The client is a leading watch manufacturer and market leader in the Indian watch industry. It wanted to re-assess its competitive standing in the face of imminent competition from existing players and new entrants. The client conducted a baseline Customer Relationship Assessment Programme in order to develop a two-pronged strategy to address Attraction and Retention.

A key objective of the programme was also to provide performance measures to tie-in with the client�s current quality management practices embodied in a Business Excellence Model, and provide the basis for development of internal quality standards and processes in their watch business. Two stakeholders groups (customers and dealers) were addressed with a view to integrating the information for greater actionability. Thus the objective was to identify common drivers of commitment and assess the �cause and effect� relationship in Product and Service Delivery.

The areas for improvement (from the customer and dealer modules) were taken on board by a cross-functional group consisting of representatives from retailing, quality, marketing and sales and spearheaded by the head of marketing and sales, who were actively involved with information dissemination and deployment. After this group mandated the key improvement areas, a core Action Group was set up which outlined a detailed customer-focused Action Plan.

How this Stakeholder Integration resulted in better integration of the data and a more actionable business strategy for the client

• Looking at needs and expectations across the Customer Life Cycle, gave valuable insights on how to address each stage through a Acquisition, Retention and Servicing strategy.
• The dealer study showed that though the client had very good image and quality perceptions and hence a good brand �pull�, it was lacking on �push� factors, specially the service related aspects.
• Service Delivery goals were able to be set for the after-sales function.
• The study highlighted the importance of advertising and communications as a key driver of various customer perceived images and perceptions of the marque, per se.
• Specific improvements were initiated on display at the multi brand outlets (where the bulk of the client�s watches get purchased).
• Linking the improvement priorities across customers and dealers enabled the creation of a common and more comprehensive agenda for improvement.