;1

"." %&c6ground!

A#" was esta(lished as the su(sidiary of "mperial #hemical

"ndustries 7"#"4 in the 8ast )akistan in 9:;. After independence

the company has (een incorporated in Bangladesh on the /2th

of change on /;./.9=: and its -rst

trading of share took place on ?9.?1.992. $ater on May ?@,

99/, "#" )lc di!ested =? of its shareholders to local

management. 6u(sequently the company was registered in the

name of Ad!anced #hemical "ndustries $imited. $isting with

#hittagong 6tock 8>change was making on // cto(er, 99@.

Ad!anced #hemicals "ndustries 7A#"4 $imited is one of the

leading conglomerates in Bangladesh, with a multinational

image. A#" is a )u(lic $imited #ompany with a total num(er of

9,:@1 shareholders. Among these, there are three foreign and

-fty local institutional shareholders. The company has

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di!ersi-ed into -!e ma%or (usinesses. Beside these, the

company has a large list of international associates and

partners with !arious trade and (usiness agreements.

".) Com&ny +i((ion!

A#"5s mission is to enrich the quality of life of people through

responsi(le application of knowledge, skills and technology. A#"

is committed to the pursuit of e>cellence through worldCclass

products, inno!ati!e processes and empowered employees to

pro!ide the highest le!el of satisfaction to its customers.

".* Com&ny Bi(ion!

To reali0e the mission A#" will

8ndea!or to attain a position of leadership in each

category of it (usinesses.

Attain a high le!el of producti!ity in all its operations

through e3ecti!e and ecient use of resources,

adoption of appropriate technology and alignment

with our core competencies.

De!elop its employees (y encouraging

empowerment and rewarding inno!ation.

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)romote an en!ironment for learning and personal

growth of its employees.

)ro!ide products and ser!ices of high and consistentquality, ensuring !alue for money to its customers.

8ncourage and assist in the qualitati!e impro!ement

of the ser!ices of its suppliers and distri(utors.

8sta(lish harmonious relationship with the

community and promote greater en!ironmental

responsi(ility within its sphere of inEuence.

". B&,ue(!

uality

#ustomer Focus

Fairness

Transparency

#ontinuous "mpro!ement

".; 5i(tri#ution Net/or6!

The company maintains strategically located sales centers in

9; di3erent locations across the country. "t has de!eloped an

ad!anced distri(ution system through its more than 1?? skilled

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and trained manpower and a large Eeet o!er ;? !ehicles. The

distri(ution system is capa(le of handling continuing !olume of

di!erse range of products from the !arious (usinesses.

The company5s distri(ution centers are highly streamlined,

computeri0ed and automated. Ge are capa(le of maintaining a

cold chain for some speciali0ed range of products such as

!accines and insulin. The com(ination of this ad!anced

function and multi dimensional capa(ilities make it possi(le to

handle hundreds of products eciently.

". %u(ine(( ?nit(!

"..1 ACI Ph&rm&ceutic&,(! "n /??2, A#")harmaceuticals ranked th in the Bangladesh

pharmaceuticals industry. "t pro!ides the market with a wide

selection of drugs across all ma%or therapeutic classes, and also

o3ers some specially medicines. A#" )harmaceutical represents

AstraHeneca, 8li $ily and #B in Bangladesh.

".." ACI Cro C&re &nd Pu#,ic He&th 5ivi(ion!

This Di!ision is holding the leadership position in the industriesI

Animal +ealth has e>perienced one of the highest growth rates

in this sector. A#" Agri(usiness has partnerships with se!eral

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international conglomerates including #e!a 6anthe Animale,

"n!esa, #B, "sago Asia and Boreegaad Taicang #hemical #o.

$td.sd>.

"..) ACI Con(umer %r&nd(!This Di!ision is a leading

Fast Mo!ing #onsumer Joods 7FM#J4 company in Bangladesh.

"n the liquid antiseptic and mosquito repellant categories, this

di!ision is a !ery strong market leader. Foreign partners

represented in (y this di!ision include Jodre% #onsumer

)roducts 7for hair care and skin care 4, )arle Jroup 7for )arle J

(iscuits4, Beiersdorf, Jermany 7for i!ea range of )roducts4

and #olgate )almoli!e.

A#" has formed %oint !entures with leading FM#J and

agri(usiness players in the region. These are

A(i&n Con(umer C&re Priv&te td


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Middle 8ast and the #"6 region. The responsi(le of foreign

consumers to our products has (een encouraging.

".8 +&nuf&cturing St&nd&rd(!

A#" has three separate manufacturing plants in the outskirts of

Dhaka. The )harmaceuticals plant is located at arayangan%I

A#" Formulations has (een setup in Ja0ipur and the Tetley

factory has (een (uilt at Lona(ari. A#" $imited is the -rstcompany in Bangladesh to ha!e attained the "6 9??

certi-cation for uality Management and "6 2?? for

8n!ironment Management. The Trading su(sidiary has also

recei!ed "6 9??/ certi-cate. At our manufacturing facilities,

we follow #JM) guidelines and standards recommended (y

Gorld +ealth rgani0ation 7G+4 for pharmaceutical

formulations.

".: 5iver(i'c&tion into ne/ indu(trie(!

A#" $imited is !enturing into new areas of (usiness, as part of

its di!ersi-cation initiati!es. Two such (usinesses (eing set up

are A#" 6alt $td. And A#" Jodre% Agro!et )ri!ate $imited.

ACI S&,t td!A#" has set up its salt plant in Kupgan%,

on the (ands of the 6hitalakhya ri!er. The plant is

producing re-ned iodi0ed salt through Thermal

8!aporation 6ystem. A#" has used technology from

#hina +ea!y Machineries #orporation 7#+M#4 in

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esta(lishing the plant. The end product will (e high

quality, freeCEowing salt with e!en, crystalli0ed

grains. The iodine content of A#" salt will ha!e a

sta(ility of more than : months. The pro%ect has (een

undertaken at an appro>imate cost of Taka 1/ crore.

ACI odre$ Agrovet Priv&te imited!Jodre% is a

pioneer in the packaged meat (usiness in "ndia. "t is

also the market leader in the poultry industry, and

the owner of Keal Jood5 (rand. A#" and Jodre% ha!e

a %oint !enture in Bangladesh to set up an "ntegrated

)oultry )ro%ect. nder this pro%ect, A#" Jodre% Ago!et

has already set up a feed mill at 6ira%gan%. This is

fully automatic pellet poultry and -sheries feed mill,

which uses technology from


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A#" Formulations $imited 7A#" F$4 is a su(sidiary of A#" $imited,

located at Ja0ipur, in the outskirt of Dhaka.

A#" F$ manufactures ma%ority of the products of A#" strategic

Business $imited e>cept for )harmaceuticals di!ision. The

factory is equipped with the stateCofCArt facilities for product

formulations and process inno!ation. These include modern

computeri0ed equipment like +)$# and J$#.

The product range manufactured at A#" F$ include #rop

)rotection #hemicals like insecticides, her(icides and

fungicides in granular, powder and liquid forms, Mosquito

)esticides in the forms of aerosols, !apori0ers and coils, and

households chemicals like toilet cleaners and hand wash.

".11 u&,ity Po,icy

A#" aims is to achie!e (usiness e>cellence through quality (y

understanding accepting, meeting and e>ceeding customer

e>pectations.

A#" follows "nternational 6tandards on uality Management

6ystem to ensure consistent quality of products and ser!ices to

achie!e customer satisfaction. A#" also meets all national

regulatory requirements relating to its current (usiness and

ensures that current Jood Manufacturing )ractices 7#JM)4 as

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recommended (y Gorld +ealth rgani0ation is followed for its

pharmaceutical operations.

The management of A#" commits itself to quality as the prime

consideration in all its (usiness decisions. All employees of A#"

must follow documented procedures to ensure compliance with

quality standards.

The pool of human resources of the company will (e de!eloped

to their full potential and harnessed through regular training

and their participation in seeking continuous impro!ement of

work methods.

2.12 Business Performance and Grot! "cenario of A#$ %imited&

Figure 'o& 2.1

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Figure 'o& 2.2

Figure 'o& 2.(

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".1) ACI imited 7#rop #are * )u(lic +ealthDepartment4

Agri(usinesses comprise of two strategic units, namely #rop

#are and )u(lic +ealth. These (usinesses deal with crop

protection products, pu(lic health products and foliar products.

Animal +ealth di!ision handles poultry and !eterinary

medicine, animal !accines and nutritional products.

A#" is ha!ing a strong distri(ution network in crop care sector

that e>tends up to the !illage le!el. Their quali-ed team

mem(ers in the -eld are pro!iding scienti-c ad!ice and modern

solutions for crop protection to the farmers. They are

contri(uting signi-cantly to the de!elopment of Agricultural

sector as well as impro!ing the economic well (eing of the

farmers in Bangladesh.

They ha!e (road spectrum of crop insecticides including (ioC

insecticides, fungicides and her(icides.

They ha!e own Kesearch and De!elopment 6tation in Kural De!elopment

Academy in Bogra for the product de!elopment acti!ities of crop care and

seeds.

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".1).1 Org&nogr&m D %u(ine(( +&n&gement!

Figure 'o& 2.)

".1)." Org&nogr&m D %u(ine(( Suort


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Figure 'o& 2.

Ch&ter - Three

Survey Re(u,t(

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).1.1 Product-%&(ed Service(

).1.1.& +&ni6gon$!

%&yer!

1. u&,ity DAppropriate.

". 5e,ivery Time D)roduct is deli!ered timely.

). Price D+igh, (ut ok.

*. Inform&tion of current ne/ deve,oment( DTo inform

the stockiests, retailers * farmers timely.

Semco!

1. u&,ity Dk, (ut should (e impro!ed.

". 5e,ivery Time D)roduct is deli!ered timely, (ut there is a

pro(lem in season time.

). Price D$ow rate.

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Syngent&!



). Price DAppropriate.



Auto EFuiment imited!


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P&dm& Oi, Com&ny!


". 5e,ivery Time D)roduct is not deli!ered timely.

). Price D+igh.


the stockiests timely, (ut not to inform the retailers * farmers

timely.

E&(t >e(t Cro Science!


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ACI imited!




). Price D+igh.


the stockiests timely * to inform the retailers * farmers timely

through trade meeting and farmers meeting.

).1.1.# Ch&ndur!

%&yer!

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). Price D+igh, it should (e minimi0ed.



Semco!


". 5e,ivery Time D)roduct is deli!ered timely

). Price D+igh, it should (e minimi0ed.



Syngent&!




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". 5e,ivery Time D)roduct is deli!ered timely, there is a

pro(lem for sometimes.

). Price D+igh.



P&dm& Oi, Com&ny!


". 5e,ivery Time D)roduct is not deli!ered timely.

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). Price D+igh.



ACI imited!




). Price D+igh.


the stockiests timely * to inform the retailers * farmers timely

through trade meeting and farmers meeting.

Setu Coror&tion imited!



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). Price D+igh.



).1." Credit Po,icy

+&ni6gon$ Ch&ndur!


+&ni6gon$ Ch&ndur

Credit imit As per potentiality

of (usiness

As per potentiality

of (usiness

Credit 5&y(

Minimum 1? days

Ma>imum 9? days

Minimum 1? days

Ma>imum 9? days

%onu( OGer

)ayment within C

1? days @

9? days 2

)ayment within 9?

days 1

Puni(hment Bonus reduction

Bonus reduction,

After ;? days N

$egal action

Agreement

#heque of (ank #heque of (ank

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Procedure #redit days start

from the in!oice

date.

6ome speci-c

products, like N

Fungicide, are gi!en

1O2 months (efore

the season time

through in!oice, (ut

credit days start in

season time.

#redit days start

from the in!oice

date.

6ome speci-c

products, like N

Fungicide, are gi!en

1O2 months (efore

the season time

through in!oice, (ut

credit days start in

season time.

Semco!

+&ni6gon$ Ch&ndur


of (usiness

As per potentiality

of (usiness

Credit 5&y(

Minimum 9? days

Ma>imum ;? days

Minimum 1? days

Ma>imum 9? days

%onu( OGer )ayment within 9?

days 1

)ayment within 9?

days 1


Bonus reduction,

After ;? days N

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9? days 1 =@ days 2

Puni(hment

Bonus reduction

/? days 1

interests

@? days @

interests

"nterests C

9C?@ days ?

?:C/? days @

/C@? days /@

Agreement

Procedure

#heque of (ank

,??,??? TL.

Deposit

#redit days start

from the in!oice

date.

#heque of (ank

#redit days start

from the in!oice

date.

P&dm& Oi, Com&ny!

+&ni6gon$ Ch&ndur

ormal

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Tye( of Credit

6pecial


of (usiness

As per potentiality

of (usiness

Credit 5&y(

Minimum 2@ days

Ma>imum :? days

Minimum 2@ days

Ma>imum :? days

%onu( OGer 2@ days 1

:? days /.@

2@ days 1

:? days /.@

Puni(hment

Bonus reduction

More than /?

days $egal action

Bonus reduction,

After ;? days N

$egal action

Agreement

Procedure

,??,??? TL. #ash

deposit

#redit days start

from the in!oice

date.

#heque of (ank,

$and mortgage

#redit days start

from the in!oice

date.

Syngent&!

+&ni6gon$ Ch&ndur

Tye of Credit )# * K# )# * K#

Credit imit As per (usiness

potentiality of

customer

As per (usiness

potentiality of

customerMinimum 1? days

)# 2@C:? days

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Credit 5&y(

Ma>imum 9? days K# )ushing in

cto(er * "n!oicing

in imum

ormal N ;,??,???

As per potentiality

of (usiness

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Tk.

6pecial N ?,??,???

Tk.

Credit 5&y(

Minimum :? days

Ma>imum 9? days

Minimum :? days

Ma>imum 9? days

%onu( OGer :? days 2

9? days 1

:? days 2

9? days 1Puni(hment Bonus reduction

More than /?

days $egal action

Bonus reduction,

After /? days N

$egal actionAgreement

Procedure

#heque of (ank

#redit days start

from the in!oice

date.

#heque of (ank

#redit days start

from the in!oice

date.


Ch&ndur


of (usiness

Credit 5&y( Minimum 1? days

Ma>imum ;? days

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%onu( OGer )ayment within ;?

days 1

Puni(hment Bonus reduction,

Agreement

Procedure

#heque of (ank

#redit days start

from the in!oice

date.


+&ni6gon$

Tye of Credit ormal

6pecial

Credit imit

Ma>imum

ormal N =,??,???

TL.

6pecial N ?,??,???

TL.

Credit 5&y( Minimum 1? days

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Ma>imum 9? days

%onu( OGer

1? days @

9? days 1


Agreement

Procedure

#heque of (ank

#redit days start

from the in!oice

date.

).1.) Promotion

).1.).& +&ni6gon$!

%&yer!

1. Incentive( ift( %onu( D1 product (onus of total

sales !olume.

C "ncenti!es , ??,???.?? N /,

1,??,???.?? N

/.@, @, ??,???.??

N 1

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-Di3erent types of gifts, such as

N

calculator, key ring, pen etc.

". Re/&rd Sy(tem NThere is no reward system.

).Recre&tion TourNThere is no recreation tour.

*.Promotion&, +&teri&,( N#alendar, poster, festoon, leaEet,

tCshirt, pen, cap etc.

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for farmers

incase of new

products O

season time.

.Stoc6ie(t Conference NPearly conference.

Semco!

1. Incentive( ift( %onu( DPearly sales Tk. @?,??,???.??

N 2.@

Tk. /?,??,???.?? N

1

Tk.?,??,???.?? N

/.@

Tk. ,??,???.?? N

/

3 Jifts are pro!ided (y company *

stockiest %ointly to retailers.

3 Tele!ision, mo(ile set etc. are pro!ided

to the stockiests for ful-lling the target.

3 Bonus ? cartons N carton, /? cartons

N / cartons.

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". Re/&rd Sy(temNKeward is gi!en to the (est stockiests on

the (asis of sales * pro-ta(ility.

). Recre&tion TourNPearly recreation tour

*. Promotion&, +&teri&,( D#alendar, poster, leaEet, pen,

pad, cap etc.

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Syngent&!

1. Incentive( ift( %onu( D1 (onus of total sales!olume.

C to / (onus for speci-c

products.

C For package program

:,??,???.?? C 2,

/,??,???.?? C :,

;,??,???.?? C ;,

/2,??,???.?? C ?,

1?,??,???.?? C /.

-Gatch, pen, key ring, greeting card

etc. are

gi!en on occasion to the

stockiests.

". Re/&rd Sy(temDThere is no reward system for the

stockiest.

). Recre&tion Tour DPearly recreation tour for the selectedstockiests.

*. Promotion&, +&teri&,(D)oster, calendar, festoon, leaEet

etc.

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.


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C For selected products ?

cartons N carton

/?

cartons N / cartons.

-Jifts are gi!en in

conference.

". Re/&rd Sy(tem DKeward is gi!en to the stockiests on the

(asis of performance 7st, /nd, 1rd4

). Recre&tion Tour DPearly recreation tour.

*. Promotion&, +&teri&,( D#alendar, poster, note(ook,

leaEet, pen, pad etc.

.


45/101

P&dm& Oi, Com&ny!

1. Incentive( ift( %onu( DTotal sales Tk. @,??,???.?? N

/.@ cash

incenti!es

-Total sales Tk. More than

@,??,???.?? N 1

cashincenti!es.

". Re/&rd Sy(tem DThere is no reward system.

). Recre&tion Tour DThere is no recreation tour system.

*. Promotion&, +&teri&,( D$eaEet, poster, pen, TCshirt, pad,

key ring etc..


46/101

-Lnowledge

(uilding program

for farmers

si>Ose!en times in

a year.

. Stoc6ie(t Conference DPearly conference.


1. Incentive( ift( %onu( D1 cash incenti!es of total

sales.

C Bonus ?? cartons N @ cartons,

@?? cartons

N /@ cartons.



*. Promotion&, +&teri&,( D$eaEet, poster, calendar etc.

.


47/101

;. Tr&ining no/,edge-#ui,ding Progr&m DTraining for

stockiests

twoOthree times

in a year

7DistrictCwise4.

- Training for retailers

incase of

newproducts.

- Lnowledge

(uilding program for

farmers incase of

new products

* season time.

. Stoc6ie(t Conference Do conference.

ACI imited!

1. Incentive( ift( %onu( D 1 O 2 (onus of total sales

!olume.

C Jifts are gi!en for ful-lling the

target.

47


48/101



*. Promotion&, +&teri&,( D$eaEet, poster, pen, cap, pad etc.

.


49/101


1. Incentive( ift( %onu( DPearly sales ,@?,??? N

@,??,??? Q /

@,??,??C ?,??,??? Q 1,

?,??,??C @,??,??? Q 1.@

@,??,?? N /?,??,??? Q 2

(onus.


target.

". Re/&rd Sy(tem DPearly reward system for the stockiests

7st, /nd, 1rd4

). Recre&tion Tour DThere is a recreation tour system after

e!ery / years.

*. Promotion&, +&teri&,( D$eaEet, poster, pen, cap,

calendar etc.

.


50/101

;. Tr&ining no/,edge-#ui,ding Progr&m DPearly training

program

for the

stockiests.

-

LnowledgeC(uilding

programs for

the retailers *

farmers 1 times in a year.


).1.).# Ch&ndur!

%&yer!

1. Incentive( ift( %onu( D"ncenti!es Total 6ales C ,

??,???.?? N /,

1,

??,???.?? N /.@,

59


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@,

??,???.?? N @

-Di3erent types of gifts, such as

N

calculator, key ring, pen etc.

". Re/&rd Sy(tem NThere is no reward system.

).Recre&tion TourNThere is no recreation tour.

*.Promotion&, +&teri&,( N#alendar, poster, festoon, leaEet,

tee shirt, pen, cap etc.

.


52/101

.Stoc6ie(t Conference No conference.

Semco!

1. Incentive( ift( %onu( DTarget sales Tk. ,@?,???.?? N

/

Tk. :,??,???.?? N

1

Tk.?,??,???.?? N

1.@

Tk. /?,??,???.?? N

2

Tk. 1?,??,???.?? N

@

C product (onus

3 Jifts are pro!ided (y company *

stockiest %ointly to retailers.

3 Tele!ision, mo(ile set etc. are pro!ided

to the stockiests for ful-lling the target.

". Re/&rd Sy(temNKeward is gi!en to the (est stockiests onthe (asis of sales * pro-ta(ility.

). Recre&tion TourNPearly recreation tour

52


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*. Promotion&, +&teri&,( D#alendar, poster, leaEet, pen,

pad, cap etc.

.


54/101

C For package program

:,??,???.?? C 2,

/,??,???.?? C :,

;,??,???.?? C ;,

/2,??,???.?? C ?,

1?,??,???.?? C /.

-Gatch, pen, key ring, greeting card

etc. are

gi!en on occasion to the

stockiests.

". Re/&rd Sy(temDThere is no reward system for the

stockiest.

). Recre&tion Tour DPearly recreation tour for the selected

stockiests.

*. Promotion&, +&teri&,(D)oster, calendar, festoon, leaEet

etc.

.


55/101

(y paying

fees.

C Lnowledge

(uilding

programs for

farmers incase

of new

products * season

time.



1. Incentive( ift( %onu( DPearly sales @,??,???.?? N

1,

?,??,???.?? N 2,

/?,??,???.?? N @.

C For selected products ?

cartons N carton

/?

cartons N / cartons.

55


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-Jifts are gi!en in

conference.

". Re/&rd Sy(tem DPearlyreward is gi!en to the stockiests

on the (asis of performance 7st, /nd * 1rd4

). Recre&tion Tour Do recreation tour.

*. Promotion&, +&teri&,( D#alendar, poster, note(ook,

leaEet, pen, pad etc.

.


57/101

Tk. 2?,??,???.?? N

1



*. Promotion&, +&teri&,( D$eaEet, poster, pen, tee shirt,

pad, key ring etc.

.


58/101

for farmers

si>Ose!en times in

a year.


ACI imited!

1. Incentive( ift( %onu( D 1 (onus of total sales

!olume.


target.



*. Promotion&, +&teri&,( D$eaEet, poster, pen, cap, pad etc.

.


59/101

training

program for the

stockiests *

retailers, trade

meeting is

arranged for them.

-

LnowledgeC(uilding

program for

farmers incase of

new

products * season time.

. Stoc6ie(t Conference Do conference.


1. Incentive( ift( %onu( DPearly sales ,@?,??? N

@,??,??? Q /

@,??,??C

?,??,??? Q 1,

?,??,??C

@,??,??? Q 1.@

@,??,?? N

/?,??,??? Q 2

5


60/101

(onus.


target.

". Re/&rd Sy(tem DPearly reward system for the stockiests

7st, /nd* 1rd4

). Recre&tion Tour DThere is a recreation tour system after

e!ery / years.

*. Promotion&, +&teri&,( D$eaEet, poster, pen, cap,

calendar etc.

.


61/101

).1.*.& +&ni6gon$!

%&yer!

1. Communic&tion - Marketing cer * 6ales cer

communicate with the stockiests * retailers from time to time.

Kegional Manager communicates with the stockiests monthly.

". Cu(tomerJ( Sugge(tion( D Top management doesn5t

accept the stockiests5 suggestions for all time.

). Pro#,em So,ution( D )roduct management team and

Kegional Manager sol!e the pro(lems of the stockiests,

retailers * farmers properly.

*.


62/101

;. Cu(tomer 5&t&(e D The company maintains the

customer data(ase properly.

Semco!

1. Communic&tion D Marketing cer * 6ales cer

communicate with the stockiests * retailers from time to time.

Kegional Manager communicates with the stockiests monthly.

". Cu(tomerJ( Sugge(tion( D Top management doesn5taccept the stockiest5s suggestions properly.

). Pro#,em So,ution( DThe company employees try to sol!e

the pro(lems properly.

*.


63/101


accept the customer5s suggestions for all time.

). Pro#,em So,ution( DThe company team always tries to

sol!e the pro(lems properly.

*.


64/101

). Pro#,em So,ution( DThe company employees always try

to sol!e the pro(lems quickly.

*.


65/101


accept the customer5s suggestions.

). Pro#,em So,ution( D The company team sol!es the

pro(lems in late.

*.


66/101

". Cu(tomerJ( Sugge(tion( DTop management always tries

to consider the customer5s suggestions.

). Pro#,em So,ution( DThe company always tries to sol!e


*.


67/101

". Cu(tomerJ( Sugge(tion( D Top management tries to

accept the customer5s suggestions, (ut not for all time.

). Pro#,em So,ution( DThe company team tries to gi!e

proper solutions of the pro(lems.

*.


68/101

1. Communic&tion -Territory cer communicate with the

stockiests * retailers from time to time. Kegional Manager

communicates with the stockiests monthly.


accept the stockiests5 suggestions for all time.

). Pro#,em So,ution( D Territory cer and Kegional

Manager sol!e the pro(lems of the stockiests, retailers *

farmers properly.

*.


69/101

". Cu(tomerJ( Sugge(tion( DTop management accept the

stockiest5s suggestions properly.

). Pro#,em So,ution( DThe company employees try to sol!e


*.


70/101

". Cu(tomerJ( Sugge(tion( DTop management accepts the

customer5s suggestions properly.

). Pro#,em So,ution( DMarketing cer * Kegional Manager

try to sol!e the pro(lems properly.

*.


71/101


accept the customer5s suggestions for all time.

). Pro#,em So,ution( DThe company employees always try

to sol!e the pro(lems quickly.

*.


72/101


accept the customer5s suggestions.

). Pro#,em So,ution( D The company team sol!es the

pro(lems in late.

*.


73/101





*.


74/101





*.


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cers ha!e gi!en information. They ha!e suggested the

following things for impro!ing the customer ser!ices N

).".1 Are& +&n&ger(!

. Training program should (e arranged for the stockiest,

retailers, farmers.

/. The customers5 requirements must (e ful-lled within

time promised.

1. To sol!e the customers5 pro(lem properly as early as

possi(le.

2. )romotional program should (e increased

@. Pearly reward system should (e introduced for

customers on the (asis of performance.

:. To communicate with the farmers regularly.

=. The distri(ution sector must (e impro!ed (y increasing

manpower.

;. The deli!ery of products must (e ensured within time

promised.

75


76/101

9. #ash incenti!es, gifts and (onus should (e pro!ided

timely.

?. Farmers5 meeting should (e arranged frequently.

)."."+&r6eting OKcer(!

. #redit policy should (e more Ee>i(le 79? days N /?O@?

days4

N 1? persons

/. #ustomers5 training program should (e arranged for the

stockiest, retailers and farmers N / persons

1. #ash incenti!es O gifts O (onus should (e pro!ided

timely

C /; persons

2. Pearly O halfCyearly reward system should (e introduced

for the top customers N 9 persons

@. The deli!ery of products must (e ensured within time

promised N 1 persons

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:. Kecreation tour should (e arranged for the top

stockiests

N / persons

=. Factory !isit system should (e introduced for stockiests

N 9 persons

;. AreaCwise stockiest conference must (e introduced N :

persons

9. The customers5 pro(lem must (e sol!ed properly as

early as possi(le C @ persons

?. )romotional programs should (e increased at the

end users5 le!el N @ persons

. Kelationship marketing 7Tour, Jifts N new year, eid

etc.4

N ? persons

/. The decisions of the (ottom le!el should (econsidered

N : persons

1. Pearly stockiest conference should (e arranged N 2

persons

77


78/101

2. )roduct de!elopment team should support more the

-eld forces N = persons

@. To de!elop the distri(ution sector more e3ecti!ely (y

increasing manpower N / persons

:. Motor (ike can (e gi!en for 6ales cers N 2 persons

=. )romotional materials should (e increased more and

deli!ered timely N 1 persons

78


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Ch&ter -


80/101

). Price DThe stockiests, retailers * farmers complain that

the price of products is high. "t will (e !ery good for thecompany, if the company follows the competitionC(ased pricing

strategy. Because the farmers are not educated in Bangladesh,

they always try to compare the price of products of di3erent

companies incase of purchasing. "f it is not possi(le for the

company to decrease the price of the products, they should

discuss with the customers that if they want to get a quality

product, they ha!e to pay e>tra something.

*. Inform&tion of current ne/ deve,oment( D

For the present competiti!e situation, it may not (e possi(le for

the company to di3erentiate the quality, price and deli!ery

time of the products with the competitors. But the company

can (e closed more with the customers (y passing all types of

information a(out the current and new de!elopments of the

products as quickly as possi(le. The company can de!elop a

well information management system.

89


81/101

*.1." Credit Po,icy!

Credit imit D Most of the stockiests are pleased with the

present credit limit. 6ome stockiests ha!e suggested that it

might (e helpful for them if the company increases the amount

of special credit.

Credit 5&y( D The stockiests are not satis-ed with the

present credit days. They ha!e suggested that the credit days

should (e increased from 9? days to /? days. 6ome products

are supplied in o!em(er, (ut these are sold in


82/101

/? days N 1

Puni(hment DThe stockiests are not pleased on the present

punishment system. They ha!e suggested that legal action

should (e taken after @? days. My recommendation is that

punishment system can (e set (y matching with the

competitors5 punishment systems.

Agreement Procedure D The agreement procedure is

appropriate. The stockiests are pleased with the present

agreement procedure.

82


83/101

*.1.) Promotion!

Incentive( %onu( DThe stockiests are not fully satis-ed

on the present incenti!e or (onus system. They ha!e

suggested that the (onus system should (e set in the followingwayC

Pearly sales ,??,???.?? N

@,??,???.?? Q 1

@,??,??.?? N ?,??,???.?? Q 2

More than ?,??,???.?? Q @

ift( -A person is !ery pleased when someone gi!es him or

her gift. "t encourages him or her to implement his or her %o(

more eciently and e3ecti!ely. 6o my recommendation is that

the company can gi!e gifts to the stockiests, good retailers and

model farmers on di3erent occasions, such as N 8id, ew Pear,

Birth day, Marriage day etc.

83


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Re/&rd Sy(tem D Keward system creates a competition

among the employees or customers. +uman (eing always tries

to present them as a superior person. "f they get anyopportunity, they try to utili0e that opportunity. 6o the

company can introduce a reward system for the stockiests. The

company can pro!ide a reward to the (est stockiest or the (est

three stockiests of an area in a year. This reward system will

moti!ate them to do their (usiness more e3ecti!ely and

eciently.

Recre&tion Tour D)eople always like to see natural (eauty,

to rela> for sometimes, to keep fresh them. Kecreation tour

gi!es them that opportunity. "t gi!es them a pure satisfaction.

6o the company can arrange a yearly recreation tour for the

(est stockiests.

Promotion&, +&teri&,( DThe company can use calendar,

tee shirt as a promotional material, (ecause these can (e used

for a long time. Tee shirt can (e gi!en to the farmers.

There is an o(%ection of the stockiests that the promotional

materials are not supplied in the right time. "t is a serious

pro(lem. At the present competiti!e situation, promotion is

!ery important part of (usiness. The promotional materials play

84


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a !ery important role incase of creating demand. 6o the

promotional materials must (e supplied to the stockiests,

retailers and farmers (efore supplying the products O at the

right time.

Tr&ining no/,edge-#ui,ding Progr&m DTraining

makes a man perfect. "t gi!es people con-dence. "t helps them

to do their %o( more e3ecti!ely and eciently. "t helps to

impro!e the performance. 6o training is so necessary for the

stockiests, retailers and farmers.

Training can (e arranged for the stockiests two times in a year

areaCwise. Training can (e arranged for the retailers four times

in a year districtCwise. LnowledgeC(uilding programs can (e

arranged more systematically for the farmers. The farmers are

the end users of the products. They are the most important

persons of the (usiness. 6o the company can gi!e them a

proper knowledge a(out their acti!ities and can (e closed more

with the farmers.

Stoc6ie(t Conference DThe stockiests ha!e suggested for

a yearly conference. "t is !ery important for them. "n the

conference, they can share their e>perience, knowledge a(out

the (usiness with each other. They can understand their

85


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strengths, weaknesses, opportunities and threats. They can get

a guideline for their (usiness for the future.

*.1.* Per(on&,!

Communic&tion!

Tye( of Communic&tion! There are three types ofcommunication which are !ery important for the company for

doing their (usiness e3ecti!ely and eciently. These are N

. Peo,e-oriented communic&tion! FaceCtoCface

communication can (e !ery e3ecti!e for (uilding a strong

relationship with the customers. Kemem(ering personal

information will make them feel special. The company

employees communicate with the stockiests and retailers

e3ecti!ely, (ut not with the farmers. But farmers are the

most important persons for the company. 6o the company

has to focus specially on them.

86


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/. %u(ine((-oriented communic&tion! This type of

communication is concerned with (usiness issues, such as

N identifying the -nancial %usti-cation of any customer and

ensuring that they get !alue for money. The company can

de!elop a timeCsa!ing system for doing the (usiness more

e3ecti!ely.

1. Technic&,,y-oriented communic&tion! The #ompany

can utili0e an opportunity to demonstrate products to the

farmers. The farmers will get more con-dence on the

products.

Profe((ion&, +e((&ge!The #ompany can pro!ide the

following professional messages to the customers N

Ge are professional

Ge are ecient

Ge know what we are doing

Ge can help you

Ge can make your life easy

87


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Ge are interested in you

Ge are glad to see you

Ge are friendly

Ge maintain a speci-c standard

Cu(tomer(J Sugge(tion(!

The customers are the (usiness partners of the company. The

success of the (usiness is dependent on them. 6o their

suggestions are !ery important for the company. The company

can de!elop a system for taking !alua(le suggestions from the

stockiests, retailers * farmers. "f top management accepts the

customers5 suggestions, they are moti!ated to do their

acti!ities more e3ecti!ely and eciently. They consider the

company as a friend.

Pro#,em So,ution(!

88


89/101

"t is !ery important for the company to sol!e the pro(lems

properly. The company employees can follow the following

steps for sol!ing the pro(lems properly N

1. i(tening to g&in &n o#$ective overvie/! Full

concentration should (e gi!en to the customer5s story so that

the responsi(le person can act on facts and not assumptions.

".Em&thi0ing /ith the cu(tomer!"t is important that the

employees show that they understand how customers feel.

8mpathi0ing with customers shows them that they are (eing

listened to and that some(ody is willing to help them.

). Ao,ogi0ing &nd o/ning the ro#,em! #ustomers

(ecome irritated and disillusioned with organi0ation who make

it dicult for them to complain. #ustomers should always (e

treated with respect and consideration.

*. T&6ing &ction to re(o,ve the ro#,em! The pro(lem

should (e in!estigated and resol!ed promptly. "f more time is

needed to accommodate the customer, he or she should (e

kept informed and gi!en a time when they can e>pect furtherinformation or a solution.

8


90/101

.


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*." Conc,u(ion

A#" $imited is a giant (usiness organi0ation in Bangladesh.

They are doing their (usiness allo!er the country. Their

contri(ution to the economy is !ery high. #rop #are * )u(lic

+ealth Department is one of the 6B5s in A#". " had the

opportunity to work for this Department during my internship

program. " was placed at the +ead ce of A#". During this

time " got an opportunity to o(ser!e the o!erall customer

ser!ice process of ## * )+ Department. " also got the scope to

interact with customers and re!eal their e>pectations and

perceptions a(out the organi0ation5s ser!ices. During my

interaction with customers " felt that somewhere there are gaps

(etween customer e>pectations and organi0ation5s ser!ices

and since the management has gi!en emphasis on (etter

customer ser!ices and more customer satisfaction.

1


92/101

This research has pro!ided some interesting insight into

what kind of ser!ice the customers gi!e importance to

and what quality ser!ice they get from A#". "t is quite

o(!ious from the research that the customer

requirements are not fully met and they are !ery

dissatis-ed with some of the aspects of the organi0ation

7credit policy, promotional materials, package and carton

quality, stockiest conference etc.4. A#" should gi!e more

e3ort on the customer ser!ices so that strong relationship

with the customers can (e maintained.

Finally, " would like to say that this internship at A#" has

increased my practical knowledge of Business Administration

and made my MBA education more complete and applied. "n

this report " got the opportunity to apply !arious tools and

concepts " learned in my MBA courses. 6ome such courses were6er!ice Marketing, 6trategic Marketing, Marketing

Management, #onsumer Beha!ior etc. " look forward to work as

a permanent employee of this Department of A#" $imited.

2


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ELHI%ITS

A. uestionnaire for Area Managers * Marketing

cers

'ame& 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Designation& 4 4 4 4 4 4 4 4 4 4

4 4

5erritory 4 4 4 4 4 4 4 4 4 Area& 4 4 4 4 4 4 4 4 4 4 4 egion& 4 4 4 4 4 4 4 4

+easuring t!e efficiency of customer services

1. : am ha%%/ with the organi"ation;s %resent c!stomer ser+ice %olic/


94/101

2. ,he em%lo/ees in m/ e%artment wor> as a team


95/101

19. ?e inform the clients ao!t the c!rrent an new e+elo%ments regaring the !siness


96/101

a. trongl/ Agree . Agree c. =e!tral . isagree e. trongl/ Disagree

18. ?e ha+e a follow !% s/stem after selling the %ro!cts -

. trongl/ Agree . Agree c. =e!tral . isagree e. trongl/ Disagree

1. C!stomers thin> that /o!r %ro!cts; %rices are a%%ro%riate


97/101

a. trongl/ Agree . Agree c. =e!tral . isagree e. trongl/ Disagree

25. AC: alwa/s hanles the oections %ro%erl/


98/101

#redit&

1. ,/%es of creit


99/101

5. actor/ +isit nowlege !iling @ e!cational %rogram iest conference -

Persona-&

1. Comm!nication


100/101

,han> /o! for /o!r time an assistance.

Bib-iogra!y

1.Meas!ring C!stomer er+ice

- Fenn/ (a/es

rances Drege B18& 'age-B135-13

2. C!stomer er+ice an !%%ort

- Colin . Armistea an Clar> B12& 'age- B265-279

3. Deli+er $!tstaning C!stomer er+ice

- !san Dere> =ash < B2992

4. 'rinci%les of Mar>eting

- 'hili% otler ar/ Armstrong B2996

5. Mar>eting Management

- 'hili% otler e+in Gane eller B2995& Cha%ter-5

199


101/101

6. 0!iling a er+ice C!lt!re

- Gifes>ills :nternational Gt. B1

7. Meas!ring C!stomer atisfaction

- ichar erson B13

8. AC: Ann!al e%ort < 2994

. AC: Ge( )age GGG. A#"CBD. #M

Documents

Efficeincy of Customer Service