009 Vaibhavi Avsarmal Marketing

Marketing Specialization Project on
“EXAMINE THE IMPACT OF CUSTOMER EXPERIENCE

MANAGEMENT STRATEGIES ON ECOMMERCE
COMPANIES ABILITY TO RETAIN CUSTOMERS”
Submitted in partial fulfillment for the award of the degree of
Master of Management Studies (MMS)
(Under University of Mumbai)
Submitted by
Vaibhavi Baban Avsarmal
(ROLL NO: 009)
Under the Guidance of
Dr. Manmeet S Barve
Associate Professor (Marketing)
(2022-24)
MET Institute of Management
i
Marketing Specialization Project on
“Examine The Impact of Customer Experience Management

Strategies On ECommerce Companies’ Ability To Retain
Consumers”
Submitted to
MET INSTITUTE OF MANAGEMENT
Under the Guidance of
Dr. Manmeet S Barve
MET Institute of Management, Mumbai, India
Submitted by
Vaibhavi Baban Avsarmal
(ROLL NO:009)
MMS (2022-24)
MET Institute of Management, Mumbai, India
ii
CERTIFICATE
This is to certify that project titled “Examine The Impact of Customer Experience
Management Strategies On ECommerce Companies’ Ability To Retain
Consumers” has been submitted by Ms. Vaibhavi Baban Avsarmal, towards
partialfulfillment of the requirements of the MMS degree course 2022- 24 and has
beencarried out by him under the guidance of, Dr. Manmeet Barve (Marketing),
METIOM, at the MET Institute of Management, affiliated to the University of
Mumbai. The matter presented in this report has not been submitted for any other
purpose in this Institute.
Guide: Dr Manmeet Barve Director: Dr. Swati Lodha
Professor (Marketing), MET IOM MET IOM
Place: Mumbai Place: Mumbai
Date: Date:
iii
MUMBAI EDUCATIONAL TRUST,
INSTITUTE OFMANAGEMENT
University of Mumbai
DECLARATION
I hereby declare that this Project report submitted in partial fulfilment of the
requirement of the award for the marks of masters in management studies (MMS)
to MET Institute of Management, is my original work and not submitted for
award of any degree or diploma, fellowship or for similar titles or prizes.
I further certify that I have no objection and grant the rights to MET Institute of
Management to publish any chapter / project if they deem fit in
Journals/Magazine and newspapers, etc without my permission.
Name: Vaibhavi Baban Avsarmal (Signature of Student)
Course: Masters in Management Studies (MMS)
Roll No:009
Date:
Place: Mumbai
iv
ACKNOWLEDGMENT
At the outset I would like to express my sincere gratitude to Dr Manmeet Barve,

Professor (Marketing), MET IOM for providing me the opportunity to complete this
project under his supervision. I am indebted to him for his guidance, help and
encouragement in bringing this project to completion. This was indeed a valuable
learning experience. I am indebted to Dr. Swati Lodha, Director, MET IOM who has
been a source of inspiration for this project and Dr. Nitin Kulkarni who have helped,
encouraged and inspired with their constructive ideas and overall support towards the
completion of this project. Lastly, I would extend my gratitude to other faculty members,
my colleagues, friends and my parents for their assistance and suggestions in making this
project successful. I perceive this opportunity as a milestone in my career development.
This has helped me to understand and learn a lot through academic as well as practical
industry exposure.
Name of Student: Vaibhavi Baban Avsarmal (Signature of Student)
MMS: 2022-24
Roll No.: 009
Date :
v
TABLE OF CONTENTS
SR. PARTICULA PAG

NO RS E
. NO.
i
i Cover page
ii Title ii
iii Certificate iii
iv Declaration iv
v Acknowledgment v
vi Table of content vi,

1
1 Executive summary
2
2 Introduction
7
3 Elements of customer experience
9
4 Research objective
15
5 Literature review
20
6 Research methodology
21
7 Research design
21
8 Research approach and data collection tools
23
9 Primary survey
25
10 Respondent analysis
30
11 Impact
32
12 Conclusion
33
13 Future implication
34
15 Bibliography
vi
16 35
Annexure 1 : questionnaire
38
17 Annexure 2 :- synopsis
41
18 Plagiarism
TABLE OF FIGURES
SR NO. PARTICULARS PG NO.
1 Ecom sales by country 2

2 Worldwide retail sales growth 3
3 Market size of Ecom industry 3
4 Distinguish between customer service vs experience 12
5 Elements of customer experience
6 SERVQUAL dimension
7 Flowchart for methodology
vii
TOPIC - Examine The Impact of Customer Experience Management Strategies On ECommerce
Companies’ Ability To Retain Consumers
EXECUTIVE SUMMARY
Understanding and evaluating the total effect of Customer Experience Management (CXM)
initiatives on customer retention is the aim of this study. The study will focus on several Indian e-
commerce businesses. Coordination of channels, personnel, technology, and customers is essential
for the successful implementation of CXM. Therefore, the foundation of a successful CXM strategy
is generating mutual benefit for all parties involved in the business process.
These days, businesses may acquire the essential insights into the behaviour and purchase habits of
their consumers thanks to the power of e-commerce CRM systems, which can assist improve the
offerings for retaining clients. Nowadays, customers have a wide range of options that are only a
click away, and e-commerce businesses are fiercely competitive by offering enticing deals, so if
there isn't relevant and consistent engagement, customers tend to drift away. Successful businesses
constantly seek to integrate new techniques and tools as a means of achieving growth and ongoing
improvement. One of these tools is CRM, often known as electronic customer relationship
management in today's technology and communications world (e-CRM).
To ascertain the relationship between CXM and customer retention, the study will investigate
pertinent literature, evaluate prior research, and conduct a qualitative analysis of the primary data
acquired. This study's methodology includes both descriptive and correlational research. For the
purpose of evaluating the efficacy of e-commerce enterprises' CRM strategies, aspects like customer
service, customer satisfaction, loyalty programs, and customer referrals will be considered when
examining client retention.
The paper comes to the conclusion that CXM plays a significant role in the growth of e- commerce
businesses in India. E-commerce businesses can enhance their capacity to retain clients, raise
customer satisfaction, and promote business growth by prioritizing CXM. In orderto compete in the
rapidly shifting Indian e-commerce market, businesses must engage in CXM strategies that match
their corporate goals and customer needs.
Vaibhavi Avsarmal Page 1 of 47

INTRODUCTION
Instead of just being a means for communication, the web is now widely used by businesses and organisations
to increase sales. Different e-commerce business organisations, including the recently sprung e-commerce
businesses, have made their respective entries in turning the internet and web into the important source of
communication. Due to the international operations of these businesses, it is important to keep social and
cultural viewpoints in mind when managing and controlling various verticals. Indian business practises have
changed as a result of e-commerce. An increase in internet and smartphone penetration has been a major
driver of the industry's growth.
We may anticipate further advancements in social commerce, personalisation, AR/VR, subscription services,
and ethical and sustainable purchasing practises in 2023. Retailers will be well-positioned for success in the
years to come if they keep up with these trends and deliver outstanding consumer experiences.
Fig no.1: Ecom sales by country
The market size of India's e-commerce sector, which is expanding exponentially, was over 22 billion US
dollars in 2018. By 2027, it was predicted that this amount will amount to 200 billion US dollars. Several
factors are responsible for the e-commerce industry's rising growth. One of the numerous factors driving the
growth of digital sales in India is the digitization of the economy and the availability of affordable internet
VAIBHAVI BABAN AVSSARMAL Page 2 of 51
to the general public. According to estimates,
India's e-commerce sales increased by 25% in 2018. However, it was expected that the growth rate would
experience a slight decline in 2022. As a result, there is now more opportunity to generate income. In 2018,
India's retail e-commerce users generated more than 50 dollars in income each. By 2024, it was predicted to
reach 75 dollars.
Fig no.2: Worldwide retail sales growth

Fig no.3: Market size of Ecom industry
Some facts related to E-commerce’s growth-

In 2023, 218.8 million US consumers are anticipated to purchase online.
Ecommerce sales are predicted to make up 20.8% of all retail sales globally in 2023.
Free delivery is the main factor driving people to shop online.
Other important factors include having a speedy checkout procedure (27.8%), being able to utilise coupons
and apply discounts (38.1%), reading customer reviews (31%) and being ableto easily return their purchases
(30.1%).
Before making an online purchase, 81% of shoppers seek research online.
Influencer recommendations are one of the most important considerations for 30% of consumers when
making purchases.
Only 1.62% of visits to e-commerce websites result in a purchase on averag
What is Customer Experience Management (CXM) ?

The interactions and experiences your consumer has with your business along the whole customer journey,
from initial contact to becoming a happy and loyal client, are referred to as customer experience (also known
as CX).
Sales and customer perceptions are influenced by the consumer experience with a brand. When executed
properly, it can be both advantageous and detrimental when some CXM components are neglected.
The use of a CXM technique has a number of advantages:

Customer retention costs less than acquisition- According to studies, a 5% increase in client loyalty can
lead to a 25% increase in profit. This occurs for a number of reasons, but mostlybecause a satisfied customer
tends to place more orders and a maintained client saves on thecosts of obtaining a new one.
Customer feedback drives improvement- Voice of the Customer data, including as feedback from mobile
apps and web surveys, as well as from phone and chat discussions, offers a roadmapfor enhancing customer
experiences and retaining consumers.
Happy employees project a better brand experience to the customers. - According to studies,there is a
significant correlation between staff and consumer satisfaction. Businesses that prioritize enhancing
employee experience and retention focus on measuring employee voice of the customer data.

Measuring customer sentiment yields information about competitors.- When making choices and
providing feedback, customers compare different brands. A business can better position itself to compete
with a rival by being aware of this information.
Is customer experience the same as customer service?
Customer experience has changed, as have most things in today's marketplace; it now goes beyond one-on-
one interactions, and owing to technology, businesses may interact with theirclients in novel and fascinating
ways. For instance, you may use CRM software to view client purchase history and forecast demands even
before the customer is aware of them. When you can anticipate a need, you can be proactive and attentive
and take the following actions:
• Based on past purchases, suggest relevant products

• Design and send specialized email marketing campaigns
• Understand the 360 degree view of the customer
Although it's no less crucial now than it ever was, customer service is no longer the onlyaspect of the customer
experience. Through technological advancements, the customer experience now offers new opportunities to
strengthen customer relationships.

The fundamental distinctions between customer service and customer experience are shown in the table
below:
Parameters Customer Service Customer Experience
Interaction When a problem occurs Throughout the entire customer

journey
Approach Reactive Proactive
Metrics CSAT NPS
Triggers An event A feeling
Relationship Transactional Experience
Responsibility Department Company
Fig no.4: Distinguish between customer service vs experience

ELEMENTS OF CUSTOMER EXPERIENCE
The Key Areas of Customer Experience Management:
1. Identifying
customer
needs
2. Qualifying
5. Refine customer
and repeat experience
touchpoints
4. Building a 3. Data
customer- collection
centric brand and
culture analysis
Fig no.5: Elements of customer experience

Identifying customer needs and expectations-
The first step in customer experience management is to define and analyse the demand. Is it a physical or
emotional need? What problems does your clientele have? What matters most to them? The better your brand
experience will be, the more you will understand what your customers require. As an illustration, some clients
might be motivated by performance, others byempathy, and yet others by cost.
Qualifying customer experience touch points-

You must map out every touch point along the customer journey if you want to track, analyze, manage, and
enhance customer experiences. The importance of each touch point must also be qualified. For instance, if
your business sells electronics, it might be crucial for your consumers to have post-purchase support in case
they need help configuring or fixing their equipment. For abusiness that, for instance, offers transport, this

might not be as crucial.

Data Collection & Analysis-

Continuous voice of customer data collection is the key to success in obtaining customer feedback. You can
acquire and analyze the insights, surveys, and feedback you need to optimizeyour experience with the help
of effective CEM software.
Customer Experience Software-

Software for managing the customer experience is an essential tool for tracking client loyalty, figuring out
how to best meet their demands, and eventually taking the requiredsteps to enhance the customer experience
and boost customer retention.
To review, CEM software

Combines automated engagement and satisfaction surveys with behaviouralanalytics.
Provides a thorough insight of your customers and how to reach them by integratingwith CRM software.
Securely and conveniently stores data for your team to access.
In essence, it streamlines, automates, and keeps everything in one location. Thank you,technology.
Building a customer-centric brand culture-

Consider investing time and money on your post-purchase support line if you are aware of how much value
your clients place on it. If you find that your clients are more concerned with servicequality than service
speed, redirect your resources and training in that direction.
Due to their emotional connection and how a product or service makes them feel, customers become devoted.
It is your responsibility to capitalize on that feeling and establish a brand culture that fosters an emotional
bond with your target audience. The daily culture of a brand

needs to incorporate this customer-centric strategy. To produce genuine, successful experiences, frontline
staff must be given the authority and resources they require from consumer insights.
Refine and repeat-
Management of the customer experience is a continuous process. It's a continuous process that should adjust
to the changing needs and expectations of your customers. The secret to effectiveCEM is to regularly gauge
customer perceptions of your brand and act on those findings. You might regularly receive client feedback,
survey results, and churn rate analysis.
When repeating and improving, you ought to:
• Monitor the results of your actions.
• Calculate CEM ROI
• Prioritize concrete outcomes over metrics.
Due to poor customer service, 80% of customers leave their shopping basket and go to another e-commerce
site that satisfies their needs. However, customers stop doing business with the e- commerce company after
having a negative customer experience during the buying process. Web navigation, shipping rules,
inappropriate search results, transaction failures, and customer care services issues with query resolution are
just a few of the negative experiences.
Factors affecting Customer Experience on E-commerce platforms-

Shipping time and cost: There are usually flat rates and free shipping available in many stores' single
shipping option. The incessant pressure to complete tasks yesterday is engrained in modern life. This is
evident when you consider the quick delivery that volume merchants provide. By combining your quick
delivery with premium shipping options, you may make the offer more appealing.
Online Reviews: When deciding whether to purchase a product, product ratings are important. Customers
claimed that 40% of them would not have bought technology products if they had not seen internet reviews.
Customers' levels of research will differ depending on where they live and how much the product costs.
Therefore, having a large number of reviews is crucial. Compared to a product with no reviews, one that has
received poor ratings can nonetheless improve sales.

Simple Return Policy: Few websites offer a clear return policy, despite the fact that e- Commerce is growing
in popularity. Many websites conceal their refund policies or makethem challenging to understand, which
results in numerous lost sales and dissatisfied customers.
Customers will value your openness regarding refunds. Make it clear that you won't take refunds. Even a
modest return policy is preferable to none at all. Businesses that guarantee their customers' contentment and
quality will attract more customers, especially if you have a clear return policy.
Loyalty Rewards: Customers frequently focus on finding the best deal. Sales generation is made more
challenging as a result. The best method to increase sales is through loyalty. To generate the same amount
of money as one recurring customer, it may take seven new clients. The purchase made by your client may
be rewarded. You will stand out from other retailers thanks to this. Your objective is to persuade clients to
buy from you so they may subsequently collect their benefits, just like many individuals who fly with specific
airlines to gain points.
Navigation is easy: Making an easy-to-use e-commerce website may sound simple, butit's not. Employing
data scientists costs businesses millions of dollars a year in order to enhance navigation and position the learn
more button in the most effective location. This does not necessarily imply that navigating is difficult,
though.
Let’s examine, as an example, Shopify default theme. The default theme lacks subcategories and is simple
to use. It is intended for tiny shops with a limited selection ofitems for sale. The navigation is straightforward
to use and understand.
You have a homepage that lists your newest products and best-selling items, a cataloguewhere you can
highlight your products, and a blog where you can talk about them.
Additionally, there will be a "about us" page with details about the business. Once more,it is straightforward
and simple to use, and it is the standard Shopify theme.
Quick Query Resolution: Most frequently, customers have numerous questions about goods, services, and
policies. By promptly replying to frequently requested inquiries andsmoothly escalate the enquiry to a human
agent with all the context, Bot Solution improves the customer experience at several points. Additionally, a
voice and audio Botthat can answer questions over calls and texts.

RESEARCH OBJECTIVE
To ascertain the relationship between CXM and customer retention, the study will investigate pertinent
literature, evaluate prior research, and conduct qualitative analysis on the primary data acquired. Further
from this study, the researcher seeks to determine how CXM and client retention are related and also the
relationship between the performance of an E- commerce giant's firm and the service quality provided by
that company. This study can alsoaid in identifying any relationships between the two variables, e-CRM and
client retention.
This study's methodology includes both descriptive and co-relational research. For the purpose of evaluating
the efficacy of e-commerce enterprises' CXM strategies, aspects likecustomer service, customer satisfaction,
loyalty programs, and customer referrals will be considered when examining client retention.
The goal of the study is to pinpoint the essential CXM components that raise customersatisfaction, loyalty,
and engagement levels, which in turn boost retention rates.
The research objective of such a study is to offer information about how well CXM works tokeep customers,
which can assist businesses enhance customer happiness and loyalty and optimize their CXM strategy.

LITERATURE REVIEW
As businesses increasingly value customer loyalty and retention, customer experience management (CXM)
has grown in significance in recent years. This review of the literatureattempts to investigate how CXM
affects client retention and offer suggestions for how businesses might use CXM to increase client loyalty.
According to one study by Verhoef et al. (2015), CXM significantly affects customer retention since happy
consumers are more inclined to do business with the same company again. The survey also discovered that
businesses who invested in CXM had greater rates ofclient retention and loyalty. The relationship between
CXM and client loyalty in the hospitality industry was examined in a different study by Xu et al. (2018).
According to the study, CXM increased customer loyalty since satisfied guests were more inclined to stay
there again and refer their friends to do the same. Additionally, a 2003 study by Kandampully and Suhartanto
found that efficient CXM strategies can boost client retention and loyalty. The study emphasised how crucial
it is to comprehend consumer wants and expectations in order to personalise services to satisfy those needs.
Meyer and Schwager's 2007 study discovered that CXM can result in greater customer satisfaction, which
can thenboost client loyalty and retention. In order to generate a pleasant customer experience, the study
emphasised the significance of focusing on the full customer journey, from initial contact through post-
purchase assistance.
Some authors, like Schau et al. (2009), have concentrated on consumption habits and how they can contribute
to value creation. In their studies on customer retention, authors like Dabholkar (1993) highlighted the
significance of relationship quality, which they refer to as a"potent" but "nonlinear" predictive variable. In
addition to these broad mechanisms, situational, contextual, and intra psychological factors may also have
an impact on a customer's decision to repurchase. A standard of internal expectations serves as the implicit
foundation for attitudes regarding service quality. Numerous studies have attempted to connect the two
concepts of service quality and appraisal emotion. One such study, by Humeand Mort (2010), demonstrates
how core service quality, appraisal emotion, and peripheral service quality all affect how much time and
money is perceived to be worth. Core service quality and peripheral customer service quality also influence
appraisal emotion. Because quality is a dynamic construct, additional consumption experiences can alter
one's perception of quality and influence it (Thompson and Getty, 1994). Similar to this, Liljander and
Mattsson's study from 2002 showed how past customer service interactions influence responses, particularly
repurchase intentions.

The authors Nelson and Meyvis (2008) found that breaks interrupt hedonic adaptation and, as a result,
enhance the following experience across a range of hedonic events. OCE (online customer experience) is a
new field. An examination of OCE employing a cognitive perspective on online interaction was done by
Novak et al. in 2000. They offer a number of person-centered, cognitively-based determinants of OCE,
defining OCE as the "cognitive state experienced during navigation" (Hoffman and Novak 2009; Novak,
Hoffman, and Duhachek, 2003; Novak, Hoffman, and Yung 2000).Focusing on CEM offers advantages from
an experiential standpoint and affects both brand idea management and brand image (Park et al., 1986; Alba
and Hutchinson, 1987;Carbone and Haeckel, 1994; Schmitt, 1999).
Customers are increasingly being offered experiences by businesses that they may either actively engage in
or passively observe (Pine and Gilmore 1998; Schmitt 1999; Prahalad and Ramaswamy 2004).Value,
according to Prahalad and Ramaswamy (2004), is inherent in the real personalised experiences made via
active engagement rather than added to things or produced by services. Pine and Gilmore (1998) state that
developing a theme around which experiences will be staged, creating a positive and consistent mental image
in the minds of customers by excluding negative mental images, making the experience tangible by providing
memorabilia, and creating a memorable event by engaging all five senses are all parts of creating customer
experiences. This indicates that customer encounters are prepared,handled, staged, and given to the client. In
a similar vein, Schmitt (2003) has proposed a customer experience framework with five steps, including
customer analysis, building a dynamic, multidimensional, and multisensory experiential platform, structuring
the customerinterface, designing brand experience, and attending to all customer touch points.
Marketers must concentrate on enhancing experiences because prior service or productexperiences affect
future purchases. Customer experience communication becomes important.
Customers are willing to pay more, recommend products, give businesses a larger share of their wallets, and
form long-term relationships if the customer experience is superior, according to a 2010 study by Strativity
Group of 930 consumers in Canada and the US Buttle (2009) claims that among the components that the
CEM focus highlights are improving key value drivers to distinguish the customer experience and a system
to deal with bad experiences. With the understanding that customer interactions are customer experiences
and business processes are created taking awareness of those customer touch points in service where
experiences are developed, positive experience development is feasible.

CEM's goals include gathering consumer input, identifying corporate processes that require improvement,
and reducing unfavorable customer experiences. Effectiveness is a result of consistent positive client
experiences.
CEM is obviously not the same as customer service. All interactions result in the customer experience,
whereas customer service is what an organisation provides. The design of the service operation directly
affects the type of client experience. According to some authors, customers' experiences are shaped by their
direct and indirect interactions with the business.In contrast to indirect contact, which is more frequently
word of mouth and actually results from unintended encounters with the business, brands, or products, direct
contact is started by the customer and involves engagement at the point of purchase, use, or service (Meyer
and Schwager, 2007). The effective management of "moments of truth" in businesses is the key to enhancing
customer service. In reality, "moments of truth" are those rare contacts in which customers are unusually
emotionally invested in the outcome. CEM was initially usedby Jan Carlson at Scandinavian Airlines, despite
the fact that Richard Normann, an English consultant (a specialist in services marketing), first presented the
idea as "moments of truth"(high impact interactions) 25 years ago (Normann, 1984). At a crucial or essential
service point, moments of truth highlight the need of having a positive customer experience (Jenkinson,
2006). It is becoming a crucial technique for client management. Companies should be careful not to
overlook fundamental concerns like product and price while enhancing experiences, even while they are
aware of the value of experiences.
It's critical to distinguish between customer experiences that matter and routine transactions that don't matter
much to customers. Moment of truth and share of wallet are related, claim Beaujean et al. in their 2006 study.
Although using IT, CRM systems, and complicated protocols helps make transactions easier and faster,
emotional connections with customers inchallenging front-line situations cannot be made solely through the
use of advanced technology.
Customers now expect better service from the companies they buy from in terms of responsiveness and
potential avenues for contact thanks to the use of social media and mobile. With the introduction of these
two mediums, customers' interactions with one another and, more importantly,with businesses are changing
(Bucholtz, 2012).Customer care representatives would often speak with clients one-on-one, but today's
consumers voice their complaints on social media platforms like Facebook and Twitter, local blogs, and
customer review websites. Customers who are more informed and opinionated nowadays require businesses
to respond to them efficiently.

The following framework has been proposed by Carbone (2004) for controlling the customer experiencein
businesses:
• Learn: Experience assessment, Experience audit
• Create: Experience design; creating the “experience motif” (a dominant idea or theme)
• Do: Experience implementation, Experience stewardship
Acquisition, development, and retention of customers are the three main objectives of multichannelcustomer
management.
Designing, deploying, coordinating, and evaluating every channel that a company and its customersuse to
communicate is known as multichannel customer management. Authors Neslin et al. (2006) identified five
key issues that practitioners should address to improve multichannel customer management effectiveness.
They consist of the following: Data integration, consumer behaviour analysis, channel evaluation, resource
allocation across channels, and channel strategy coordinationare just a few of the topics covered. Excellent
customer interactions with the brand at all touchpoints, including alternative channels, result in high customer
equity, according to Schmitt's (2003) extension of experiential marketing. As businesses increasingly use
both online and offline channels, channel integration encourages better customer experiences at these touch
points.
According to their research on an apparel manufacturer, Venkatesan et al. (2007) came to the conclusion that
frequency-related interaction characteristics have the biggest impact on the duration of second-channel
adoption. High levels of consumer interaction and the preservation of knowledge-based assets are made
possible through integrated channels (McNaughton and Bell, 2001). According to Li et al. (2011), who also
suggest a customer response model, the function of channel integration and management for better customer
response has been put forth. This model explains how consumer needs change over time for different items,
the multifaceted functions of cross-selling solicitations for training, promotion, and advertising, as well as
the diverse communication channel preferences of customers. Customers see a solution as a collection of
customer-supplier relational processes that include (1) defining customer requirements, (2) customizing and
integrating goods and/or services, (3) deploying those goods and/or services, and providing post-deployment
customer support. Multichannel integration necessitates both structural and behavioral changes inside an
organization. It is a strategic issue from the perspectiveof the company (Hughes, 2006).

E-Service Quality: Parasuraman's SERVQUAL model

The meaning of the term "administrations" is evolving along with the administrations sector in every
economy in the world. The development of instruments to measure administration quality has been one of
the key components of experts' efforts over the past thirty years to identify and survey the quality of
administration. Additionally, in order to quantify the nature of administrations, analysts have been
developing tools to assess administration quality in order to outline its relationship with customer loyalty
and faithfulness. The majority of analysts have come to the conclusion that the true character of
administration cannot be approximated and thatit should be examined from the perspective of clients. The
difference between the judgements made after the assistance is used or profited from and the assumptions
for the clients resulting from the assistance provided forms the core of the meaning of administration quality
and is generally acknowledged (Levis and Booms, 1983; Gronroos, 1984; Parasuraman et al, 1988).
Customers' purchasing decisions are influenced by the nature of the work and the goods (Anderson and
Zeithaml, 1984). Additionally, administration quality increases client satisfaction, and client satisfaction
encourages client loyalty and benefits businesses (Szwarc, 2005).
However, the term "administration quality" itself is extremely emotive and is used differently in various
contexts and businesses, with no agreed-upon definition (Liou et al., 2011).
In the past, a variety of models have been developed to assess and measure the expectations of customers
from a support providing, the perspective of clients after receiving the assistance, and their inevitable
satisfaction and loyalty to the expert organisation. SERVQUAL and SERVPERF are the two most notable
tools or models for measuring the quality of support. These methods areused in a variety of businesses to
assess the quality of the services.
When attempting to conceptualise the idea of offerings that includes the two variables "what" and "how".
The "what" element would specify the service's output, or what is supplied during theprocess, and the "how"
parts would clarify the service delivery method, or how it is carried out. Given that the services are rendered
by people, it is frequently preferable for both the output (the"What" element) and the method of delivery (the
"How element") to be variable. However, it is well known that service quality has a significant impact on
customer satisfaction. 2019 (Tzavlopoulos). They remain loyal to the service provider as a result. Therefore,
it becomes crucial for any provider or merchant, such as an e-commerce website in this case, to design and
manage "Service Qualities" in order to satisfy and win over customers.

SERVQUAL MODEL- The Parasuraman Model
To evaluate the level of service provided by associations, Parasuraman, Zeithaml, and Berry (1985) created
a model that is typically referred to as the GAP Model. The GAP model looks fordiscrepancies between what
the customer expects from the services being supplied and their perception of the assistance's actual
demonstration. Ten dimensions were included in the development of the GAP model, including tangibles,
dependability, responsiveness, customer comprehension, access, communication, credibility, security,
competence, and civility. Later in 1998, as shown in Figure 1, Parasuraman et al. modified the GAP model
and called it SERVQUAL. This model only had five dimensions (Parasuraman and others, 1988; Ataman
andothers, 2011).
One of the key recommendations made by (Parasuraman, 2000) concerns the impact of technology on
consumer behaviour and human-computer interaction. Service quality is definedas the "Difference between
what a customer expects out of service and what was actually delivered" by (Parasuraman et al. 1988).
They created a five-scale model called SERVQUAL that measures service quality across five dimensions:
• Tangibility
• Responsiveness
• Reliability
• Reliability
• Empathy
• Assurance.
One of the most important tools for measuring service quality is SERVQUAL, which is used to identify
inconsistencies between expectations and actual performance. The SERVQUAL scale has five components:
tangibles (the state of the office and the presence of the staff); tangibles (the trust that the association will
deliver what it promises); tangibles (the readiness of the association and itsrepresentatives to proactively
address its customers' needs); tangibles (the capacity of the association and its workers to instill confidence
among its customers); tangibles; and, additionally,tangibles (the association's way of doing things).

Fig no.6: SERVQUAL dimension
However, the difficulty in assessing e-service quality arises from the shifting of the platform, such as the
location of shopping and delivery. To assess the quality of electronic support, Parasuraman et al. (2005)
developed two different scales (ESQUAL). A total of 22 items that cover all four components of E-SQUAL
measurement: competence, satisfaction, framework accessibility, and protection. Customers' evaluations of
service quality were found to be highly influenced by all four of the E-S-QUAL factors. Customers'
perceptions of overall quality and value as well as their intents to remain loyal are most strongly influenced
by the dimensions of efficiency and fulfilment,according to reliability and validity studies conducted on the
E-S-QUAL.

The second scale was designed to evaluate the recovery service quality (E-RecS-QUAL), which consists of
eleven components across three dimensions: responsiveness, compensation, and contactthat was pertinent to
clients who had an unfavorable engagement with the service.
Both scales underwent exploratory and confirmatory factor analyses (EFA and CFA), and they bothaddressed
and addressed many of the issues with the earlier scales (Connolly, Bannister, and Kearney, 2010). As a
result, they represent a significant advancement in the conceptualization of e-service quality. However, it is
still unclear whether the scale is a useful tool for capturing the entirefield of e-SQ and whether it is applicable
to everyone. The scale development was limited to onlinestores selling tangible goods.
Based on a thorough analysis of the literature, the five dimensions of e-service quality weredetermined. These
include:
• Information availability and content

• Ease of use & usability
• Privacy
• Graphic style
• Fulfillment

RESEARCH METHODOLOGY
Quantitative Questionnaire
Primary
Research
Qualitative Questionnaire
Descriptive
Research
Literature
Review
Secondary
Research Articles,
Journals,
Research Papers
Fig no.7: Flowchart for methodology
RESEARCH DESIGN
This study's main objective is to assess the impact of customer relationship management on the growth of e-
commerce businesses in terms of several metrics like revenue, market share, and other important variables.
Utilizing outdated marketing tactics doesn't guarantee the longer lifecycle of organizations, as has been
observed in recent years due to the advancement of innovation and IT and the resulting expansion of the
competitive scene. E-commerce businesses have created rigorous "client relationship management (CRM)"
frameworks to entice and retain new clients for transactions and revenue production. Reinforcing a
progression of organizational behavior in order to achieve customer loyalty and revenues is unquestionably
a business strategy.Effective organizations constantly strive to put new ideas into practice in order to achieve
success and continuous progress.
One of these tools is CXM, often known as electronic client relationship management (e-CRM) due to
technological advancements and correspondences. The focus of current research will be on companies
engaged in B2C-E-Commerce and their ability to manage relationships with customers in order to provide

benefits.
.
RESEARCH APPROACH AND DATA COLLECTION TOOLS
The goal of the study paper is to determine the connection between CXM and client retention. Ithas become
crucial for e-commerce businesses to employ numerous customer retention tactics that help them retain their
current clients in this cutthroat industry where consumers can simply transfer to alternatives or other
competitors. An detailed qualitative study of the primary data collected will be done in order to comprehend
the relationship between CXM practise and customer retention. This study's methodology includes both
descriptive and correlational research. The researcher will use both primary and secondary data collection
tools to carry out the research. Additionally, a questionnaire will be used to gather primary data, and a
literature review will help gather secondary data. This study will use:
Descriptive Research
A survey is used to gather data from the intended audience. The use of a descriptive research technique (such
as a case study, naturalistic observation, or survey) is necessary due to the need for one-time interactions
with groups of individuals that would give information on the impact ofCRM on e-Commerce enterprises in
India.
Correlational Research
Data that describe occurrences will be gathered as part of the descriptive research, which will then organize,
tabulate, show, and describe the data collection. Use of visual aids like graphs and charts to help the reader
comprehend how customer relationship management has affected the expansion of e-Commerce businesses
in India. It will be determined through a correlational studywhether customer relationship management has
any effect on customer retention, which further restrains the development of Indian e-commerce businesses.
Population of the Study This research paper examines the effect of customer experience management on the
expansion of e-Commerce businesses in India using a sample size of 102 people from a range of
demographics. The impact of the players with variables in Customer Experience Management on these
players' ability to grow will be examined.
.

Questionnaire
A questionnaire is a list of questions that will assist the group in quickly gathering information from the
sample. The doctors will be given a questionnaire that is formal, concise, self- explanatory, and will only
contain a small number of open-ended questions. The influence of these players' growth will be examined
together with an examination of the players with variables in customer experience management. Survey
questionnaires are employed as the study instrument. The questionnaire is a closed ended survey consisting
of 13 questions to be answeredby the respondents.
The researcher has deduced the entire influence of Customer Experience Management and thecreation of the
e-Commerce operators in India based on the analysis of these businesses.
PRIMARY SURVEY
A quantitative research questionnaire was created to conduct this investigation. Students, stay-at- home
mothers, and working adults who purchase online every three months made up the demographic. This was
done to investigate patterns of frequent purchases and the frequency of purchases based on marketing stimuli.
The questionnaire consisted of 13 questions. The first few questions were to understand the respondent's
name, gender, age, and profession. This was to understand the demographics that are most attracted to e-
commerce. Next, a few sets of questions were to understand the respondent’s preferences pertaining to e-
commerce platforms, and the amount of time they spend on the internet, how likely they buy apparel,
specifically, online. And which site they use for it and how often. After this, four questions were scale based
(1 being highest, 5 being lowest) where respondents were asked to score their favorite e-commerce websites.
These four parameters were components of the eSERVQUAL model. This was done to understand how each
website fared in terms of service quality metrics. Finally, these were followed by questions onwhat drives
purchase or loyalty to the websites previously chosen by the respondents.
Literature Review
Since secondary data is already available and can be gleaned from a source, it is useful when conducting
research. For the same objective, the study includes a thorough literature assessment. Both internal and
external sources have the information. However, the researcher is only using external sources for this study,
including online databases like Emerald Insight, Research Gate, and EBSCO, and articles etc.
RESPONDENT ANALYSIS
The objective is to research how CXM initiatives affect an e-commerce website's functionality. The strategy
for the first is to choose a KPI for business performance to be theindependent variable. Based on secondary
research, examined several KPI, including
Cost per acquisition
Lifetime value of a customer
Value of a visit
Revenue, growth rate, etc.
The method for calculating correlation and covariance values, which would show us if there was a positive
correlation between the firm performance and the service quality and vice versa, is used to measure impact.
• Qualitative Analysis
In order to gather and evaluate the numerous service aspects offered by Indian e-commerce enterprises, a
questionnaire with a Likert scale was created. Along with their responses, the respondents were asked for
some basic information, which was then analyzed using differentanalytical techniques. To ensure equal data
collection and the correctness of the results, the questionnaire was distributed to a wide range of
demographics. The questionnaire was distributed to a wide group of people with a range of ages, occupations,
and internet usage patterns.

As it can be seen from this data figure that females (56.2%) buys online more as comparedto males who buy
online (43.8%).

It can be observed through this data figure that most of the respondents, who make an onlinepurchase, lie
in the age range of 23-35. And, elderly people shop online, the least.
The demographic data varies depending on the profession also, with working professionalsconstituting the
majority of respondents (39%), followed by students (37.1%)

An intriguing finding of the study was that a sizable portion of respondents utilised the internet for personal
purposes, and just 12% of them used it daily for 1-2 hours. There was a correlation between older
respondents' average personal internet usage time decreasing with age and students under the age of 22 being
heavy internet users in this study. There was an increase in internet usage hours regardless of age, with the
exception of those who picked thesame career as others.
As it can be seen as high as 48.6% of the respondents are most likely to buy online due tovarious reasons

The researcher took the top 7 best performing e-commerce websites in India for this survey. New e-
commerce platforms that have captured a good market share have been Myntra & AJIO while Meesho and
Snapdeal have shown a decline in their growth in recent years. The survey conducted goes to confirm the
same. Myntra and Amazon, as expected emerged as themost preferred e- commerce website whereas an
unexpected Urbanic took the second spot beating Nykaa to a third place. Also, very few of the respondents
chose Bewakoof which goes to show a decline in its brand promise.
.
Out of all the respondents, 41% of them uses their favorite e-commerce site only on the monthly basis and
as few as 22.9% uses them on weekly basis. This shows that people don’t’shop apparels very frequently
(especially online).

As it can been from this data figure that respondents prefer Myntra because of its reliability,AJIO for its
delivering right products and that too on time (its fulfillment) and for its compensating abilities, and Myntra
again for its responsiveness which shows that Myntra handles the queries quickly and aptly.

As it can be seen that as high as 63.8% of the respondents consider the ‘quality of the product’ over anything
else followed by ‘product availability’ and ‘price’. It can also be observed that only very few people consider
the factor of ‘issue resolution quality’ whilepurchasing online because of which they might suffer later on.
For as high as 53.3% of the respondent, shopping online is flexible and convenient for them as most of the
respondents were working professionals followed by students. So due to paucity of time, energy, and efforts,
it is convenient and flexible for them. On the other hand,around 6.7% of the respondents don’t find it flexible
and convenient to shop online. The reasons could be lack of technical knowledge of using smart phones,
finding themselves stuck in amidst of shopping due to multiple features of a website or an app, etc.

From the data, it can be clearly seen that 36.2% of the respondents’ online purchase gets influenced by
‘having the option of Cash On Delivery (COD). Because through this, they canintact their trust on the e-
commerce sites and they can keep their money safe by not losing it to online transactions by any chance.
This shows that the consumer buying behavior and their online purchase most likely gets influenced by the
prices as high as 33.3 %. So, every e-commerce websites should maintaintheir price range in order to retain

their established customer base and to attract new ones.

• Quantitative Analysis
For this study, the researcher selected the top 7 performing Indian e-commerce websites. The goal was to
investigate how CXM initiatives affected an e-commerce website's functionality. First, the researcher had to
decide on a KPI for business performance that would serve as the independent variable. The researcher
examined a wide range of KPIs, including cost per acquisition (COA), customer lifetime value (CLV), value
for a visit (VV), revenue, growth rate,etc., based on the secondary study. Data on COA, CLV, and VV were
attempted to get, howeverthe pertinent data for the year 2023 was not available. As a result, in order to
conduct the study, revenue and compound annual growth rate (CAGR), a commonly used indicator of firm
performance, are taken into consideration.
As part of the survey, respondents were asked to assess their favourite websites based on four criteria:
app/website dependability, timely delivery of the proper goods (fulfilment), responsiveness to customer
issues, and compensation. The researcher used these eSERVQUAL model parameters to calculate the
eSERQUAL value for each of the companies under consideration. To determine how much a CXM effort
influences a consumer's decision to choosea website, the following set of questions on the questionnaire was
created. For instance, if discounts are what draw customers to particular websites, then the backend work of
informing, tracking, and monitoring customer preferences is an e-CRM effort, which demonstrates the
importance of e-CRM effort in boosting sales.

IMPACT
Impact of CEM Strategies on Consumer Retention:
• Personalization:
Personalization involves tailoring the online shopping experience to individual customer preferences,
behaviors, and demographics.
E-commerce companies leverage data analytics and machine learning algorithms to deliver personalized
product recommendations, content, and marketing messages.
Personalized experiences create a sense of relevance and connection, driving higher engagement and
conversion rates.
Examples of personalization include recommending products based on browsing history, sending targeted
email offers, and displaying dynamic content based on user location or past purchases.
• Omnichannel Experience:
The omnichannel approach provides a seamless and integrated shopping experience across multiple
channels, such as websites, mobile apps, social media platforms, and physical stores.
Customers expect consistency and continuity as they transition between different touchpoints during their
shopping journey.
E-commerce companies invest in technologies like customer relationship management (CRM) systems and
inventory management software to synchronize data and provide a unified view of customer interactions.
Offering options like click-and-collect, where customers can order online and pick up in-store, enhances
convenience and flexibility, further improving the overall customer experience.
• Proactive Customer Support:
Proactive customer support involves anticipating and addressing customer needs and issues before they arise.
E-commerce companies utilize live chat, chatbots, and AI-powered virtual assistants to provide real-time
assistance and guidance to customers.
Prompt resolution of queries and concerns enhances customer satisfaction and reduces the likelihood of
negative experiences or abandoned purchases.
Proactive communication, such as order status updates and shipping notifications, keeps customers informed
and engaged throughout the purchase journey.

• Streamlined Checkout Process:

The checkout process is a critical touchpoint in the customer journey, influencing purchase completion and
overall satisfaction.
E-commerce companies optimize the checkout experience by minimizing steps, reducing form fields, and
offering guest checkout options.
Integration with payment gateways and digital wallets enables secure and convenient payment processing,
reducing friction and increasing conversion rates.
Addressing common pain points like unexpected shipping costs, complex discount code redemption, and
lengthy registration requirements improves user experience and encourages repeat purchases.
• Feedback Mechanisms:
Soliciting feedback from customers allows e-commerce companies to gather insights into their preferences,
expectations, and pain points.
Feedback can be collected through surveys, ratings, reviews, and social media interactions.
Analyzing customer feedback helps identify areas for improvement and prioritize initiatives to enhance the
overall customer experience.
Transparently addressing feedback and communicating changes or improvements demonstrates a
commitment to customer satisfaction and fosters trust and loyalty.
By implementing and continuously refining these CEM strategies, e-commerce companies can effectively
differentiate themselves in a crowded marketplace, cultivate strong relationships with customers, and
ultimately drive sustainable business growth through enhanced customer retention and advocacy.

CONCLUSION
Every business depends on its customers remaining loyal to it. With the widespread use of smartphones and
simple access to the internet, various e-commerce websites have sprung upin India's economy, drawing the
attention of industry titans like Amazon and Walmart. But each of these players is vying to establish a name
for themselves in the minds of customers. CXM aids in bridging the gap between consumers and e-commerce
businesses. According toour secondary research, email marketing, loyalty programmes, and flash sales like
Myntra's "end of reason sale" or Flipkart's "Big Billion Days" all enhance the number of repeat customers
and the frequency of their purchases. With the aid of customer information, it is the CXM that enables these
marketing initiatives to reach the appropriate customers.
Also, E-CRM is the newest significant trendy expression in business and is regarded as oneof the powerful
tools in the e-commerce industry. Today, the best way to beat the competition and survive is to reach the
right client with the right service at the right time through the right means.
Every interaction a customer makes with the platform is compiled and recorded by e-CRM. Recent
developments like the Swiggy Appraisal Report serve as a great illustration of how e- CRM works to
strengthen brands and keep customers. Using CXM techniques has a number of advantages, including: Using
a coordinated data set to deliver consistent and improved customer responses; Reducing costs by focusing
on customer retention and using intelligent assistance tools to sell additional items; Consistent deals; and,
Using an administration methodology to create efficient work cycles. Automatic client recognition and
following willensure that requests are satisfied and obligations are honoured. This will improve every aspect
of the customer's association management experience. In addition to this, CXM raises the service quality
index of businesses like Amazon and Flipkart, who score highly for responsiveness, fulfillment, and delivery,
among other metrics, causing them to consistently rank highly for customer happiness.

FUTURE IMPLICATIONS
As Flipkart and Myntra together account for 70% of business, the Walmart-owned Flipkart ischanging its
focus to Myntra and shuttering Jabong. Due to the extremely poor consumer stickiness in Indian e-commerce,
this is being done to re-gain such customers. Jabong was purchased by Flipkart in 2016 and Myntra two
years prior. Jabong has been unable to maintain its position, whilst Myntra has consistently been successful
in growing client loyalty through its services. Daily active users on Jabong decreased by 10.61% in December
2019, whereas Myntra reported a 41.18% increase in downloads and a 31.87% increase in daily active users.
Along with the significant purchases of Myntra and Jabong, Flipkart is also advancing its label. In recent
years, Flipkart and other e-commerce behemoths have increased their broadcast advertising. There is also
the argument that it is preferable to keep customers on one website rather than scattering them over other e-
commerce sites that effectively sell thesame goods with dwindling quality standards.
Flipkart, which is owned by Walmart, is investing heavily in order to outperform Amazon. A supply chain
business named Ninjacart has received funding from Flipkart. With improved access to high-quality retailers
in a shorter amount of time, they will be able to ensure higher service quality, which will boost fulfillment
and responsiveness metrics.
Since users can sign up for prime membership and use quick delivery services, Amazon's prime delivery
options have increased customer loyalty. Because people perceive Amazon tobe worth much more than it
actually is, Flipkart is working hard to make its platform competitive with a major player like Amazon. Even
on the platform side, Flipkart is collaborating with neighborhood shops to provide its clients with the "touch
and feel" experience that Indian shoppers lose when they purchase online. In some ways, Flipkart is
attempting to imitate Amazon Go stores in the US. The same has had a successful pilot in Hyderabad, and
the researcher anticipates "buy zones" where clients can stroll in and pick uporders they previously placed
online.
Since the pandemic, technology has become even more essential to our daily lives. I believethat the pandemic
acted as a spark for the internet, making it easy for generations above netizens and Gen Z to use and adapt
virtual presence. More people are now at ease making online purchases and communicating virtually with
other customers, brands, or businesses.

According to Mrigank Gutgutia, Director, Consumer Internet, Redseer, there will be 190 million more online
shoppers in 2020 than there are today. With the development of technology and the ease with which it can
be used, e-commerce businesses are creating fresh,cutting-edge strategies for keeping their customers. The
change to the e-commerce site is the most crucial thing that they must take into account. To keep their
devoted consumer base, major e-commerce companies are currently watching, brainstorming, designing, and
implementing new tools and strategies.
The key takeaway from the aforementioned information is that order placement, order delivery, and order
collecting will increasingly be done through both online and offline channels in the future of e-commerce.
Nykaa is the most successful example that comes to mind. Prior to launching its own label under the same
brand name, the beauty brand served as a platform for all well-known national and international beauty
brands. Now, Nykaa also serves the clothing sector under the name "Nykaa fashion.". Nykaa recently opened
more than 50 retail locations throughout India, implementing omnichannel and successfully fusing the online
and physical experiences of its customers. Similar to how the CRM and e-CRM have been employed to cater
to the same, the strive quality measures for a retail store have been different from those for an e-commerce
website. However, as e-commerce blurs the linebetween online and offline in the future, what metrics will
be used to gauge service quality and what CRM models will be adequate to ensure customer loyalty, also
known as stickiness,in a fiercely competitive market.

BIBLIOGRAPHY
1. Wenli Zou, Lili & Kin (Bennett) Yim, Chi & Wa Chan, Kimmy, 2022. "How firms can create
delightful customer experience? Contrasting roles of future reward uncertainty," Journal of
Business Research, Elsevier, vol. 147(C), pages 477-490.
2. Klink, R. R., Zhang, J. Q., & Athaide, G. A. (2020). Designing a Customer Experience
Management Course. Journal of Marketing Education, 42(2), 157–169.
https://doi.org/10.1177/0273475318818873
3. fatma, s. (2017). Antecedents and Consequences of Customer Experience Management. UAE:

International Journal of Business and Commerce.
4. Global: e-commerce retail sales CAGR 2023-2027 | Statista. (n.d.). Statista.

https://www.statista.com/forecasts/220177/b2c-e-commerce-sales-cagr-forecast-for-selected-
countries
5. McLaren, K. W. (2023, March 21). Forbes Marketplace: The Future Of E-Commerce: Trends
To Watch In 2023. Forbes. https://www.forbes.com/sites/forbesmarketplace/2023/03/21/the-
future-of-e- commerce-trends-to-watch-in-2023/
6. S. (n.d.). Why Customer Experience Is Key to Scaling Revenue Growth. How to Create a Great
Customer Experience Strategy. https://www.superoffice.com/blog/customer-experience-
strategy/
7. Customer experience consulting. (n.d.). Customer Experience Consulting | IBM.

https://www.ibm.com/consulting/customer-experience
8. Ghavami, A., & Olyaei, A. (2016, October 4). The impact of CRM on customer retention. The
Impact of CRM on Customer Retention. https://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-49736
9. The relationship between CRM and customer loyalty: the moderating role of customer trust |
Emerald Insight. (2021, July 1). The Relationship Between CRM and Customer Loyalty: The
Moderating Role of Customer Trust | Emerald Insight.
https://www.emerald.com/insight/content/doi/10.1108/IJBM-12- 2020-0607/full/html

ANNEXURE -1
THE QUESTIONNAIRE








ANNEXURE-2
MET Institute of Management

Master of Management Studies – [Semester IV] [Batch 2022 – 2024]
End Term Project Report
University of Mumbai
Name of the Student : Vaibhavi Baban Avsarmal
Course and Batch : Master of Management Studies (Batch 2022-24)
Specialization : Marketing Roll No. : 009
Period of Project Research : _________________________________________________
Area of Project Research : Specialization Project
Name of the Guide : Dr. Manmeet S Barve

Title of the Project : Examine The Impact of Customer Experience Management Strategies On
ECommerce Companies’ Ability To Retain Consumers
[A] Objectives and need of Study :
[Based upon the knowledge about
The subject and literature survey]
1 ) Understanding and evaluating the total effect of Customer Experience Management (CXM) initiatives
on customer retention is the aim of this study.
2 ) To pinpoint the essential CXM components that raise customersatisfaction, loyalty, and engagement
levels, which in turn boost retention rates.

3 ) To understand the impact
[B] Study Hypothesis : 1 ) Customer loyalty is the cornerstone of every successful business, driving
sustained revenue growth and fostering brand advocacy in competitive markets.
2 ) E-commerce giants like Amazon and Flipkart rely on effective Customer
Experience Management (CXM) strategies to cultivate loyalty and enhance repeat purchases among consumers in India's

rapidly expanding digital economy.
[C] Research Methodology :
Research Design This study's main objective is to assess the impact of customer
relationship management on the growth of e-commerce businesses in terms of several metrics like revenue,
market share, and other important variables.
To determine the connection between CXM and client retention.
Types of Research : _________________________________________________
Data for the Study : Primary Data Secondary Data
Sample design and size :
Data Collection Tools : Interviews
Survey and quiestionnaire
Observational Studies
1. Limitations of the study :
Generalization Challenges: Findings may not be universally applicable, as consumer preferences and market dynamics
can vary across regions and demographic segments, limiting the generalizationof results.
Data Accuracy and Reliability: The accuracy of data depends on the honesty and accuracy of
respondents in surveys and interviews, which can introduce potential biases and impact the reliabilityof the findings.
______________________ __________________________
Name of the Professor Student Name
With designation
(Internal Guide)
________________________________ __________________________
Dr. Nitin Kulkarni Dr. Swati Lodha
Course Coordinator Director

PLAGIARISM





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Marketing Specialization Project on

“EXAMINE THE IMPACT OF CUSTOMER EXPERIENCE

Submitted in partial fulfillment for the award of the degree of

Master of Management Studies (MMS)

(Under University of Mumbai)

Vaibhavi Baban Avsarmal

(ROLL NO: 009)

Under the Guidance of

Dr. Manmeet S Barve

Associate Professor (Marketing)

“Examine The Impact of Customer Experience Management

MET INSTITUTE OF MANAGEMENT

Under the Guidance of

Dr. Manmeet S Barve

MET Institute of Management, Mumbai, India

Vaibhavi Baban Avsarmal

Guide: Dr Manmeet Barve Director: Dr. Swati Lodha

Professor (Marketing), MET IOM MET IOM

Place: Mumbai Place: Mumbai

Name: Vaibhavi Baban Avsarmal (Signature of Student)

Course: Masters in Management Studies (MMS)

At the outset I would like to express my sincere gratitude to Dr Manmeet Barve,

Name of Student: Vaibhavi Baban Avsarmal (Signature of Student)

Roll No.: 009

SR. PARTICULA PAG

iii Certificate iii

vi Table of content vi,

1 Ecom sales by country 2

5 Elements of customer experience

7 Flowchart for methodology

Vaibhavi Avsarmal Page 1 of 47

Fig no.1: Ecom sales by country

Fig no.2: Worldwide retail sales growth

VAIBHAVI BABAN AVSSARMAL Page 3 of 51

Some facts related to E-commerce’s growth-

What is Customer Experience Management (CXM) ?

The use of a CXM technique has a number of advantages:

VAIBHAVI BABAN AVSSARMAL Page 4 of 51

Is customer experience the same as customer service?

• Based on past purchases, suggest relevant products

VAIBHAVI BABAN AVSSARMAL Page 5 of 51

Parameters Customer Service Customer Experience

Interaction When a problem occurs Throughout the entire customer

Approach Reactive Proactive

Metrics CSAT NPS

Triggers An event A feeling

Relationship Transactional Experience

Responsibility Department Company

Fig no.4: Distinguish between customer service vs experience

VAIBHAVI BABAN AVSSARMAL Page 6 of 51

ELEMENTS OF CUSTOMER EXPERIENCE

The Key Areas of Customer Experience Management:

Fig no.5: Elements of customer experience

Qualifying customer experience touch points-

VAIBHAVI BABAN AVSSARMAL Page 7 of 51

VAIBHAVI BABAN AVSSARMAL Page 8 of 51

Data Collection & Analysis-

Customer Experience Software-

To review, CEM software

Building a customer-centric brand culture-