Saunders, et al (2007) describes “Reviewing the literature critically will provide the foundation on which research is built”. Thus literature review forms an integral part of the entire research process. The literature that would be reviewed would reflect marketing strategies and quality of service for bringing sustainability in the long run.
2.1 BRAND COMMUNICATION
A significant source for company sustainability is the development of a brand. It could be communicated by following above-the-line communication and below-the-line communication. Broderick and Pickton (2005) explain ATL (above-the-line) communication as advertising promotion, which uses the commission paying mass media; it includes television, press, cinema, radio and posters. This communication channel is widely used for targeting mass markets, because it provides maximum reach. Smith (1999) defines ATL communications as any advertising which has to pay for the space it uses TV, press, print, cinema or radio space, all cost. On the other hand BTL (below-the-line) communication uses different communication methods. Broderick and Pickton (2005) define BTL as marketing communications which use non-commission paying media in all its forms. It involves all types of promotion other than advertising. Lancaster (2005) also expresses BTL as forms of non-media communication. Once the communication gap has been catered through brand awareness between the organisation and its customers a need arises to develop a mutually beneficial relationship.
2.2 RELATIONSHIP MARKETING
Relationship Marketing is defined as the identification, establishment, maintenance, enhancement, modification and termination of relationships with customers to create value for customers and profit for organization by a series of relational exchanges that have both a history and a future (Kanagal, 2009).
Fig 2.2.1
The central element of relationship marketing is exchange and has moved form traditional transactional to relational approach. The necessity of relationship marketing generates from the changing dynamics of the global marketplace and the requirements of expansion for competitive success (Rich, 2000). Literature seems to agree that the relationship approach is an emerging perspective in marketing. (Gummerson 1997; Moller and Halien 2000). Scott (1995) stated the development of relationship marketing by signifying that “Relationship selling moves the dyadic exchange associated with personal selling from a short-term transaction orientation to a life-long process where immediate closings might be postponed on the basis of more effectively meeting customer needs”. The principal driving force behind the relationship marketing is to cultivate a long-term relationship and thus creating repeat purchases (Yau et al., 1999).
Buyer’s perspective for customer relationship
Fig 2.2.2
These repeat purchases would only incur if buyer’s view towards customer relationship is considered as shown in Fig 2.3.2. It is imperative for organizations to attain competitive strategy and according to Bharadwaj, 1993; the rationale behind competitive strategy is to achieve a sustainable competitive advantage (SCA) for enhancing business performance.
With regards to a service industry central focus has to be linked with provision of quality service to its customers creating a relationship beyond customer services. Not only this to have a successful relationship marketing, a company must have both a flow of new customers and there must be a restriction on customers exiting (Leaky Bucket Theory). Although Relationship marketing focuses on dual prospects of acquisition and retention strategies, the retention strategies has more prominence. As proposed by Buttle, 1996; the dual benefits of customer retention include : (a) existing customers are less expensive to retain than to recruit, (b) securing a customer’s loyalty over time produces superior profits. The framework for relationship marketing signifying the role it plays in this discussion has several prospects as below, which justifies the very reason for its existence.
2.2.1 Relationship Marketing - A channel to ‘Moments of Truth’
In service industries, there exists a direct (social) contact between consumers and the firm. This ‘service encounter’ can be a significant part in service delivery which is often known as a ‘moment of truth’ (Johns, 1999). This very basis influences the organizational marketing strategy and leads to an emotional reaction manifested in the satisfaction/dissatisfaction with the products or services purchased (Woodruff et al., 1983) and the experience they had come across.
2.2.2 Relationship Marketing - Improves profitability
The return on relationship model (Gummesson, 1999) suggests that good relationships leads to good quality and good customer satisfaction. High-quality quality arises as internal relationships / employee relationships are fostered. Superior customer satisfaction results as customer needs are precisely met and wants are comprehended better and served better. This would eventually lead to customer retention and subsequently improved profitability.
Relationship marketing have had its share of importance in service industry and it is stated that ‘Relationship marketing is attracting, maintaining and – in multi service organizations – enhancing customer relationships’ (Berry, 1983). Relationship marketing covers the foremost objective of improving long term financial performance. It exploits the relationships with customers and thereby pays off substantially where exists a high switching cost of products and services.
2.2.3 Relationship Marketing – A fabrication of partnership
Relationship Marketing cultivates an external partnership that looks after the mega-marketing needs of a business. It enables such partnerships through networks (individual relations); collaborations (organizational relations) including alliances. This would bring an element of trust and commitment and foster synergy between customer-firm relationships.
2.2.4 Relationships are all around us – A buy in of Customer Attention.
This marketing concept is not just limited to customers. It means that unless a firm is able to ensure employee satisfaction and employee loyalty through its effective internal relationship management, it cannot capture the central antecedent of customer loyalty. Internal marketing produces customer oriented staff gaining customer attention.
2.2.5 Protect Emotional well being
The major strategy of Wateen through relationship marketing tool is protecting emotional well being of customer. Customers are made to feel important, sudden spike in demand are managed. Customers rely on the firms due to the very reason and eventually raising the revenue of the firm leading to profitability.
2.2.6 Build Trust with Customer
Relationship marketing is built on the basis of trust, as research demonstrates (Morgan and Hunt, 1994). Trust is a ‘willingness to rely on an exchange partner in whom one has confidence’ (Moorman, Deshpande and Zaltman, 1993). Here comes the mutual benefit achieved through good intentions’ of partners.
2.3 SERVICE QUALITY ASPECTS
The mainstay of service quality is to delight the customers on a consistent basis reinforcing service loyalty of firm towards customer, subsequently affecting a responsive and sustained patronage.
Globalisation and awareness among the masses through media have made services at the disposal of customers’. Sustainability and competitive advantage becomes a survival element for organizations. Despite the efforts by organizations into its services, a customer would be only willing to purchase from a company if it is convinced of the value and utility.
This very thought brings the survival of the ‘fittest’ which would make them ‘fit into the customer needs’, thereby providing quality services. Here develops the need for ‘conformance to requirements’ (Crosby, 1979) applicability in the services sector. A firm would only be able to conform that is to fulfil the needs of its customers when they understand their requirements. For this very reason, organisations need to follow the maxim of ‘staying close to the customers’ (Peters and Waterman, 1982), in order to discover the requirements of the customers. Once the customer requirements are comprehended through effectual market orientation, organisations must match to the standards for ensuring to meet the high quality perception of customer.
2.3.1 Organisation culture that cares for its customers
This approach in linked with the prior discussion with regards to meeting customer perception of high quality through market orientation thereby bringing a customer to ‘feel good’. This would be possible only when customer would feel its needs met.
2.3.2 Market orientation – focusing on and assessing customer needs
Market orientation is an imperative precursor to effective customer care (Kenneth, 2007). We can also review the definition by Deshpande and Farley (1998, p.213) for market orientation as: ‘The set of cross-functional processes and activities directed at creating and satisfying customers through continuous needs-assessment’.
2.3.3 Service quality – showing the customer that you care
Service quality may be measured to be the ‘feel good’ factor, which is perceived by customers during the process of service delivery. This is the customer perception when they receive the services from their provider. Through high-quality service, an organisation can show its customer that it truly cares (Kenneth, 2007). Parasuraman, Zeithaml and Berry (1988, p.16) offer the following definition of perceived service quality: “a global judgment, or attitude, relating to the superiority of the service”.
2.3.4 Market orientation – leading to better service quality
If customer aspirations are fulfilled, the service delivered achieves its meaning. For instance, if customer is waiting in a long queue waiting to pay his bill, then the process of serving customer within shortest turn around time needs to be re-engineered and thereby adding value to the service.
It has become imperative for organizations to conceptualize the service concept beyond the short term ‘financial’ and long term ‘relational’ value. Berry (1987) proposed the idea of earning loyalty by being loyal. Customers’ perception of exceptional service is often associated with the personal interaction of the employees (Kandampully, 1993). Services management literature has repeatedly emphasized the importance of the human element in the delivery of superior service (Crosby & Stephens, 1987; Gronroos, 1990b; Parasuraman et al., 1985; Solomon et al., 1985).
SUMMARY
The literature reviewed reflects a number of discussion areas by various authors and depicts not just theories but the vigorous research conducted in these areas. The discussion has been from the very initial branding strategy of Wateen towards its work to relationship marketing providing an outclass quality of service. The above the line and below the line strategy has been viewed. The reason of Wateen in using these promotional balance mediums has been very apparent. Wateen fundamentally focused on reaching the broad population with emotional appeal through above the line strategy. Followed by this to achieve a cut through edge in the emerging market and to develop one to one relationship with consumers it used below the line strategy. This provide a linkage with various aspects of relationship marketing with regards to the fabrication of partnership, the building of trust, making customer as the centre of attention and eventually bring delight to customer through moments of truth. Here generates a notion of bringing the people closer as by making a relationship of mutual benefit. Another area of literature has been the service quality aspects that interlinked with the relationship that is created. Making a caring organisational culture, assessing their needs and providing a market orientation has all been part of Wateen performance excellence.
Research is a philosophy and way of human life with indivisible component of human knowledge. According to Clifford Woody, research consist of defining and redefining problems, formulating hypothesis, collection, organisation and evaluation of data with suggested solutions, making deductions and reaching to a conclusion. This section would be highlighting the means of collecting, sampling and analyzing data and integrating it into the desired result of this research. I would be detailing the research methodology used including research design, data collection and analysis along with validation of my result. Saunders’ Research Onion process would be applied as a basis of my research following its various layers and thereby linking each layer with my findings.
(Source: Saunders, 2007)
3.1 RESEARCH METHODLOGY
The research strategy undertaken depends on how the problem looks, what questions the problem leads to and what end result is desirable (Merriam, 1994). There are two types of research philosophies. The positivist approach, testing hypothesis generated from theory, mainly quantitative data and statistical analysis. It decides if results confirm or refute the theory. The quantitative approach makes it possible to do statistical comparisons and compare series of data (Andersson and Nylander 1999). The phenomenological approach derives its conclusions based on investigation, qualitative data, and lets the investigation guide the project. This approach increases the understanding of the case studied since it can penetrate deeper into each case (Rott 2000). Methodological triangulation, collecting both qualitative and quantitative data, avoids using just these extremes. I will conduct a triangulation approach on both qualitative and quantitative sources.
3.2 RESEARCH APPROACH
As depicted in the Saunders’ Research Onion there are two approaches namely deductive and inductive. Deductive approach is connected to quantitative and positivist research. It answers questions of what, when and how. Follows a predetermined design, establishes causality and confirms theory. It develops theory and tests the hypothesis through empirical observation (Lancaster, 2005). Inductive on the other hand is associated with interpretative, qualitative studies. It collects data and analyse that data and develop a theory, model or explanation. It can answer why and how. Follows a flexible research design, explains causality and develops a theory (Jones, 2004). The reason for conducting an inductive research is to develop a theory on the basis of empirical observations.
3.3 RESEARCH STRATEGY
As decided following an inductive approach, an exploratory research would be conducted as it is an initial research which analyzes the data and explores the possibility of obtaining as many relationships as possible between different variables used in research. The research work that would be performed would be creating as many relationships between various variable that would be found during the research. Case studies are appropriate to answer “how and why” questions, when the focus is on a contemporary phenomenon with a real life context (Yin 1999).
My dissertation would start by using structured interview with the management of the company and would assemble data on their customer behaviour, buying patterns and customer groups as well as practises which the company uses.
3.4 SECONDARY RESEARCH
The secondary data collection involves less time, effort and costs. Such data can be collected from internal and external sources of information. Most of the data that would be used in this research would be from internal source being the churn analysis figures, the customer satisfaction surveys and feedbacks. Also a comprehensive secondary data analysis would be carried out to give a better understanding of the literature and theory behind their success phenomenon.
3.5 RESEARCH IN AN ORGANIZATION
The research conducted involves primary data collection through telephonic interview and surveyed questions via email.
3.5.1 Primary Research
Searching for an answer for our research question or testing of a hypothesis to validate out collected information, may necessitate us to go beyond the assessment of existing data. This generates a need for Primary research that is data which isn’t available and need to research for our explicit needs. While conducting my research I would be having telephonic conversation with management about its marketing strategy and success factors so as to gain my primary source of data.
3.5.2 Primary Data Collection
Both qualitative and quantitative methods of research would be followed. The bank of information in primary data collection would be organization itself and its officials. Primary research delivers more specific results than secondary research, which is an especially important consideration when you're launching a new product or service. In addition, primary research is usually based on statistical methodologies that involve sampling as little as 1 percent of a target market. This sample can give an accurate representation of a particular market. According to Joseph, qualitative data are not restricted to the results of specific method. You are the research instrument in a qualitative study and your eyes and ears are the tools you use to make sense of what is going on.
3.5.3 Sampling
As we know, sample is a valid representation of population (Cunningham et al, 2011). The term sampling is referred to a study that is significantly detailed of comparatively small section taken from a large section of population Chisnall (1997). Researchers work hard to ensure that the sampling techniques produce useful data.
3.5.4 Defining the Target Population
This is the group that is theoretically available to a researcher and to which the researcher plan to generalize the results (Kerr, J. Wood, M., 2009). The sample taken from the population is only limited to the few prospective customers from the Wateeninternal survey list from age of 18-35.
3.5.5 Sampling Technique
Random sampling means that there is an equal chance of each possible outcome to occur. Non probability sampling is judgemental without statistical rules. These methods need to be used cautiously due to inferences. If the data collected and is interpreted in the right condition (Cochran, 1977), this technique could be very useful. I have tried to utilize the non probability sampling in this research.
3.5.6 Sample Size
The aim of sample size planning is to approximate a suitable number of subjects for a given study (Hulley, 2007). Prospective customers of 35 had been targeted to gather the information.
3.6 QUESTIONNAIRES
The questionnaires are written list of questions to which the respondents record their answers (Kumar, 2005).The very fact about the anonymity of questionnaire and lack of face to face interaction with the researcher, could involve sensitive questions as part of the questionnaire, however, the sensitivity of under or over reporting need to be considered.
3.6.1 Questionnaire Design
There are a total of 12 questions taken both include the open end and closed end nature of questions. With close ended questions the basic info of target audience is analyzed, however, freedom of expression has been given by providing open ended questions to better grasp the views of respondents about the service they perceive.
3.6.2 Why Questionnaires
In questionnaires, respondent read, interpret and then provide their feedback about the subject. The reason for selection of this form has been to provide an unbiased reliable and direct feedback from the end users.
3.7 INTERVIEWS
An interview is a useful technique to for collecting in depth information. The interview has been specifically taken form the Regional Head of Customer Services of Wateen apart from the continual discussion throughout the dissertation. The interview involved structured predetermined set of questions which were open ended.
3.7.1 Why Interviews
The reason for selection of telephonic interview was to receive spontaneous response and cost would be significantly reduced due to geographical dispersion. The structured interview was conducted due to time constraints and it helped to assure comparability of data (Kumar, 2005). The questions have been open ended to provide freedom of expression and avoid researcher’ bias.
3.8 VALIDITY, RELIABILITY, GENERALISABILITY
There are various kinds of validity and reliability, threats to these cannot be eliminated completely however can be attenuated by giving attention to both throughout the piece of research.
3.8.1 Validity:
In quantitative terms, validity is taken to mean ‘the determination of whether a measurement instrument actually measures what it is purported to measure’ (LoBiondo-Wood & Haber 1998, p. 561). As far as this research is concerned the data is claimed valid till the time of research. All efforts have been made to keep the information as close to the existing facts. However, with continuous development the philosophy might change which would make the data lose its weight.
3.8.2 Reliability:
The traditional understanding of reliability focuses on standardizing data collection instruments (Mason 1996, p. 24). It is the measure of consistency over time (Louis et al 2007).While conducting research this reliability factor has been kept in mind in relation to Wateen and the quality of information gathered from internal secondary sources. I have ensured that the findings are not bias and have been cautiously analysed to provide a sound research.
3.8.3 Generalisability:
Generalisability is the extent to which there is a possibility to generalise from the data and context of research study from broader population while conducting research study (Painter et al., 2006). I have tried to take the generalised concepts of relationship marketing and service quality and shown a connection with Wateen’s implementation of these concepts.
3.9 IMPORTANCE OF RESEARCH
The importance of conducting this research has been the continuous involvement of companies with their customer base. The initial aim is to identify company’s individual customers, creating a relationship that extends over many a transaction with them and the ways they maintain a loyal customer. These elements along with differentiation, low cost and providing a service that meets customer satisfaction ultimately result in sustainable competitive advantage which is the core topic of discussion of this research.
3.10 ETHICAL ISSUES, CONSENT AND ACCESS
3.10.1 Ethical Consideration
Ethics is the process of studying moral standards and examining how we should interpret and apply them in various situations (Bart et al 2011). Ethics in research means the appropriateness of your behaviour with regards to the subject of your research. Thereby the way we formulate and clarify our research topic, design access, collect data, process and store our data, analyse data and findings in a moral and responsible way (Saunders et al 2007) would lead us to remain under ethical parameters. I have made every effort while formulating the research that it follows the code of ethics and no confidential data has been used apart from inferences drawn from them.
3.10.2 Resource Access
It was a nobility to be involved with management as I had had the pleasure of working with Head of Customer Services in my previous organisation. The major link to all levels of interaction was the Regional Head of Customer Services South, Mr.Kamran Ali Khan, who is one of my closest friends. I would be accessing most of the quantitative and qualitative data used in my research through my friend and it was highly appreciated that he provided me the internal data.
In consideration of the above dissertation, a set of questions have been surveyed and the findings are provided as below with the statistical data as below.
4.1 PARTICULARS
4.1.1 Gender
According to the frequency results table 4.1, 57.1% of respondents are male and 42.9% are females. These are randomly selected individuals.
Table 4.1
4.1.2 Age
Consistent to the target market, the age group is a selection of 18-35. As in table 4.2, all are young vanguards, starting from 22.8% (18-23 respondents) to 34.2% (24-29 respondents) to 30-35 age groups with highest frequency of 43%.
Table 4.2
4.1.3 Qualification
The lowest frequency was with the certifications about 2.8%. Majority respondents were the professionals of about 45.6% and the college / university grads were nearby around 42.8%.
Table 4.3
4.1.4 Employment Contract
The respondents contacted were young college / university grads and young professionals penetrating into their careers. About 68.5% were full time leaving behind 28.7% who are not operational into jobs and barely 2.8% part time.
Table 4.4
4.1.5 Usage of Internet
The growing internet usage has made it part and parcel of daily routine in business and personal life as reflected in table 4.5 reflecting highest frequency of 85.7%. The rest is catered by limited users by 14.3% and none in monthly category cause of its very significance.
Table 4.5
4.1.6 Purpose of Usage
Internet usage is used for multi purposes. As depicted in table 4.6, the frequency is 57.1%. The others include 8.6% for entertainment, 14.3% for studies and 20% for work.
Table 4.6
4. 2 QUESTIONNAIRE
Is Wateen able to provide fast and reliable broadband services?
It is clearly evident from the graph the level of service by Wateen.
Do you think the Wateen package offer competitive rates?
Price comparison with Wateen is also fairly suitable for most of the users.
Coverage of Wateen network?
The coverage is as good as any service provider could make it available from the below ratings.
What are the customer expectations from Wateen?
Response: The overall response received was based on 2 main expectations:
- To provide quality of services.
- Swift resolution of complaints.
80% Customers were of the view that the service provider need to consider these two major elements. The service has to have good coverage with regards to quality about the Wateen network with lowest possible downtime. The other 20% had multiple views and wanted value added services.
What are the competitive advantages over its rivals?
Response: The best coverage and price element was the analysis from almost 100% customers. Many of them have heard from the word of month about the coverage and want to join the network. Regarding the price the prospects were definitely satisfied with regards to the comparison of other service providers. (See. App. B for price comparison). As its more of quality that of network that people are focused about since heavy users of internet need a continual service without interruption.
Do you think ‘wow’ factor would urge customer to join ‘Wateen as my Winner’?
Response: About 75% were in agreement. Customers expect companies to fulfil their social responsibility towards society, apart from the profit motive. Companies are highly regarded which show care towards the community and a soft corner is developed towards the company. The remaining 25% had a mutual feeling in affirmation and non affirmation.
4.3 INTERVIEW RESPONSE
4.3.1 Questions from Management
From service quality to service loyalty, a relationship exists which goes beyond customer services, how far Wateenhas been able to reach this objective?
Response: So far we have achieved it with a great extent. We create long term relationship with our customers as it is our Moto. Just because of customer centric mind set as we make policies to facilitate customers not to create hurdles for them. Unfortunately other companies are not working with this mindset. And we are taking advantage of it. Our churn rate is the lowest in the market. Industry standard churn rate in Wimax is 21% at the moment however Wateen’s churn rate is just 7%.
Do you think changes are required in service design process if quality is to be maintained as core offering? Is Wateen able to bring this synergy to its work environment?
Response: At the moment no. Since last 4 months we are achieving more than 100% targets plus none of the competitor company is able to achieve 60% number in term of net customer addition during this period.
How far is the marketing strategy in alignment to your current progress?
Response: So far our current progress is almost 90% aligned with our market strategy and still we are trying to improve it. (Confidential, can’t quote example)
In this economic downturn, is the entry Wateen in Pakistan, a right move?
Response: Yes it was a right move as the market of Pakistan is huge and people were bound to use DSL for internet. As you know PTCL is the largest DSL Company in Pakistan but the availability and after sale support are the big hurdles due to which people avoid to use it. They had no other option at that time before launching Wimax in Pakistan. Also technology has wider scope so launching it was at the right and appropriate. Since we were waiting for User Acceptance Tests findings before finalization of a satisfactory launch to ensure quality of service.
How do you retain your churn customers?
Response:
1. We contact customer and know the reason of the churn.
2. Then we try to eliminate/reduce those elements/factors which we can.
3. If there is any complaint/dispute, we resolve it first, compensate the customer and ask them to rejoin.
4. We also offer some discounted offer to customer for re joining.
Bringing colours into lives of consumers’, is Wateen able to achieve this goal?
Response:
Till date yes. Customers are pretty much satisfied and using our services with great satisfaction. We have become a symbol of quality service in Pakistan’s Wimax market due to our exceptional network and quality of services.
Working in Wateen brings a culture of smile? Do you believe so?
Response: Yes. As an employee I can say that Wateen is like a family and we have an open culture. We work there with great satisfaction as Wateen do care of its employees
How effective has been the brand communication strategy?
Response: The use of above the line stream was at the initial launch stage by us as we needed to create awareness of our brand through various medium of advertising. As after a year now we have achieved this objective and now from mass market to micro market has been our focus. As capture of micro market would enhance our customer base and would bring us closer to the clientele.
Is Wateen able to bring this synergy to its work environment within employees?
Yes, all the departments are coordinated and the employees are provided continuous training in respected sectors and progression about the company is shared to remind them the vision behind its formation.
The interview also took the view from management about few queries from the questionnaire and the responses were as below:
Do you think ‘wow’ factor would urge customer to join ‘Wateen as my winner’?
Response: Yes. Best customer care in wimax industry. Best network in Pakistan 99.93% availability in last 8 months. Instant resolution of customer complaints. Customer centric mindset. Above all we care...
What are the competitive advantages over its rivals?
Response: Competitive packages, Best quality of services 99.93%overall network availability in last 11 months, unmated customer services, after sale services.
The answers are the direct remarks by Mr. Kamran Ali Khan and no personal view has been added to maintain reliability.
This chapter covers the overall subject matter of this research, its very aims and objectives. Further discussion is related to the company marketing, service quality as milestone for its sustainability along with its network. For this let me briefly review the aim of this research.
5.2 RESEARCH AIM
To analyze the success factors behind Wateen sustainability. The effective relationship marketing and service quality providing a 360 dimension towards its customers.
5.3 ANALYSING THE RESULTS
The survey analysis from the prospective customers and from the management provided the results that clearly show the competitive marketing strategy of the company. The focused marketing and outrival service quality building loyalty from customers.
5.3.1 Network
The network coverage that is provided as per the company statistics is 99.93% (Quoted by Mr.Kamran Ali Khan) which is definitely a remarkable achievement for the company. Consumers would be definitely attracted by this very fact and this would lead to an unbeatable edge for the company. From the primary source of data, the findings also reveal that people are more inclined towards uninterrupted service and on average 80 % was in agreement.
5.3.2 Marketing
The marketing of Wateen has definitely been a competing instrument. Not only in brand awareness as per the stats from () revealed that Wateenwas able to achieve its initial 6 months target and added 27000 subscribers to its network. Also it is reported that it added maximum number of customer per day after its advertisement went on air. According to Mr. Kamran Ali Khan , customers are not only given sales and after sales service but the monitoring of factors from customer’s end that could disrupt service are also looked upon and customers are guided about the appropriate usage of the service. This individual attention would not only reflect care towards its subscribers but create a loyalty to sustain in the long run. Customers easily switch if they find a flaw in the service even if the product is exceptional and this switching cost is definitely lower in terms of Wateen clientele.
5.3.3 Service Quality
Service quality aspect has extracted from the internal reports that were analysed and both qualitative and quantitative figures are extracted, keeping in mind the confidentially issue. Complaint resolution time is the minimal – (Complaint handling procedure -first call resolution, forwarded to expert, then field support department visit customer). This gives instant feedback maximum turn around time 6 hours as compared to 2 days of other operators in problem resolution.
Also due to Wimax being an expensive product it requires after sale services and this has increased the number of live customer base, giving Wateen the biggest active customers’ base. (See App. C)
5.3.4 Loyalty
This makes it’s a 360 degree angle keeping the customer intact with the company by binding in the following circle as below. The very slogan of Wateen and their welcoming attitude to be part of that network attracts customers by the every activity they perform in edifice of a Wateen atmosphere.
(Source: Researcher’s self analysis)
5.4 CHALLENGES
Not only Wateen has its high times but the road to success has its complications and challenges which Wateen had successfully been able to cater. The analysis has been extracted from a report from its retention team and confidential data has not been included on ethical grounds. Only the inference has been taken and gap analysis has been performed from the report provided. These challenges were initially faced by Wateen when it started its operation however with time most of these issues have been catered or reduced to minimal level.
Gap Analysis – Area 1
Gap Analysis – Area 2
This is the Customer relationship management system analysis done from the information collected from verbal discussion and reports to maintain a customer database that is efficient.
In the absence of above mentioned statuses, customer care had no visibility to work on customer complaints. However, as mentioned these areas have been covered as 22% of the people went on crash course training for customer service and bill delivery, sms systems were upgraded (Source: Internal report).
The Wateen vision is clearly visible by its strong strategy in shaping the technological world. Not only its presence and penetration in Pakistan’s broadband industry, the tough competition that it has with other network operators and surpassing the quality of service makes it stand alone in the crowd. Chen (1998) explores the roles of goals and benchmarking in efforts to attain quality improvement in the service area. Quality as defined is "The ability of the product to provide satisfaction" (Monroe 1979, p.38). With the availability of 600 towers except the figues of Wateen, 200 of infinity, Quebee 350 Wateen is definitely in lead in competition (Source: Kamran Ali Khan). It has various parameters to check frequency and then provide feedback to customer to install device properly and not to drain out the overall service. Success at increasing the perceived value of the service and quality of service to produce additional value for customers is the core motto. Enhancing value gained by customers gives the opportunity to put in more value for the service provider.
It is assumed that in the competitive market where consumers have the right in comparison and selection would enjoy the value of services. In such an environment, economic equity that adds value stems from delivering need fulfillment to customers and earning a net economic (cash) return that exceeds the cost of capital (Richard et al., 1999). By enhancing its service and providing value the service provider can measure the returns it can yield. In competitive environments it needs to recognize that customers do not buy a service just because it is nice instead; they buy because the quality related to service is perceived as the best value to resource choice available. And the above findings definitely prove this in terms if Wateen’ performance in every aspect. The major aspects of company existence has been very well handled by the organisation however there is always a room of improvement specially with regards to changing technological world. Based on the above findings and analysis the following are my recommendations:
- Wateen might need to continuously monitor its customer switching cost as competitors are quite strong and would be definitely aligning their strategy to bring competitive edge.
- The analysis of its customer survey reflected few regions which are still struggling towards improvement track; they need to be worked upon to bring the world class in all aspects. (See. App. C)
- The issues like billing, sms requires a back up in case of downturn customer has to be facilitated about their concern.
- Although issues discussed in the gap analysis have been looked upon, they need to be continuously monitored and evaluated to overcome the deviations on timely basis.
As per the discussion the Head of Customer Services, in its course of action, Wateen is already working on every single aspect from employee satisfaction to buy in of customer attention and development of mutual exchange relationship with them. The network coverage has already met its target of smooth operations as per the statistics discussed above the continuous monitoring would be the long term objective keeping in mind the expansion.
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APPENDIX A
QUESTIONNAIRE
7) Is Wateen able to provide fast and reliable broadband services?
Agree • Disagree • Moderate •
8) Do you think the Wateen package offer competitive rates?
Agree • Disagree • Moderate •
9) Coverage of Wateen network?
Satisfactory • Dissatisfactory • Moderate • Needs improvement •
10) What are the customer expectations from Wateen?
11) What are the competitive advantages over its rivals?
12) Do you think ‘wow’ factor would urge customer to join ‘Wateen as my winner’?
Interview Questions from Management
1) From service quality to service loyalty, a relationship exists which goes beyond customer services, how far Wateen has been able to reach this objective?
2) Do you think changes are required in service design process if quality is to be maintained as core offering? Is Wateen able to bring this synergy to its work environment?
3) How far is the marketing strategy in alignment to your current progress?
4) In this economic downturn, is the entry Wateen in Pakistan, a right move?
5) How do you retain your churn customers?
6) ‘Bringing colours into lives of consumers’, is Wateen able to achieve this goal?
7) Working in Wateen brings a culture of smile? Do you believe so?
8) How effective has been the brand communication strategy?
9) Is Wateen able to bring this synergy to its work environment within employees? 10) Do you think ‘wow’ factor would urge customer to join ‘Wateen as my Winner’?
11) What are the competitive advantages over its rivals?
APPENDIX B
TARIFF COMPARISON OF OPERATORS
Source: websites of the companies
APPENDIX C
This information is of Wateen performance at the time of launch areas needed attention has been covered in a year’s time.
Performance at a Glance – Customer Service Centers
Performance at a Glance – Call Centers
Summary Service Centers Wateen
Wateennorms: We have used Wateen’s norms for evaluating its performance on different attribute
- 90% - 100 % = World class
- 76% - 89% = Business excellence
- 60% - 75% = Business standard
- 40% - 59% = Need improvement
- 39% or less = Unacceptable
WC BE BS NI UA
(Source: This analysis has been extracted from the internal company report and nor all data has been taken due to confidentiality)
Note: The only limitation in this research has been to restrict the qualitative data due to ethical grounds.
