Project Report on

Exploring Customer Preferences and satisfaction in the Automotive Sector: A case

study of Spark Minda
Submitted in partial fulfilment for the award of Master of Business Administration
(2023-2025)
Under the subject
SUMMER INTERNSHIP (MB-315)
In the organisation:

SUBMITTED BY :
KARUNA SINGH
(23423MBA024)
MBA, 2023-2025
UNDER THE GUIDANCE OF:

INSTITUTE MENTOR: ORGANIZATION MENTOR:

Dr. Abhijeet singh Mr. Manish Saxena
Dr. Shashi Srivastava
 ACKNOWLEDGEMENT

This research work would be incomplete without the support and valuable insights of Mr. Manish
Saxena, my mentor at Minda Corporation Limited- Die Casting Division, Greater Noida. I have
infinite gratitude for his patience and thoughtful guidance towards the fruition of this project work.
Secondly, I would like to thank Dr. Abhijeet Singh and Dr. Shashi Srivastava for their guidance that
helped me immensely in completing this project. The liberty sanctioned by them right from the
inception to making draft was a great motivation to use all creativity in the making of this project.
As my subject of the project was quite vast and deep, so it would not have been possible to complete
this project without the help and guidance of many people, who were constantly giving me feedback,
suggestions and direction about how to proceed.
I would also like to thank Faculty fraternity of IM-BHU who gave the opportunity to imbibe the
corporate exposure as a part of my course curriculum and providing guidance and suggestions during
the entire phase of my summer internship training.
Also, a big thanks to Dr. Aashish Bajpai, director of the institute of Management Studies, Banaras
Hindu University under whose inspiring leadership, our Institute continues to produce deep rooted
management practitioners who are committed to serve the nation with their zeal.

Karuna Singh
 DECLARATION

I, Karuna Singh, the principal investigator of this project titled “Exploring Customer Preferences and
Satisfaction in the Automotive Sector: A Case Study of Spark Minda” declare that this report is based
on my own work carried out during the course of the study of the Master of Business Administration
Degree at the Banaras Hindu University under the supervision of Dr. Abhijeet Singh and Dr.Shashi
Srivastava.
I assert that the statements made and conclusions drawn are an outcome of the research undertaken
in this project. I understand that this information is confidential and that I am not authorized to
disclose it to any third party. I also understand that I am not authorized to use this information for
any purpose other than completing the report. I further declare that project report doesnot contain
any part of any work which has been submitted for the award of any other degree/certificate in this
University or any other University.

KARUNA SINGH
(23423MBA024)
 CERTIFICATE

This is to certify that the project report titled “Exploring Customer Preferences and Satisfaction in
the Automotive Sector: A Case Study of Spark Minda” is carried out by Karuna Singh (Examination
Roll No. 23423MBA024). The project was carried out under the supervision as a part of the award
of Degree in Master of Business Administration at the Institute of Management Studies, Banaras
Hindu University, Varanasi.
To the bes of our knowledge the report is the outcome of the candidate’s individual efforts.

____________________ ____________________
(signature of Mentor) (signature of Mentor)
Dr. Abhijeet Singh Dr. Shashi Srivastava
IM-BHU IM-BHU

_____________________
(signature of mentor)
Mr.Manish Saxena
Head- PPC & Sales
 TABLE OF CONTENTS

S.No CONTENT Page No.

1 Executive Summary
2 Company Overview
3 Literature Review
4 Industry Analysis
5 Research Methodology
6 Data Collection
7 Key Findings
8 Recommendations and Suggestions
9 Reference
10 Appendix
 EXECUTIVE SUMMARY

Spark Minda has been a significant player in the global automotive industry for over six decades. We
are one of the prominent manufacturers of automotive components for the OEMs and Tier-I suppliers.
The US $610 Million Group, with a workforce of more than 16,000 employees, caters to the leading
Passenger Vehicle, Commercial Vehicle, Motorcycle & Scooter, Off-road Vehicle & Tier 1
Manufacturers in India with presence in Indonesia, Vietnam, Europe, Japan and Uzbekistan. We also
serve the aftermarket segment in India through a strong dealer distributorship of about 650 dealers.
Our state-of-the-art R&D facility and partnerships with automotive industry pioneers provide us with
a significant technological advantage. Spark Minda embraces cutting-edge technologies through
strategic alliances, technical and global business collaborations. These initiatives have empowered
Spark Minda with innovative product design and technology, meeting rigorous international quality
standards.

For the technological edge, we have a dedicated R&D facility and collaborations with the pioneers
and leaders of the automobile industry. For assimilating the latest technologies, Spark Minda has
entered into strategic alliances and technical collaborations with leading international companies and
acquired businesses across the globe. This has provided Spark Minda with the cutting-edge in product
design and technology to meet strict international quality standards.

The Group companies are accredited with QS 9000, ISO-14001, and TS Certification. We are one of
the India's leading manufacturers of automotive components – Electronic & Mechanical Security
Systems, Die Casting, Keyless Solutions, Starter & Alternator Motors, Telematics, ITS & IoT,
Wiring Harnesses, Components, Instrument Clusters, Sensors, Interior Plastics and new components
in electronics that cater to all major two, three, four-wheeler, commercial, off-road vehicle
manufacturers in India & Overseas.

The products are well accepted worldwide, both within OEMs and the Aftermarket.
 COMPANY OVERVIEW

History of Spark Minda:

The Group was founded in 1958 by Late Shri S. L. Minda in Delhi. Today it has emerged as a leading
automotive component player with worldwide presence.

1958 :
 Foundation of Group by Late Sh. S.L. Minda.
1988 :
 Minda Corporation Limited, Noida (Formerly known as Minda Switch Auto Ltd.).
1995 :
 Established Minda Wirelinks
 Minda Huf JV
2003 :
 Formed Minda SAI Ltd.(through merger of Sylea Automotive India Ltd. And Minda
Wirelinks.)
 Acquired Sylea Automotive India Ltd.
2004 :
 Minda Stoneridge JV.
2005 :
 Setup PTMA, Indonesia.
2007 :
 Setup Japan Engg. Office.
 MindaFurukawa JV.
 Minda Valeo JV.
 Minda Silca JV.
2008 :
 Acquired Schenk Plastic Solutions in Germany.
 Acquired Schenk Plastic Solutions in Czech.
2009 :
 Setup Minda Vietnam Co. Ltd.
 Setup Minda Automotive Solutions in Uzbekistan.
 Acquired ALU Automotive in Germany.
2010 :
 UzMinda LLV JV.
 Acquired Aksys, Plant Koengen in Germany.
 Acquired Tectro in Poland.
2011 :
 New Group Logo and Brand identity “Spark Minda”.
2012 :
 Setup representative office of Minda Stoneridge Instruments Limited in Russian federation.
 PT Minda Automotive Indonesia starts their operations.
 Minda Vietnam automotive Company Limited starts their operations.
 Minda Automotive Solutions Limited starts their operations.
2013 :
 Group Corporate Office – Minda Management Services Ltd. Setup in Gurgaon.
2014 :
 Listing of company on NSE abs BSE.
 CSR integrated Automotive component manufacturing unit setup at Tihar Jail.
2015 :
 Wiring Harness Assembly Unit inaugurated under Business Integrated CSR at Yerwada
Central Prison, Pune.
 Spark Minda and Vehicle Acces Systems Technology LIc (VAST), USA enter into a Joint
venture – Minda VAST.
 Minda KTSN Plastic Solutions starts a greenfield project in Czech Republic.
2016 :
 Spark Minda initiates CSR integrated lock body assembly manufacturing unit setup at
Aurangabad Central Prison.
 Spark Minda Technical Centre setup in Pune.
 MKTSN Plastic Solutions starts a new plant – Minda KTSN Plastic Solutions, Mexico , S.de.
R.L. de C.V. in Mexico.
 MKTSN Plastic Solutions signs JV with Shandong Beiqi Hai Hua Automobile Co (a BAIC
Group Subsidiary) and begins operation in China : Minda china Plastic solutions Ltd.
  Spark Minda acquires Panalfa Autoelektrik Ltd. Now renamed as Minda Autoelektrik Ltd.
2017 :
 Spark Minda acquires EI Labs to enhance Group expertise in connected mobility and IoT
solutions.
 MKTSN Plastic Solutions inaugurates new plant in Mexico.
2018 :
 Spark Minda sets up manufacturing unit at Yerwada Jail, women Cell for Lock Body
Assembly Unit.
 Spark Minda sets up manufacturing unit for Nagpur Central Jail for Wiring Harnesses.
 Inaugration of Minda Corporation, Die Casting new plant at Pune.
 Spark Minda inaugurates Spark Minda Technical Centre at Pune.
2019 :
 Merger of Domestic Group Companies with Minda Corp.
 Technical Assistant Agreement signed with Korean Company INFAC for Antenna System.
2020 :
 Establishment of Electronics Manufacturing Excellence, Pune.
 TLA with the Israel based company Ride Vision for two-wheeler ADAS.
2022 :
 Foray into B2C segment- Launch of Spark Minda Helmets.
 Minda Stoneridge 100% subsidiary.
 TLA with Daesung Eltec and LocoNav.
 Inaugration of 28th manufacturing facility in Chakan, Pune.
2023 :
 Launch of Wiring Harness Division plants in Pune or Hosur.
2024 :
 Achieve 1 million Smart Keyless System Milestone for India and Global Markets.

Locations :
Domestically Spark Minda has 30 locations.
1. Noida (1) – Corporate Office
2. Delhi NCR (10)
3. Aurangabad (2)
 4. Mumbai (1)
5. Pune (8)
6. Haridwar (1)
7. Pantnagar (2)
8. Pithampur (1)
9. Bengaluru (1)
10. Chennai (3)
Globally it is situated in 7 more locations.
1. USA
2. Minneapolis
3. Uzbekistan
4. India – Technical centre
5. Japan – Design office
6. Vietnam
7. Indonesia

Vision, Mission and Values :

Vision -
Be a Dynamic, Innovative and Profitable global automotive organization to emerge as the preferred
supplier and employer and create value for all stakeholders.
Mission –
Be a complete automotive system solutions provider and build a brand recognized by vehicle
manufacturers all over the world.
Values -
Commitment to Stakeholders, Passion for Excellence, Open Communication, Integrity & Fairness,
Nurture Talent, Competency & Willingness, Respect & Humility.
Core Purpose -
Be a happy, inspiring and proud place to work, setting benchmarks and delivering products that give
customers an edge in their businesses.

Customers:
 2 – wheelers
1. 22KYMKO
2. Bajaj
3. Ampere
4. Yamaha
5. Revolt
6. Ather
 7. Hero
8. Polaris
9. TVS
10. Honda
11. Ultra Violette Automotive Pvt. Ltd.
12. Suzuki
13. OLA Electric
14. Polarity
15. Hero Electric
 4 – wheelers
1. Hyundai
2. Mahindra
3. Maruti Suzuki
4. Tata
5. Vinfast
 Commercial Vehicles
1. Ashok Leyland
2. Isuzu
3. Switch
4. VE Commercial Vehicles
 Electric Vehicles
1. Hyundai
2. Mahindra
3. Maruti Suzuki
4. Tata
5. Vinfast

Divisions:
1. 2W Vehicle Access Division
2. 4W Vehicle Access Division
3. Advanced automotive Sensors
4. Die Casting Division
5. Drivers Information system Division
6. Electrical Distribution system division
7. Electric Vehicle Mobility division
8. Interior Plastics Division
9. Smart Electronics Division
10. Starter Motor and Alternator Division
11. After Market Division
SWOT Analysis
Strength:
1. Strong brand reputation
2. Diversified product portfolio
3. Focus on R&D
4. Global presence
5. Strong supplier Relationship
Weakness:
1. Dependence on Indian Market
2. Competition
3. Limited Brand awareness outside India
4. Reliance on traditional sales Channel.
Opportunities:
1. Growth in emerging Markets
2. EV Revolution
3. Connected mobility solutions
4. E-commerce growth
5. Sustainability focus
Threats:
1. Economic downturn
2. Fluctuating Raw Material Prices
3. Technological Disruption
4. Stricter Environmental Regulation
5. Trade Wars and tarrifs
 LITERATURE REVIEW

1. Anderson, E.W., Fornell, C., & Lehmann, D.R. (1994). Customer Satisfaction, market share,
and profitability: Findings from Sweden. Journal of Marketing, 58(3),53-66.
The study explores the correlation between customer satisfaction, market share, and
profitability in the automotive industry. The research found that higher customer satisfaction
leads to increased customer loyalty, which in urn enhances market share and profitability.
The implications for Spark Minda suggest that investments in customer satisfaction can lead
to better financial performance.

2. Hallowell,R. (1996). The relationship of customer satisfaction, customer loyalty, and

profitability: An empirical study. International Journal of Service Industry Management,
7(4),27-42.
This paper examines the direct relationship between customer satisfaction and loyalty, and
their impact on profitability. The study emphasizes the importance of consistent service
quality and product reliability, which are critical areas for spark Minda to focus on to retain
customers and improve loyalty.

3. Mittal, V., & Kamakura, W.A. (2001). Satisfaction, repurchase intent, and repurchase
behaviour: Investigating the moderating effect of customer characteristics. Journal of
Marketing Research 38(1), 131-142.
This research identifies various factors that influence customer satisfaction and repurchase
behaviour, including product quality, service quality and customer demographics. For Spark
Minda, understanding these determinants can help tailor their strategies to meet specific
customer needs.

4. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1998). SERVQUAL: A multiple item scale
for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.
This foundational paper introduces the SERVQUAL model, which measures service quality
across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. Spark
Minda can use this model to evaluate and improve their service quality, thereby enhancing
customer satisfaction.

5. Keller, K.L. (1993). Conceptualizing, measuring, and managing customer-based brand

equity. Journal of Marketing, 57(1), 1-22.
Keller’s research emphasizes the role of brand image in shaping customer perceptions and
satisfaction. For spark Minda, maintaining a strong, positive brand image is crucial for
attracting and retaining satisfied customers.

6. Homburg, C., & Giering, A. (2001). Personal characteristics as moderators of the relationship
between customer satisfaction and loyalty- An empirical analysis. Psychology & Marketing,
18(1),43-66.
 This study highlights how personal characteristics such as age, income, and prior experiences
moderate the relationship between satisfaction and loyalty. Spark Minda can leverage these
insights to better understand and cater to diverse customer segments.

7. Berry, L.L., Carbone, L.P., & Haeckel, S.H. (2002). Managing the total customer experience.
MIT Sloan Management Review, 43(3),85-89.
The paper discusses the importance of innovation in enhancing the overall customer
experience. For Spark Minda, continuous innovation in products and services can lead to
higher customer satisfaction and differentiation in the market.

8. Christopher, M., & Towill, D.R. (2001). An integrated model for the design of agile supply
chains. International Journal of physical Distribution & Logistics Management, 31(4), 235-
246.
This study focuses on the role of agile supply chains in meeting customer expectations and
enhancing satisfaction. Spark Minda can benefit from adopting agile supply chain practices
to respond quickly to market demands and improve customer satisfaction.

9. Goodman, J., & Newman, S.A. (2003). Understand customer behaviour and complaints.
Quality Progress, 36(1),45-51.
This paper emphasizes the importance of customer feedback in driving continuous
improvement. Spark Minda should implement robust feedback mechanisms to capture
customer insights and use them to refine their products and services.

10. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, Progress, and
prosperity in a time of brilliant technologies. W.W. Norton & Company.
Brynjolfsson and McAfee explore the impact of digitalization on various industries, including
automotive. For Spark Minda, leveraging digital technologies can enhance customer
interactions, streamline processes, and ultimately improve satisfaction.

11. Otman, J.A., Stafford, E.R., & Hartman, C.L. (2006). Avoiding green marketing myopia:
Ways to improve consumer appeal for environmentally preferable products. Environment:
Science and Policy for Sustainable Development, 48(5), 22-36.
This paper discusses how environmental considerations influence customer preferences.
Spark Minda can attract environmentally conscious customers by incorporating sustainable
practices and promoting eco-friendly products.

12. Payne, A., & Frow, P. (2005). A strategic framework for customer relationship management.
Journal of Marketing, 69(4), 167-176.
This research provides a strategic framework for CRM, emphasizing the importance of
integrating customer information across all touchpoints. Spark Minda can enhance customer
satisfaction by implementing an effective CRM strategy that personalize interactions and
builds long term relationships.
 PROBLEM STATEMENT

In the highly competitive automotive sector, Spark Minda must align its product offerings with
rapidly evolving customer preferences and satisfaction metrics. Despite notable achievements such
as the production of over one million smart keyless systems, there is a critical need to explore how
these technological advancements impact consumer satisfaction and loyalty. This study aims to
identify the key factors influencing customer preferences and satisfaction, evaluate the effectiveness
of Spark Minda’s current offerings, and provide insights to enhance its market position and customer
engagement.

RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select, process, and analyze
information about a topic. In a research paper, the methodology section allows the reader to critically evaluate a
study's overall validity and reliability. The research could be conclusive and descriptive design is used as we are
going to study the effect of push notifications on the consumers and their purchasing decisions. Depending on
the source, it can classify as primary data or secondary data. In this study, secondary data that has been collected
from the company has been used.

Secondary Data : Secondary data is the data that has already been collected through primary sources
and made readily available for researchers to use for their own research. It is atype of data that has
been collected in the past.
A researcher may have collected the data for a particular project, then made it available to be used
by another researcher. The data may also have been collected for general use with no specific research
purpose like in the case of national census.
In my project, the data used is the sales data that has been collected from the company and the
customer satisfaction data provided by the company.

RESEARCH DESIGN
Objective of the study :
1. Analyze customer purchasing behaviour to identify trends and preferences.
2. Evaluate the relationship between customer complaints/returns and overall satisfaction.
3. Investigate the impact of net sales and frequency of parts. Also analyze the relationship
between net sales and frequency of customers.
4. Investigate the relationship between quantity and frequency of items.
Sources of Study:
Here, we are using secondary data for which we have used the sales report of the company which
contains customer name, billing type, net sales, gross sales, quantity, rate of item, part description
that is manufactured and the part number from both the company and customer side.
Scope of the study:
The study focuses on the satisfaction and preferences from a specific part that they have been buying
by using the quantity, net amount and the frequency of parts that the customer have been buying.
 DATA COLLECTION

Year 2022-23

The above graph shows the companies of 2022-23 who have been doing the business with Minda
corporation Ltd. – die Casting Division. They have been collecting the products according to the
requirement from the MCL-DCD. From the Graph shown we can see that the companies which are
doing business on a greater scale are BAJAJ Auto Ltd., Hitachi Astemo Gurugram, Minda
Corporaion Ltd (1003), R&N TechAuto Industries Pvt. Ltd., Tokai Rubber Auto Parts India, Y-Tec
India Pvt. Ltd. From which the largest customer of MCL-DCD is Minda Corporation Ltd. (1003)
followed by Hitachi Astemo Gurugram and Bajaj Auto Ltd.

Year 2023-24
The above graph shows the companies of 2022-23 who have been doing the business with Minda
corporation Ltd. – die Casting Division. They have been collecting the products according to the
requirement from the MCL-DCD. From the Graph shown we can see that the companies which are
doing business on a greater scale are BAJAJ Auto Ltd., Hitachi Astemo Gurugram, Minda
Corporaion Ltd (1003), R&N TechAuto Industries Pvt. Ltd., Tokai Rubber Auto Parts India, Y-Tec
India Pvt. Ltd. From which the largest customer of MCL-DCD is Minda Corporation Ltd. (1003)
followed by Hitachi Astemo Gurugram and Bajaj Auto Ltd.

Quarter Wise Sales :

Year 2022-23

Sum of Net
Customers Amount
Q1 489215135.1
Q2 602613455.7
Q3 422148358
Q4 567824860
Grand Total 2081801809

Year 2023-24
 Sum of Net
Customers Amount
Q1 587340776.8
Q2 600514532.1
Q3 598225908.6
Q4 636524572.7
Grand Total 2422605790

The relationship shown between the parts and the amount gained by these parts will show us that
which part is mostly sold and which is least sold product from MCL-DCD for the year 2022-23.

The relationship shown between the parts and the amount gained by these parts will show us that
which part is mostly sold and which is least sold product from MCL-DCD for the year 2023-24.
Graph representing the change in sales every month for both the years.

22-23
250000000
200000000
150000000
100000000
50000000
0

23-24
250000000
200000000
150000000
100000000
50000000
0
HYPOTHESIS

OBJECTIVE 1:
H0 : There is no significant relationship between customer purchasing behaviour and product
preferences at Spark Minda.
H1: There is significant relationship between customer purchasing behaviour and product
preferences at Spark Minda.
OBJECTIVE 2:
H0: There is no significant relationship between customer complaints/returns and overall satisfaction
at Spark Minda.
H1: There is significant relationship between customer complaints/returns and overall satisfaction at
Spark Minda.
OBJECTIVE 3:
H0: There is no significant relationship between net sales with frequency of parts bought and
frequency of customers.
H1: There is significant relationship between net sales with frequency of parts bought and frequency
of customers.
OBJECIVE 4:
H0: There is no significant relationship between quantity and frequency of items.
H1: There is significant relationship between quantity and frequency of items.
 INTERPRETATION AND ANALYSIS

OBJECTIVE 1:
2022-23

2023-24

From the graphs shown above of the last two years, we can see that there is the continuous sales and
requirement of the Rotor with packing followed by stator with packing in both the years continuously.
So, we can infer that the customers are satisfied with the products and hence prefer them over the
years.
Here, the null hypothesis turns out to be correct because whatever part the customers are buying over
and over again depicts their preferences.
OBJECTIVE 2:

Since the frequency of returned items have increased from the year 2022-23 to 2023-24. This means
that customers are encountering more issues with the products such as defects or functionality
problem, which could negatively impact their overall experience and satisfaction with the company.
Here, we will choose the alternate hypothesis because the change in return of items impacts the
customer satisfaction. Increase in return of items depict dissatisfaction of the customers.

OBJECTIVE 3:

The negative correlation between net sales and frequency of parts depict that although certain parts
are purchased frequently , they may not contribute significantly to overall sales or revenue.
This could indicate that customers are purchasing lower-priced items or products with lower profit
margins , which may not necessarily reflect high satisfaction levels.
The positive correlation between net sales of the company and frequency of customers suggests that
the company is attracting and retaining customers who make frequent purchases.
This indicate that customers are satisfied with the company’s products, services or overall shopping
experience, leading them to return and make repeated purchases.
High customer frequency combined with increased sales reflects strong customer loyalty and
satisfaction, as customers continue to choose the company over competitors.

OBJECTIVE 4:

The negative correlation state that as the overall quantity of items sold increases , the frequency of
items sold decreases. This could occur if the customers make bulk order less frequently or if here is
a decline in demand of certain items. So, we can say that there might be decline in the demand of
certain items due to customer's dissatisfaction from that item or due to the reason that customers
might have left.
 CONCLUSION

Based on the sales data from Spark Minda in the automotive sector, several insights have been
gleaned regarding customer satisfaction and preferences. The conclusion of the report can be
summarized as follows :
1. Though the examination of purchasing patterns and frequency of part purchases, it has been
observed that certain parts consistently attract customers’ attention and are purchased more
frequently. This indicates specific preferences within the customer base, which can inform
product development and marketing strategies to cater to these preferenceseffectively.
2. Analysis of returns with specific parts has shed light on aspects of product performance and
quality. Parts with higher return rates or a significant number of complaints may indicate
areas for improvement to enhance overall customer satisfaction. Addressing these issues
promptly can contribute to building trust and loyalty among customers.
3. Our analysis revealed a negative correlation between net sales and frequency of parts and
positive correlation between net sales and frequency of customers. For the first part indicate
that customers are purchasing lower-priced items or products with lower profit margins ,
which may not necessarily reflect high satisfaction levels.. The second part indicates that
customers are satisfied with the company’s products, services or overall shopping
experience, leading them to return and make repeated purchases.
4. The frequency of items sold decreases. This could occur if the customers make bulk order
less frequently or if here is a decline in demand of certain items. So, we can say that there
might be decline in the demand of certain items due to customer's dissatisfaction from that
item or due to the reason that customers might have left.
 BIBLIOGRPAHY
1. Sales Data from the Company of the year 2022-23 and 2023-24.
2. Anderson, E.W., Fornell, C., & Lehmann, D.R. (1994). Customer Satisfaction, market
share, and profitability: Findings from Sweden. Journal of Marketing, 58(3),53-66.
3. Hallowell,R. (1996). The relationship of customer satisfaction, customer loyalty, and
profitability: An empirical study. International Journal of Service Industry Management,
7(4),27-42.
4. Mittal, V., & Kamakura, W.A. (2001). Satisfaction, repurchase intent, and repurchase
behaviour: Investigating the moderating effect of customer characteristics. Journal of
Marketing Research 38(1), 131-142.
5. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1998). SERVQUAL: A multiple item scale
for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.
6. Keller, K.L. (1993). Conceptualizing, measuring, and managing customer-based brand
equity. Journal of Marketing, 57(1), 1-22.
7. Homburg, C., & Giering, A. (2001). Personal characteristics as moderators of the relationship
between customer satisfaction and loyalty- An empirical analysis. Psychology & Marketing,
18(1),43-66.
8. Berry, L.L., Carbone, L.P., & Haeckel, S.H. (2002). Managing the total customer
experience. MIT Sloan Management Review, 43(3),85-89.
9. Christopher, M., & Towill, D.R. (2001). An integrated model for the design of agile supply
chains. International Journal of physical Distribution & Logistics Management, 31(4), 235-
246.
10. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, Progress, and
prosperity in a time of brilliant technologies. W.W. Norton & Company.
11. Goodman, J., & Newman, S.A. (2003). Understand customer behaviour and complaints.
Quality Progress, 36(1),45-51.
12. Otman, J.A., Stafford, E.R., & Hartman, C.L. (2006). Avoiding green marketing myopia:
Ways to improve consumer appeal for environmentally preferable products. Environment:
Science and Policy for Sustainable Development, 48(5), 22-36.
13. Payne, A., & Frow, P. (2005). A strategic framework for customer relationship management.
Journal of Marketing, 69(4), 167-176.
This research provides a strategic framework for CRM, emphasizing the importance of
integrating customer information across all touchpoints. Spark Minda can enhance customer
satisfaction by implementing an effective CRM strategy that personalize interactions and
builds long term relationships.