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Transcript of Analyse Customer Feedback and Develop Strategies to Attract and Retain Customers
APPLIED LEARNING PROGRAM
ANALYSE CUSTOMER FEEDBACK AND DEVELOP STRATEGIES TO
ATTRACT AND RETAIN CUSTOMERS OF IDEA SPICE
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 1
APPLIED LEARNING PROGRAM
ANALYSE CUSTOMER FEEDBACK AND DEVELOP STRATEGIES TO
ATTRACT AND RETAIN CUSTOMERS OF IDEA SPICE
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 2
ACKNOWLEDGEMENT
Sincerely:
Prajakta Talathi (GSEP13CMM031)
I take this opportunity to express my gratitude and best regards for my Academic
mentor Dr. Grandhi for his continuous guidance, encouragement and constant
monitoring throughout the project. Blessings help and guidance provided by him
helped to conduct the research smoothly.
I also take this opportunity to express my deep sense of gratitude toward my
corporate mentor Sajith Ansar, CEO and Founder, Idea Spice. His valuable inputs &
involvement at each stage of the project proved as great help to me.
This acknowledgement cannot be completed without thanking Ms. Jyothsna Singh
and Mr. Anudeep Raghuthaman. Their constant suggestions, feedback and
encouragement helped me complete this project
I am obliged to Dr. Dhrupad Mathur for showing faith in me & providing an
opportunity to work with Idea Spice.
Special thanks to Prof Christopher Abraham for connecting me with key
Entrepreneurs and SMEs in Dubai and facilitating my project.
Last but not least, I thank the Almighty, my parents and friends for their constant
support & encouragement!
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 3
DECLARATION
I hereby declare that the matter included in this ALP report entitled “Analyse
Customer Feedback and Develop Strategies to Attract and Retain Customers of
Idea Spice”, is the result of study and interviews carried out by me. I further declare
that this is my original work and has not been published anywhere before.
This Project Work has been carried out for the sole purpose of submission in partial
fulfilment of Semester Three of Global Master of Business Administration (GMBA) at S
P Jain School of Global Management, Dubai.
The above is true to the best of my knowledge and understanding.
I have read, understood and signed the code of Ethics.
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 4
COPYRIGHT ASSIGNMENT
Date:
Student
Prajakta Talathi (GSEP13CMM031)
Signature:
Project Mentor
Name: Dr. Balakrishna Grandhi
Signature:
FOR THE GOOD AND VALUABLE CONSIDERATION, receipt of which is hereby
acknowledged, the ALP, hereby irrevocably transfers and assigns to S P Jain School
of Global Management (“Assignee”), located at Dubai, Singapore, Sydney, its
successors and assigns, in perpetuity, all right (whether now known or hereinafter
invented), title, and interest, throughout the world, including any copyrights and
renewals or extensions thereto, in Analyse Customer Feedback and Develop
Strategies to Attract and Retain Customers of Idea Spice.
IN WITNESS THEREOF, Assignor has duly executed this agreement.
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
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Table of Contents Executive Summary ............................................................................................................................... 11
CHAPTER I: INTRODUCTION ......................................................................................................................... 12
Introduction .......................................................................................................................................... 12
Background ........................................................................................................................................... 12
Problem ................................................................................................................................................. 12
Research Objectives .............................................................................................................................. 13
Research Scope ..................................................................................................................................... 14
CHAPTER II: LITERATURE REVIEW ................................................................................................................. 15
Secondary Research .............................................................................................................................. 15
Country Analysis of UAE .................................................................................................................... 16
Political .......................................................................................................................................... 16
Economic ....................................................................................................................................... 16
Social ............................................................................................................................................. 17
Technological ................................................................................................................................ 18
Legal .............................................................................................................................................. 18
Environmental ............................................................................................................................... 18
SMEs in Dubai ................................................................................................................................... 19
Growth in SMEs ............................................................................................................................. 21
Mega Trends ................................................................................................................................. 23
Growing SME Sectors .................................................................................................................... 23
Challenges Faced by SMEs ............................................................................................................ 24
Branding Consultancy ....................................................................................................................... 24
Concept ......................................................................................................................................... 25
Need .............................................................................................................................................. 25
Services ......................................................................................................................................... 25
Idea Spice .......................................................................................................................................... 26
Process .......................................................................................................................................... 26
Idea Spice Known For .................................................................................................................... 26
Customers of Idea Spice ................................................................................................................ 27
SWOT Analysis of Idea Spice ......................................................................................................... 28
Academic Literature Review ................................................................................................................. 28
Net Promoter Score .......................................................................................................................... 28
ServQual – RATER Scale .................................................................................................................... 29
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CHAPTER III: PROBLEM AND METHODOLOGY ................................................................................................. 30
Problem Statements ............................................................................................................................. 30
Objectives ......................................................................................................................................... 30
Scope ................................................................................................................................................. 30
Research Methodology ......................................................................................................................... 30
CHAPTER IV: ANALYSIS AND INTERPRETATION ................................................................................................ 32
Primary Research .................................................................................................................................. 32
Qualitative Research ......................................................................................................................... 32
Face-to-Face In-Depth Interviews ................................................................................................. 33
Telephonic Interviews ................................................................................................................... 34
Employee In-Depth Interviews ..................................................................................................... 35
Identification of Variables ................................................................................................................. 35
Pilot Testing....................................................................................................................................... 40
Survey................................................................................................................................................ 40
Sampling ........................................................................................................................................ 40
Online Survey ................................................................................................................................ 41
Expert Interview ................................................................................................................................ 42
Data Interpretation and Analysis .......................................................................................................... 42
Infographics ...................................................................................................................................... 42
Data Analysis ................................................................................................................................. 42
Interpretation................................................................................................................................ 43
Share of Wallet.................................................................................................................................. 43
Need for Branding ............................................................................................................................. 44
Framework – Factor Analysis ........................................................................................................ 44
Data Analysis ................................................................................................................................. 44
Interpretation................................................................................................................................ 45
Reasons for Choosing Idea Spice ...................................................................................................... 46
Framework – Factor Analysis ........................................................................................................ 46
Data Analysis ................................................................................................................................. 46
Interpretation................................................................................................................................ 48
Framework – Cluster Analysis ....................................................................................................... 48
Characteristics of Idea Spice ............................................................................................................. 50
Framework – ServQual (RATER) Analysis ...................................................................................... 50
Data Analysis ................................................................................................................................. 51
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Net Promoter Score .......................................................................................................................... 53
Data Analysis ................................................................................................................................. 53
Inference ....................................................................................................................................... 54
Media Channel used for Information................................................................................................ 54
Data Analysis ................................................................................................................................. 54
Inference ....................................................................................................................................... 54
Involvement of Key Person ............................................................................................................... 54
Data Analysis ................................................................................................................................. 55
Inference ....................................................................................................................................... 55
Top-of-the-Mind ............................................................................................................................... 55
Data Analysis ................................................................................................................................. 55
Inference ....................................................................................................................................... 56
Qualitative Feedback ........................................................................................................................ 56
CHAPTER V: CONCLUSION AND CONTRIBUTION TO PRACTICE ............................................................................ 57
Recommendations ................................................................................................................................ 57
Leverage Portfolio ............................................................................................................................. 57
Action Plan .................................................................................................................................... 57
Implications ................................................................................................................................... 57
Pamper Brand Ambassadors ............................................................................................................. 57
Action Plan .................................................................................................................................... 57
Implications ................................................................................................................................... 57
Primacy-Recency Effect ..................................................................................................................... 58
Action Plan .................................................................................................................................... 58
Implications ................................................................................................................................... 58
Empowering Leadership ................................................................................................................... 58
Action Plan .................................................................................................................................... 58
Implication .................................................................................................................................... 58
Special Packages ............................................................................................................................... 58
Action Plan .................................................................................................................................... 58
Implications ................................................................................................................................... 59
Promotions ........................................................................................................................................ 59
Action Plan .................................................................................................................................... 59
Feasibility ...................................................................................................................................... 59
Implications ................................................................................................................................... 59
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
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Form Alliances or Partnership ........................................................................................................... 59
Action Plan .................................................................................................................................... 59
Implications ................................................................................................................................... 59
Limitations ............................................................................................................................................ 59
Data Collection – Random Convenient Sampling ............................................................................. 59
Analysis of Lesser Independent Sectors ............................................................................................ 59
Future Scope ......................................................................................................................................... 60
Internal Branding .............................................................................................................................. 60
Sector-wise Analysis .......................................................................................................................... 60
Industry Practices .............................................................................................................................. 60
Key Learnings ........................................................................................................................................ 61
Appendix ............................................................................................................................................... 62
APPENDIX A1: ALP Meeting Logs ...................................................................................................... 62
Internal Mentor............................................................................................................................. 62
Corporate Mentor ......................................................................................................................... 63
APPENDIX A2 – ALP Mandatory Information Form .......................................................................... 64
APPENDIX A3 – S P JAIN NDA Format ............................................................................................... 66
APPENDIX A4 – S P JAIN Code of Ethics ............................................................................................ 67
APPENDIX A5 - ALP MOM ................................................................................................................. 69
APPENDIX A6 - Timelines .................................................................................................................. 71
APPENDIX A7 - Questionnaire and Transcripts ................................................................................. 71
Face-to-Face and Telephonic Interviews ...................................................................................... 71
Online Survey Questionnaire ........................................................................................................ 72
APPENDIX A8 - Safe Assign Report .................................................................................................... 72
Bibliography .......................................................................................................................................... 74
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Table of Figures
Figure 1: Idea + Spice ............................................................................................................................ 12
Figure 2: Objectives of the Project ........................................................................................................ 13
Figure 3: Scope of the Project ............................................................................................................... 14
Figure 4: Sources of Secondary Research ............................................................................................. 15
Figure 5: Factors for Evaluation of Sources .......................................................................................... 15
Figure 6: Doing Business in Dubai and UAE .......................................................................................... 16
Figure 7: Technology Advancements in UAE ........................................................................................ 18
Figure 8: Environmental Initiatives in UAE ........................................................................................... 18
Figure 9: Operations of Dubai SME ....................................................................................................... 19
Figure 10: Operations of Dubai SME ..................................................................................................... 19
Figure 11: Few Facts of SME in Dubai ................................................................................................... 20
Figure 12: Trends observed in SME ...................................................................................................... 23
Figure 13: Growing SME Sectors ........................................................................................................... 23
Figure 14: Challenges Faced by SMEs ................................................................................................... 24
Figure 15: Concept of Branding Firm .................................................................................................... 25
Figure 16: Need for Branding Firms ...................................................................................................... 25
Figure 17: Services Provided by Branding Firm .................................................................................... 25
Figure 18: Process of Idea Spice ............................................................................................................ 26
Figure 19: Idea Spice known for ............................................................................................................ 27
Figure 20: Customer – Tipping Point and Critical Point ........................................................................ 27
Figure 21: SWOT Analysis of Idea Spice ................................................................................................ 28
Figure 22: Equation for Calculation of NPS ........................................................................................... 28
Figure 23: RATER Scale .......................................................................................................................... 29
Figure 24: Research Approach .............................................................................................................. 31
Figure 25: Data Collection for Primary Research .................................................................................. 32
Figure 26: Purpose of Qualitative Research .......................................................................................... 32
Figure 27: Data Collection Method for Qualitative Research ............................................................... 33
Figure 28: Interview Question Hierarchy .............................................................................................. 33
Figure 29: Interview Types .................................................................................................................... 34
Figure 30: Employee In-depth Interviews ............................................................................................. 35
Figure 31: Identification of Parameters ................................................................................................ 35
Figure 32: Data Collection based on ..................................................................................................... 36
Figure 33: Variables for Needs of Branding .......................................................................................... 36
Figure 34: Criteria for choosing Interview Respondents ...................................................................... 37
Figure 35: Tools used for designing ...................................................................................................... 39
Figure 36: Uses of Pilot Testing ............................................................................................................. 40
Figure 37: Sampling Methods ............................................................................................................... 41
Figure 38: Steps for Cluster Analysis ..................................................................................................... 48
Figure 39: Equation for Calculation of NPS ........................................................................................... 53
Figure 40: Top-of-the-Mind Words about Idea Spice ........................................................................... 55
Figure 41: Empowering ......................................................................................................................... 58
Figure 42: Bundling Services ................................................................................................................. 58
Figure 43: Celebration Event' ................................................................................................................ 59
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Figure 44: Future Scope ........................................................................................................................ 60
Figure 45: Key Learnings from ALP ....................................................................................................... 61
Table of Charts
Graph 1: Real GDP Growth and Per Capita GDP: 2006-2015 ................................................................ 17
Graph 2: Leading SME employer industry ............................................................................................ 20
Graph 3: Application and Productivity Statistics: 2011 and 2013 ........................................................ 21
Graph 4: Growth in SME by Size ........................................................................................................... 22
Graph 5: Growth in SME by Industry .................................................................................................... 22
Graph 6: Relationship Statistics with Idea Spice ................................................................................... 42
Graph 7: # of years in the industry and industry sectors ...................................................................... 42
Graph 8: # of branches and employees ................................................................................................ 43
Graph 9: Share of Wallet ....................................................................................................................... 43
Graph 10: Needs of Customers ............................................................................................................. 44
Graph 11: Reasons for Choosing Idea Spice ......................................................................................... 46
Graph 12: # of cases in each cluster and distance between data points in each cluster ..................... 49
Graph 13: Factors Influencing each Cluster .......................................................................................... 49
Graph 14: Ratings for Reliability of Information from different Media Sources .................................. 54
Graph 15: Importance of Involvement of Key Person .......................................................................... 55
Table of Tables Table 1: Definition of SME as applicable to Industry Group in Dubai ................................................... 19
Table 2: Performance of top 100 SMEs in Dubai .................................................................................. 21
Table 3: KMO and Barlett's Test Values for Factor Analysis on Need for Branding Variables .............. 45
Table 4: Rotated Component Matrix for Factor Analysis on Need for Branding Variables .................. 45
Table 5: KMO and Barlett’s Test Values for Reasons for Choosing Idea Spice ..................................... 46
Table 6: Rotated Component Matrix for Factor Analysis on Reasons for Choosing Idea Spice ........... 47
Table 7: Final Cluster Centres ............................................................................................................... 49
Table 8: Rotated Component Matrix for Characteristics of Idea Spice ................................................ 51
Table 9: KMO and Barlett's Test Values for Characteristics of Idea Spice ............................................ 52
Table 10: Average Ratings for Characteristics of Idea Spice ................................................................. 52
Table 11: Calculation of NPS ................................................................................................................. 53
Table 12: Qualitative Feedback ............................................................................................................. 56
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Executive Summary
The report focuses on identifying the requirements and trends of the SMEs in Dubai which can help
Idea Spice attract new customers. It also focuses on determining the pain points of the existing
customers of Idea Spice and using their feedback and suggestions to improve the service provided by
Idea Spice. For over a decade, Idea Spice has been providing branding services to transform
businesses. Clients for a branding and designing agency may or may not be repeated. Hence, it is
important to retain maximum customers and create more brand ambassadors to help business grow
and sustain.
The objectives of this report are:
To understand the present Brand Image of IdeaSpice and identify the gap if any between its
Brand Image and Brand Identity
To suggest strategies to attract and retain customers
To collect feedback from customers and recommend strategies for improvement of
IdeaSpice
The scope of this project is the Second Generation Entrepreneurs or SMEs in Dubai, UAE.
Secondary Research about Country analysis, Situational Analysis and Industry Analysis was
performed which formed a base for Primary Research. The data collection involved talking to
customers and domain experts and gathering responses from survey. Quantitative methods such as
Factor Analysis, Cluster Analysis, Correlation and NPS are implemented.
Based on the analysis, the Brand image and Unique Selling Point of Idea Spice is identified. A proper
progression of how to attract and retain customers is discussed in the report. Recommendations
such as Primacy-Recency Effects, Forming Alliances, Promotional Methods, etc. are based on insights
drawn from Qualitative as well as Quantitative Analysis. The action plan or feasibility for each
recommendation is provided along with its implication.
The limitations as well as future scope are identified for this project. Key learnings from the research
were Time Management, Leadership, Client Interactions and Tools Usage.
This report will aid Idea Spice to understand and target the SMEs and Entrepreneurs in Dubai.
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CHAPTER I: INTRODUCTION
Introduction The report focuses on identifying the requirements and trends of the SMEs in Dubai which can help
Idea Spice attract new customers. It also focuses on determining the pain points of the existing
customers of Idea Spice and using their feedback and suggestions to improve the service provided by
Idea Spice.
Based on the analysis, the Brand image and Unique Selling Point of Idea Spice is identified. A proper
progression of how to attract and retain customers is discussed in the report. This report will aid
Idea Spice to better understand and target the SMEs and Entrepreneurs in Dubai.
Background For over a decade, Idea Spice has been using design effectively to transform businesses. As the name
suggests, Idea + Spice, is a unique blend of business strategy & creative solutions. With design offices
in Dubai & Mumbai and the experience of global markets allow Idea Spice to work across industries
with deep understanding & insights into the industries’ requirements (Idea Spice Design, 2010).
Idea Spice helps home grown brands compete and grow rapidly in emerging markets. They connect
with the clients’ business as if it is their own and they do whatever it takes for them to rapidly grow
into an inspiring and unique entity (Idea Spice , 2014).
Figure 1: Idea + Spice
Source: (Idea Spice , 2014)
Dubai SME report states that there are 40% home grown brands (DubaiSME, 2014). Home grown
brands are native to or characteristic of a particular area (Webster, 2014). Idea Spice specialises in
creating home grown brands in emerging markets & work with SME’s & start-ups to help them
differentiate their business and stand apart from the competition.
Problem Working with more than 2000 clients since past 12 years, Idea Spice has developed an image of a
very successful Branding and Designing Consultancy. Recently it is observed that SME companies and
existing clients of Idea Spice in Dubai have started believing that Idea Spice has become a big brand
in itself and has moved out of reach for these companies.
Idea Spice wants to know their present customer pain points and what they feel about Idea Spice
and its service. Moreover, CEO and Founder of Idea Spice, Mr. Sajith Ansar feels that the present
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
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clients are attracted towards Idea Spice due to his reputation in the industry and not due to Idea
Spice itself.
Lastly, clients for a branding and designing agency may or may not be repeated. This has limited the
repeat customers for Idea Spice. Idea Spice does not make any cold calls for lead generation;
majority of the business is generated with the help of Brand Ambassadors who promote Idea Spice.
Hence, it is important to retain maximum customers and create more brand ambassadors to keep
the business growing.
Research Objectives The problems identified form the basis of the objectives of this project. This project is an
engagement between SP Jain School of Global Management, Dubai and Idea Spice, Dubai and will
help Idea Spice:
Figure 2: Objectives of the Project
The objectives are:
1. To understand the present Brand Image of IdeaSpice and identify the gap if any
between its Brand Image and Brand Identity
The main objective of this project is to understand the present Brand Image and Brand Identity of
Idea Spice. Additionally it will also help to identify the main attracting agent of Idea Spice, whether it
is Mr. Sajith Ansar or Idea Spice itself. In case any gap is observed in the Brand Image and Brand
Identity of Idea Spice, this project will suggest strategies to rebrand and reposition Idea Spice.
2. To suggest strategies to attract and retain customers
Branding agencies usually do not have a fixed customer base. Since past 12 years, Idea Spice has not
promoted or advertised using any of the channels. Its sole source of attracting customers was
through word of mouth. In this competitive market, merely relying on word of mouth is not enough,
agencies need to find new and innovative strategies to attract and retain customers. A way to attract
customers is to perform secondary research and gather trends and other customer needs and
requirements and other challenges faced by them so that Idea Spice can use this opportunity to
expand its customer base. After gaining customer insights and analysis of their needs and pain
points, this project will suggest few strategies for customer attraction and retention.
1.
•To understand the present Brand Image of IdeaSpice and identify the gap if any between its Brand Image and Brand Identity
2. •To suggest strategies to attract and retain customers
3.
•To collect feedback from customers and recommend strategies for improvement of IdeaSpice
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3. To collect feedback from customers and recommend strategies for improvement of
Idea Spice
In order to attract or retain customers, the basic step is to understand the pain points of customers.
The source of identification of pain points is primarily by gaining customer insights through primary
research i.e. by conducting customer feedback and talking to customers face to face. Based on the
customer feedback and analysis of the process of Idea Spice, this report suggests strategies for
improvement of Idea Spice.
Research Scope The project timelines and feasibility of the project help determine the scope of the project:
Target Audience: Second generation entrepreneurs or SMEs looking to reinvent themselves
Geography: Dubai, UAE (extended to India-based customers of Idea Spice as well)
Figure 3: Scope of the Project
Source: (World Atlas, UAE, 2014) and (SME Centres, 2014)
SMEs
Entrepreneurs
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CHAPTER II: LITERATURE REVIEW
Secondary Research The exploratory phase of research begins with discovery and analysis of secondary sources such as
(Cooper & Schindler, 2011):
Figure 4: Sources of Secondary Research
Factors considered for evaluating the sources are (Cooper & Schindler, 2011):
Figure 5: Factors for Evaluation of Sources
For this project, using various sources the secondary research conducted was related to Country
Analysis of UAE , SMEs in Dubai, Branding Consultancy, Idea Spice, Customers of Idea Spice, Global
Branding Agencies and Academic Literature Review.
PUBLISHED SOURCES –
Literature review
INTERNAL INFORMATION –
Organisation’s database
TERTIARY SOURCES –
Internet Searches
DOCUMENT ANALYSIS –
Insights from materials
Factors
PURPOSE - explicit or
implicit agenda
AUTHORITY - level of data & credentials of
author
SCOPE - breadth & depth of
topic
AUDIENCE - characteristics & background
FORMAT - presentation & degree of
ease of location
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Country Analysis of UAE Over the past 3 decades, UAE has made a steady and continuous progress and emerged as a
significant global player in both the political and economic arena.
Figure 6: Doing Business in Dubai and UAE
Source: (Dubai Business Advisors, 2012)
Under the leadership of former President Sheikh Zayed, the UAE was transformed from a nation
affected by large-scale poverty to a highly developed and prosperous country (Datamonitor, 2014).
Due to this UAE has developed from Frontier Market to Emerging Market.
The United Arab Emirates (UAE) is a federation of 7 Emirati States: Abu Dhabi, Ajman, Dubai,
Fujairah, Ras al-Khaimah, Sharjah, and Umm al-Qaiwain.
Political
UAE is an absolute monarchy and each Emirate is governed by a prince and all Emirati princes jointly
form the Federal Supreme Council, the largest legislative council.
Politics of the United Arab Emirates takes place in a framework of a federal, presidential, absolute
monarchy. According to convention, the ruler of Abu Dhabi is President of the United Arab Emirates,
the head of state, and the ruler of Dubai is the Prime Minister of the United Arab Emirates, the head
of government. SMEs in Dubai have a major contribution to the GDP and hence Dubai government
intends to encourage SME and entrepreneurs in the city.
A report of Dubai SME published by Department of Economic Development states its mission (DED,
2014) as:
“To create an environment for sustainable economic development and enhance the economic
welfare and prosperity of Dubai and the UAE.”
The DED will achieve this mission by (DED, 2014):
Developing and enhancing policy and regulations
Providing efficient services to local international investors and businesses
Identifying and supporting growth of key sectors
Economic
UAE ranks 23rd in the World Bank’s Ease of Doing Business and 19th in the Global Competitiveness
Index (Euromonitor International, 2014). GDP of UAE is expected to grow at 4.5% this 2015, and is
presently $ 360 Billion (Datamonitor, 2014). Economic prospects for UAE are promising with most of
the momentum generated due to number of megaprojects and upcoming event of Expo 2020.
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Graph 1: Real GDP Growth and Per Capita GDP: 2006-2015
Source: (Euromonitor International, 2014); Data for 2014 and 2015 are forecast.
As tourism and other sectors are prospering, growth in non-oil sector is expected to be more than
4% per year. The government’s target is for 64% of GDP to be generated from non-energy activities
by 2030 (Datamonitor, 2014). UAE has no income or corporate tax at federal level. Each Emirate has
a different corporate tax structure. It takes 6 procedures in the span of 8 days to setup any business
in UAE (Euromonitor International, 2014).
The government seeks to diversify the economy away from the oil sector. To achieve this aim, it
provides a sound business environment characterised by a well-developed infrastructure, strong
macroeconomic fundamentals, low levels of corruption and an advanced information and
communications technology sector (Euromonitor International, 2014).
Social
Expats form 88% of the population of UAE with the highest net migration rate of 21.71 (UAE
Population, 2014). It is predicted that the population of UAE nationals will further decrease and
hence to prevent this, UAE government has initiated Emiratisation.
Emiratisation is an initiative of UAE government to employ UAE nationals in an efficient and more
meaningful manner. As contrary to historic days, today an Emirati is not just placed in government
entities but also in private sectors. Emiratis on board in private sectors offer opportunities and
abilities to connect and interact with government and other local enterprises (Gulf Business, 2014).
Organisations are facing problems to adapt to different work styles, culture and expectations.
Additionally organisations face challenges to deal with the inadequacy of the technical skills present
in the local nationals. Government and certain communities like DAFZA (Dubai Airport Free Zone
Authority) are investing in UAE nationals and providing education, training and career opportunities
to promote Emiratisation (SME Advisor, 2014).
UAE government is also encouraging female entrepreneurs to start their home grown business.
Dubai SME is providing them training and other needed services to establish their businesses at
ease. This service is offered by Dubai Business Women Council (DBWC).
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Technological
The 5 year strategic plan of Dubai SME plans to enhance the SME ecosystem for the lifecycle
development of SMEs from cradle to global and to make Dubai the best place to start, grow, invest
in and expand to global enterprises (DubaiSME, 2014). Some of the technological advancements are:
Figure 7: Technology Advancements in UAE
Source: (Datamonitor, 2014), (Euromonitor International, 2014) and (SME Advisor, 2014)
Legal
The DED is working with the Dubai Courts to establish a Centre of Amicable Settlement of Disputes
to offer a one-stop shop for SMEs to help settle disputes. "This will make lives easier | for SMEs.
Taking cases through the normal process takes a lot of time and is costly, but this centre will add a
lot of value to achieve a resolution in a month” says Al-Janahi (MEED, 2011).
The UAE government protects U.S. intellectual property, including copyright, trademarks, and
patents, in accordance with the laws passed in 2002. However, Internet piracy and the transhipping
of counterfeit goods remain issues in the country (Euromonitor International, 2014).
Environmental
Prevalent water crisis and depletion of energy resource have initiated investments in green
technology. UAE aims to
Figure 8: Environmental Initiatives in UAE
Source: (Euromonitor International, 2014) and (Gulf Business, 2014)
Online payment of taxes and other fees
Positioning UAE as a major attraction to
invest in ICT
Online registration and renewal of license
Networked Readiness Index is 30th; 61% people are using
internet on day-to-day basis
Innovation and Technology; ranks 2nd
in MENA region
R&D to create competitive and
productive economy by 2021 through
innovation.
Promote environmental
security
Reduce carbon
emission
Promote food security
Increase biological security
Increase plantations
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Analysis of UAE indicates that UAE is a very worthwhile country to start or to expand business.
SMEs in Dubai UAE defines SME as “An SME (Small Medium Enterprise) is defined as an entity engaged in an
economic activity, with a legal form i.e. registered as a business either with a Commercial Registry
(DED) or with a free zone / industrial zone and meets the thresholds of employee headcount and
turnover as applicable to the industry group it belongs to (Trading / Manufacturing / Services) as
specified by MBRE” (Dubai SME 100, 2014).
Table 1: Definition of SME as applicable to Industry Group in Dubai
Source: (DubaiSME, 2014)
The operations of SMEs in Dubai are:
Figure 9: Operations of Dubai SME
Source: (Gulf Business, 2014)
Industry-wise GDP contribution is:
Figure 10: Operations of Dubai SME
Source: (Gulf Business, 2014)
5 %
Trading
5%
Services
%
Manufacturing
46%
Trading
41%
Services
1 %
Manufacturing
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The findings suggest that management orientation, technology orientation, alliance and cooperation
and market orientation are important antecedents to SMEs' innovative practices (International
Journal of Innovation Management, 2014).
Some of the facts related to SMEs in Dubai are:
Figure 11: Few Facts of SME in Dubai
Source: (Khaleej Times, 2014) and (DubaiSME, 2014)
SME Service firms are leading employers.
Graph 2: Leading SME employer industry
Source: (Khaleej Times, 2014)
Responsible for driving job creation, innovation, export, new business development and entrepreneurial talent
60% contribution to GDP
43% of total workforce and 40% of the total value added in emirate
95% of Enterprise population
Witnessed a 50 per cent increase in membership in 2013
Service 51%
Trading 33%
Manufacturing 16%
Leading Employers
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Growth in SMEs
Over past 2 years, SMEs in Dubai have witnesses a tremendous growth. Below are some statistics:
Graph 3: Application and Productivity Statistics: 2011 and 2013
Source: (Dubai SME 100 Rankings, 2013)
Performance of top 100 SMEs in Dubai:
Table 2: Performance of top 100 SMEs in Dubai
Source: (Dubai SME 100 Rankings, 2013)
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Statistics of Top SME 100:
By Size
Growth percent in Small and Medium size companies and decrease percent in Micro companies
indicate that companies have grown in size in past 2 years.
Graph 4: Growth in SME by Size
Source: (Dubai SME 100 Rankings, 2013)
By Industry
From the statistics it can be seen that Services dominates the SME market, followed by Trading and
Manufacturing.
Graph 5: Growth in SME by Industry
Source: (Dubai SME 100 Rankings, 2013)
Micro 15%
Small 52%
Medium 33%
Size in 2011
Micro 5%
Small 59%
Medium 36%
Size in 2013
Manufacturing
15%
Trading 24% Services
61%
Industry in 2011
Manufacturing
14%
Trading 26% Services
60%
Industry in 2013
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Mega Trends
Based on the various sources referred, the trends observed in SMEs in Dubai are:
Figure 12: Trends observed in SME
Growing SME Sectors
Figure 13: Growing SME Sectors
Enter into global markets
GLOBAL EXPANSION
In process as well as
techniques to attract
customers
INNOVATION
DWBC encouraging
women to enter into the labour
market
WOMEN ENTREPRENEURSHIP
61% population of Dubai uses
internet-based solutions for
their daily needs
INTERNET-BASED SOLUTIONS
Green Technology
Logistics
Healthcare
Hospitality & Tourism
ICT
Food and Beverages
Retail
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Challenges Faced by SMEs
Dubai SME community had interviewed few Entrepreneurs and SME Founders or CEOs. These
interviews were published in Case Study Report by Dubai SME identified certain challenges or
hindrances faced by SMEs.
Figure 14: Challenges Faced by SMEs
Source: (Dubai Business Advisors, 2012) and (DubaiSME, 2014)
Dubai government is aware of these challenges and is taking steps to overcome them.
Shortage of cash flows is handled with the help of Secondary and Tertiary Finance by government,
NBAD, GFC (Gulf Finance Corporation) etc. Corporate Governance and government initiatives are
handling the Bureaucratic problems.
It can be observed that majority of the challenges faced are due to inadequate marketing and
branding. This also creates a need to brand the organizations.
Branding Consultancy Challenges faced by the SMEs in Dubai indicate that one of their major concerns is Marketing and
Branding. To overcome these challenges, services from Branding and Marketing Consultancies can
be availed.
In order to suggest strategies for improvement, it is necessary to understand the concept, need and
processes followed by a typical Branding Firm.
Some of the famous global Branding Firms who also provide Business Solutions are Ideo, Pentagram,
Ranson, Brand Fever etc.
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Concept
Branding firm mainly does the following:
Figure 15: Concept of Branding Firm
Need
Branding firms are required:
Figure 16: Need for Branding Firms
Services
Typical services provided by a Branding firm are:
Figure 17: Services Provided by Branding Firm
Source: Adapted from (Ate Integrated Communications, 2012)
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Idea Spice Idea Spice is a 12 year old home-grown start-up company In Dubai, UAE. Over the period it
expanded its operations in Mumbai, India. Presently it is a design and branding firm aspiring to be
known as end-to-end business solution provider (Idea Spice , 2014).
Idea Spice is a one-stop-shop for customers branding and designing needs. Specialised and
personalised services are offered to customers as per the business needs.
Process
Idea Spice follows a process of SPICE Model:
Figure 18: Process of Idea Spice
Source: (Idea Spice , 2014)
Idea Spice Known For
Idea Spice is known for its work, creativity, dedication, expertise, etc.
Experience – diverse sectors and organizations
Fun Culture & out-of box thinking
STUDY POSITION INNOVATE
COMMUNICATE ENGAGE
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Specializes in Home-grown companies
Walks in Customers’ Shoes
Indulges right brain (Strategy) and left brain
(creativity)
Customer Focused Figure 19: Idea Spice known for
Source: Adapted from (Idea Spice , 2014)
Customers of Idea Spice
Idea Spice has customers coming from different sectors such as F&B, Real Estate, Finance,
Healthcare, etc. and from Government Institutions to MNCs or SMEs and from Strat-ups to Re-
inventors.
Figure 20: Customer – Tipping Point and Critical Point
The base of the curve is Customer Critical Point. Owing to hard work and momentum the business moves up the curve. The peak of the curve is Customer Tipping Point. From this point, if additional efforts are required to sustain the growth; else it might result in a downfall.
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SWOT Analysis of Idea Spice
The SWOT of Idea Spice is as shown:
Figure 21: SWOT Analysis of Idea Spice
Academic Literature Review
Net Promoter Score Source: Closing the Customer Feedback Loop, Harvard Business Review by Rob Markey, Fred Reichheld, and Andreas Dullweber
Net Promoter is calculated based on the likelihood of customers telling other about the
product/brand/firm/person (Markey, Reichheld, & Dullweber, 2012). The rating scale is:
Promoters’ rate – 9 or 10 (loyal enthusiasts)
Detractors’ rate – 0 to 6 (unhappy customers)
Scores of 7 and 8 are ignored
Figure 22: Equation for Calculation of NPS
•SME sectors growing in Dubai
•Form Alliances
•Competition
•Freelance designers
•Single person management
•Lack of customer database
•No promotional activities
•Creativity
•Work Culture
•Home Grown
•Walk in customers' shoes
Strengths Weakness
Opportunity Threats
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ServQual – RATER Scale Source: Using SERVQUAL to Assess Customer Satisfaction Level of Oregon HITDA ISC Analytical Unit by Chris Gibson
ServQual uses the RATER variables to as a framework for quality management. Variables used in the
survey questionnaire are coded for RATER analysis. RATER stands for – Reliability, Assurance,
Tangible, Empathy and Responsiveness (Gibson, 2010).
There are total 22 variables, some of the variables identified are:
Figure 23: RATER Scale
Source: Adapted from (Gibson, 2010).
•Consistency
•Right Work First Time
•Promises Delivered Reliability
•Knowledge
•Schedule Adherence Assurance
•Creative Solutions Delivered
•Technology Used Tangibles
•Clarity In Communication
•Work Environment
•Flexibility Empathy
•Responsive Team
•Commitment Responsiveness
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CHAPTER III: PROBLEM AND METHODOLOGY
Problem Statements It is observed that SME companies and existing clients of Idea Spice in Dubai have started believing
that Idea Spice has become a big brand in itself and has moved out of reach for these companies. It
is important to retain maximum customers and create more brand ambassadors to keep the
business growing.
Idea Spice wants to know their present customer pain points and what they feel about Idea Spice
and its service. Moreover, CEO and Founder of Idea Spice, Mr. Sajith Ansar feels that the present
clients are attracted towards Idea Spice due to his reputation in the industry and not due to Idea
Spice itself.
Objectives The objectives are:
To understand the present Brand Image of IdeaSpice and identify the gap if any between its
Brand Image and Brand Identity
To suggest strategies to attract and retain customers
To collect feedback from customers and recommend strategies for improvement of Idea
Spice
Scope Second generation entrepreneurs or SMEs in Dubai looking to reinvent themselves
Research Methodology In order to gain customer insights and develop strategies to acquire and retain customers, either
quantitative approach or qualitative approach will not be enough. A mixture of qualitative as well as
quantitative approach is followed in this project.
The below approach was followed in the research project:
1. Country Analysis of UAE
Country analysis will help determine the effectiveness and potential growth of the country.
Macro factors such as government plans, government support, social conditions and
infrastructure and technological developments help in determining the opportunities in the
country.
2. Study and Understand SMEs and Entrepreneurs in Dubai
Secondary research of SMEs will help understand the challenges faced by the SMEs.
Understanding these challenges, Idea Spice can help SMEs to easily overcome their
challenges. Additionally studying the trends in the industry will help Idea Spice to prepare
and plan and accordingly reach out to its potential customers.
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Figure 24: Research Approach
3. Study Branding Agencies
A need for creating a difference leads to the need for Branding agencies. Studying the work
and process of Branding Agencies will aid in understanding the functioning of Branding firms.
4. Study and Understand Idea Spice and its Processes
It is important to understand the internal process of Idea Spice and how they deal with
clients. The process from attending the clients, understanding the needs to creating designs
and delivering the service; everything is studied.
5. Talk to Customers
Gain additional insights by talking to existing and potential customers of Idea Spice.
Understand what they require and what challenges they are facing. This is in the form of
Individual Depth Interviews.
6. Data Collection and Analysis
Information obtained from secondary research and primary research is used to form
variables and parameters. Using these parameters, customer feedback survey questionnaire
is created. Factor analysis and cluster analysis is performed on the responses. Using RATER
(Reliability, Assurance, Tangible, Empathy and Responsiveness), ServQual Technique service
effectiveness of Idea Spice is gauged. NPS (Net Promoter Score) is calculated. Qualitative
analysis on the data is performed to draw down relevant recommendations.
7. Recommendations
Based on the analysis of the data and secondary research, practical recommendations are
provided.
8. Further Scope and Limitations
Limited sample size and time frame, certain biases are introduced causing limitations to the
research. Also, once the objectives are met, next steps are identified.
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CHAPTER IV: ANALYSIS AND INTERPRETATION
Primary Research Post analysis and reviewing the secondary data, the next step is collection of original primary data.
This is done through methods such as questionnaires, interviews, direct observations, etc.
Data collection
Figure 25: Data Collection for Primary Research
Qualitative Research Qualitative research is designed to tell the how (process) and why (meaning) the things happen. It
focuses on in-depth understanding of behavior, knowledge, opinions and attitudes the reasons
behind it. The qualitative method answers why this, how often and how many and not just what,
when and where (Cooper & Schindler, 2011).
The purpose behind qualitative research was three-fold:
Figure 26: Purpose of Qualitative Research
Some of the transcripts are present in the Appendix. The questions asked were around the theme:
1. Customer’s business infographics
2. Need for branding
3. Association with Idea Spice
4. Reasons for choosing Idea Spice
5. Who recommended
Qualitative Data
Collection
Quantitative Data
Collection
Primary Research
Data Collection
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6. Process of choosing a design firm
7. Who attended in Idea Spice
8. Services availed
9. Top of the mind words about Idea Spice
10. Feedback or Suggestions
Data collection method followed for Qualitative Research purpose was:
Figure 27: Data Collection Method for Qualitative Research
Face-to-Face In-Depth Interviews
In qualitative research, in-depth interview is the primary technique for data collection. The interview
responses are used for Exploratory Research (Schindler & Cooper, 2011). In this research, interviews
were mainly conducted in the office of Idea Spice and also during the BNI meeting.
The interview question hierarchy followed was:
Figure 28: Interview Question Hierarchy
Source: (Cooper & Schindler, 2011)
QUALITATIVE DATA
Employee In-depth Interview
s
Telephonic
Interviews
Face-to-Face
Interviews
Discuss Broad Issues
Narrow to One Topic
Narrow the Topic
Narrow to Client's Specific Interest
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Interviews conducted were of three types:
The outcomes of these interviews were documented and transcripts were prepared.
Parameters/variables were created which formed base for Quantitative Research.
Figure 29: Interview Types
Source: (Study Methodology, 2011)
Telephonic Interviews
Similar to face-to-face in-depth interviews, telephonic interviews were conducted. This helped in
contacting to more number of customers in a shorter span.
Interview structure and questions/agenda were similar to face-to-face interviews. The difference
was the way in which respondents replied. In spite of calling up at a suitable time, not many calls
were successful. Some clients were not available in Dubai, some were busy and some transferred the
• A non-directive interview
• Explores general areas of interests
• Helps find deeper insights
• Participants talk freely about their feelings, beliefs and behaviour related to the topic of research
• 2 unstructured interviews were conducted
UNSTRUCTURED INTERVIEWS
• Narrative oriented
• Customised to each participant
• Specific questions were asked
• Helps get respondent's tangents of thought
• 4 semi-structured interviews were conducted
SEMI STRUCTURED INTERVIEWS
• Guided interview
• Detailed specific questions were asked
• Open-ended questions were asked
• Questions forming base for quantitative research were asked
• 6 structured interviews were conducted
STRUCTURED INTERVIEWS
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call to respective personnel. Out of 18 calls placed, 3 comprehensive responses were collected. The
average length of call was 3.5 minutes.
The biggest challenge faced was non-physical environment. Respondents were little hesitant and so
they were explained the purpose of the research and made them feel comfortable. Participants were
ushered to be more responsive and were probed in to get better insights.
The interviews were documented and analysed. It formed the base for quantitative research.
Employee In-Depth Interviews
Employee Interviews were conducted to gain deeper understanding of the subject. Best practices
processes and work culture of Idea Spice were identified. 2 of Dubai employees were interviewed.
Employees are very important part of an organization. Understanding their valuable opinion was
important to gain insights.
Figure 30: Employee In-depth Interviews
Sources: (Employee Engagement, 2013) and (Engagement Survey, 2013)
Questions asked were around the topic:
What employees think of Idea Spice
Involvement in decision making
Work process and practices
Client complaints
Top of the mind words
Suggestions and recommendations
Identification of Variables Analysis of interviews and study of secondary research led to identification of variables. These
variables are chosen after considering economical, sociological, anthropological and psychological
behavior of B2B executives.
Figure 31: Identification of Parameters
Qualitative Data
Secondary Data
Variables for
Quantitative Research
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Variables identified were incorporated in the survey questions for data collection. The data
collection was based on:
Figure 32: Data Collection based on
The 7 variables identified for Needs of Branding are:
Figure 33: Variables for Needs of Branding
CREATE DIFFERENTIATION - Create a unique identity; stand out
INCREASE AWARENESS - Make more people aware; top of the mind
BUSINESS EXPANSION - Look out for other markets or locations
BUILD RELATIONSHIP AND CREDIBILITY - Increase good will
INCREASE EMOTIONAL APPEAL - Make a place in the heart of customers
MARKET COMPANY EASILY - Easier for bigger and popular brand to market
ADVISED BY OTHERS - Well wishers identify the need and inform owners
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The respondents were asked for their reasons for choosing Idea Spice. To get a holistic response and
unbiased replies, respondents were chosen as per the following criteria:
Figure 34: Criteria for choosing Interview Respondents
Customer interaction, in-depth analysis of the interviews, employee interactions and study of
competition and branding consultancies led to identification of variables. Variables identified for
reasons for choosing Idea Spice:
Creativity - Original ideas or concepts or imaginations expressed in
many forms worthy in that subject area
Understanding of Requirements - Clients stated/unstated requirements and needs are clearly understood
Idea Spice Team - Knowledge and skill of the team
Industry Knowledge - Domain knowledge of the client's industry
Types of Customers
Brand Ambassad
ors
Continuous service
customers or One
time projects
Happy or unhappy
customers
Start-ups or
reinventing
Quick decision makers
and time consuming customers
Attended by Sajith or
not
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Past Credentials and Portfolio - Similar work done in the past for
relevant or irrelevant industry
Past Association with Idea Spice - Have already worked and appreciated the past association
Recommended by Friend/ Relative - Idea Spice was introduced by some
known person
Pricing - Value for money and suitable pricing and payment methods
ServQual uses the RATER variables to as a framework for quality management. Some of the
variables which were identified to measure the service quality are coded for RATER – Reliability,
Assurance, Tangible, Empathy and Responsiveness. Each of the parameter considered for the
variable are:
Reliability
Consistency – The work done during the start and end of the project is consistent in quality. Also
there is a consistency between works done by different people on the same project. This guarantees
the reliability of quality of work.
Right Work First Time – There is a common practice of “Do-it-right-the-first-time”. Best work
delivered the first time reduces rework and minimises time for delivery. This instils reliability and
saves time and resources (money as well as man power).
Promises Delivered – in order to be reliable it is not only important to understand the client needs
and promise the delivery but is also important to deliver the promises made.
Assurance
Knowledge – Having knowledge about the work assures the client that the project will be
completed and the results thus obtained will be outstanding.
Schedule Adherence – Adherence to schedules, gives confidence and assurance to the customers
that the work will be completed timely and orderly.
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Tangible
Creative Solutions – For a design and branding firm, the thing visible is its creativity. Creativity in
logos, designs, brochures, fit-outs, etc. is the most tangible and measurable attribute.
Technology Used – Technology can be design tools, client database software, website design tools
etc. Tools used by design firms can be text and font tools, colour, graphics and imaging tools, etc.
Some software used by design firms are:
Figure 35: Tools used for designing
Empathy
Clarity in Communication – How clearly the communication takes place in an organisation?
Communication can be externally with the clients and internally amongst the team members.
Customer requirements need to be clearly understood and communicated within the team. Also,
communicate to build good relation with client.
Work Environment – Work environment means how conducive the work area is for successful
completion of work. It involves geographical location of work, surroundings of the work building,
room temperature, noise on the work floor, compensation and benefits, additional perks, etc. Good
work environment also includes friendliness of the employees with each other and with customers,
amicable work culture, etc.
Flexibility – Flexibility in work timings and schedules or appointments with the customers, work
hours flexibility as per customer requirements and understanding and making changes in services or
processes to best suit the project needs.
Responsive
Commitment – Commitment is towards customers, project, process, etc. Better the commitment of
the employee, more responsive the employee is.
Responsive Team – Responsive team is one who is willing to and ready to help its customers by
replying promptly and timely to all the services.
Adobe Photoshop, Adobe Illustrator,
InkScape, Lineform, FreeHand, Corel Draw,
Painter, Paint Shop Pro, Pixelmator, etc.
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Pilot Testing Pilot Test is conducted to detect weakness in design and instrumentation and to provide proxy data
for selection of a probability sample (Schindler & Cooper, 2011). Pilot testing is intended to reveal
errors in the design and improper control of extraneous or environmental conditions. Pilot Testing
was conducted on peers, mentors and Idea Spice associates. Pilot test helped in identifying:
Figure 36: Uses of Pilot Testing
Based on the outcomes of pilot testing, surveys were designed.
Survey Survey is a measurement process using a highly structured interview; employs a measurement tool
called questionnaire, measurement instrument, or interview schedule (Schindler & Cooper, 2011). A
survey is the most widely used medium to conduct primary research. The most important thing to
note for any survey is that questions should be closed-ended and unambiguous.
Questionnaire was designed using the insights of secondary research and interviews conducted.
Online medium was used to float the questionnaire to the chosen sample.
Sampling
Sampling means by selecting some of the elements in a population, we may draw conclusions about
the entire population (Cooper & Schindler, 2011). The list of elements from which the sample is
drawn is called Sampling Frame and it is closely related to the population being studied (Schindler &
Cooper, 2011).
Benefits of sampling are:
Lower Cost
Accuracy of results
Higher speed of data collection
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The sampling methods are:
Figure 37: Sampling Methods
Source: Adapted from (Cooper & Schindler, 2011)
The sampling method used for this research is Random Convenient Sampling. These are the
unrestricted, cheapest and easiest to collect samples. Convenient samples are not always the most
reliable samples but can be used to seek guidance, test ideas or gain additional insights of the subject
of interest (Cooper & Schindler, 2011).
Direct Survey mails were sent to the existing customers of Idea Spice and the response received
were 33.
Online Survey
Online survey was created on Google Docs and the link was shared with the existing customer list of
Idea Spice.
The survey questions asked were pertaining to:
Infographics
Share of Wallet
Need for Branding
Reasons for choosing Idea Spice
Characteristics of Idea Spice
Likelihood of becoming Brand Endorser
Media Channel used for Information
The online survey questionnaire is attached in the Appendix.
Sampling
Probability Sampling
Simple Random Sampling
Systematic Sampling
Stratified Sampling
Cluster Sampling
Double Sampling
Non Probablity Sampling
Convenience Sampling
Judgement Sampling
Quota Sampling
Snowball Sampling
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Expert Interview Expert Interviews are interviews with those knowledgeable about the problem or its possible
solutions (Schindler & Cooper, 2011). 1 expert interview was conducted to testify the problems of
the research. The expert was Mr. Rahul, who happens to be one of the customers of Idea Spice. He
gave the insights about the Branding and Design Firms and the need of SMEs today.
Another expert interview was conducted with Mr. Burt, one of the Alumni of SP Jain working in one
of the Marketing firms in Dubai. Findings of research were discussed with him and agreed by him.
Data Interpretation and Analysis
Infographics
Data Analysis
Of the mails sent to 1710 mails, responses received were very low, 33 i.e. approximately 2%. But
they were large enough to perform an analysis of data collected.
Graph 6: Relationship Statistics with Idea Spice
Graph 7: # of years in the industry and industry sectors
Less than 1 year 21%
1-3 years 34%
3-6 years 12%
More than 6 years 33%
Known Idea Spice Since
1 to 4 months
15% 4 to 6 months
18% 6 months
to 1 year 18%
More than 1 year 25%
Continuous
24%
Duration of Engagement
Less than 1 year 12%
1 year to 3 years
15%
3 to 6 years 18%
More than 6 years 55%
No of Years in the Industry Food
and Beverag
es 21%
Construction 3%
Healthcare 6%
Hospitality 9%
Retail 18%
Others 40%
Transportation
3%
Sectors
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Graph 8: # of branches and employees
Interpretation
As per the definition of SME stated earlier, the observation of data shows that there were more of
small enterprises followed by medium enterprises with respect to number of employees and
number of branches. Most of the respondents were old associates of Idea Spice and availed the
service for at least one year. Since it was a random sampling and respondents have been long since
associated, it shows that Idea Space has successfully created a space in their hearts and minds,
which is a positive sign to deepen relationship.
There are well-established business executives who are in the industry since more than 6 years and
majorly in the sectors of Retail and Food and Beverages (F&B). This is a good result because, as per
the trends of SMEs in Dubai, Retail is the most growing sector followed by F&B. Thus the
recommendations if implemented can show higher probability of success.
Share of Wallet The most important thing to consider is the customers’ share of wallet in the market. Share of
Wallet is the percentage of spending of customers that’s captured by a given brand/ store/ firm
within a category (Keiningham, Aksoy, & Buo, 2011).
The share of wallet calculated was for the Marketing domain and the next step would be to capture
the share of wallet for Idea Spice in particular.
Graph 9: Share of Wallet
1 49%
2-5 27%
More than 5 24%
No of Branches
Less than 10
15%
10-50 40%
50-100 12%
More than 150
33%
No of Employees
0 - 10% 55%
10 - 25% 45%
Share of Wallet
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Need for Branding
Framework – Factor Analysis
Factor Analysis is a technique for discovering patterns among the variables to determine if an
underlying combination of the original variables (a factor) can summarize the original text (Schindler
& Cooper, 2011).
Factors are the result of transforming a set of variables into a new set of composite variables. Factors
thus obtained do not correlate with each other and are linear (Cooper & Schindler, 2011).
Factoring begins with reduction of variables to simplify the analysis. The reduction process is based
on relationship or inter-correlations amongst the variables.
Principal Components Analysis approach is used. This method transforms a set of variables into
(Cooper & Schindler, 2011):
A smaller number of variables that represents those in the original set or
A completely new set of composite variables or principal components that are not
correlated with each other
The Rotation Matrix clarifies the relationship between the variables and KMO value determines the
credibility and adequacy of the measures of sampling. KMO value should be ideally greater than 0.5.
Data Analysis
Based on the data collected, the needs of the customers are as below:
Graph 10: Needs of Customers
From the graph above, it can be seen that any value above 3 is significant and below 3 can be
ignored. Hence, Advised by Others, which is 2.6 is ignored. Therefore, for factor analysis only 6
variables are considered.
0.00
1.00
2.00
3.00
4.00
5.00 4.45 4.36 4.03 3.97 3.97 3.94
2.61
Needs of Customers
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Table 3: KMO and Barlett's Test Values for Factor Analysis on Need for Branding Variables
Table 4: Rotated Component Matrix for Factor Analysis on Need for Branding Variables
Factors derived from chosen 6 variables are:
1. Gain Competitive Advantage The variables combined were
Create Differentiation
Increase Awareness
Business Expansion
2. Create Loyal Customers The variables combined were
Build Relationship and Credibility
Increase Emotional Appeal
Market Company Easily
Interpretation
1. Gain Competitive Advantage
Insight from the variables combined is that motive behind branding for B2B executive is to increase the awareness of their brand or company stand out amongst competition. The idea behind this is to gain competitive advantage. Expanding business becomes easier once branded and adds on the competitive advantage.
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2. Create Loyal Customers
For any business to survive, simply having share of minds and wallet will not be enough. To gain
sustainable profits, one needs to have higher share of hearts by developing loyal customers. This is
achieved by increasing the emotional appeal of the company or brand and building long term
relationship and good will. This ultimately helps to market the company easily.
Reasons for Choosing Idea Spice
Framework – Factor Analysis
Factor analysis was performed on the several variables for choosing Idea Spice.
Data Analysis
Based on the data collected, the reasons for choosing Idea Spice are as below:
Graph 11: Reasons for Choosing Idea Spice
From the above graph, it can be seen that all values of the variables are above 3 and hence all
variables are considered for factor analysis. KMO value is 0.694 and hence it indicates that the
sampling is adequate.
Table 5: KMO and Barlett’s Test Values for Reasons for Choosing Idea Spice
0.00
1.00
2.00
3.00
4.00
5.00 4.15 3.76 3.61 3.45 3.39 3.18 3.12 3.09
Reasons for Choosing Idea Spice
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Table 6: Rotated Component Matrix for Factor Analysis on Reasons for Choosing Idea Spice
Factors derived from chosen 8 variables are:
1. Work The variables combined were
Past Association with Idea Spice
Industry Knowledge
Idea Spice Team
2. Process of Deliverables The variables combined were
Understanding of Requirements
Pricing
Creativity
3. Recommendations The variables combined were
Recommended by Friend/ Relative
4. Portfolio The variables combined were
Past Credentials and Portfolio
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Interpretation
1. Work
The variables like Past Association with Idea Spice, Industry Knowledge and Idea Spice Team are
associated with the work aspects of Idea Spice. The knowledge of the industry improves the
efficiency of team there by improving the wok quality. The previous association of customers with
Idea Spice also assures the quality work of Idea Spice.
2. Process of Deliverable
Idea Spice team understands the requirements of the customers and charges accordingly. The end
results of creative deliverables add on to the value delivered.
3. Recommendations
Recommendation is when one of the associates (friend or relative) of the new customer endorses or
proposes the service of Idea Spice. The level of trust and belief on the recommender are dependable
to choose the service of Idea Spice.
4. Portfolio
Concrete proof of work speaks for itself and becomes one of the most important reasons to choose
the service of Idea Spice.
Framework – Cluster Analysis
Cluster Analysis identifies homogenous subgroups of study objects or participants and then studies
the data by subgroups (Cooper & Schindler, 2011). It is a set of interdependence technique for
grouping similar people or objects.
In marketing, cluster analysis offers a means for segmentation research and other business problems
such as understanding buyer behaviour, where the goal is to identify similar groups.
Steps for Clustering are:
Figure 38: Steps for Cluster Analysis Source: Adapted from (Cooper & Schindler, 2011)
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Clustering is done using the factors obtained from the Needs for Branding and Reasons for Choosing
Idea Spice. The method used is K-means clustering. K means clustering is an unsupervised method
where the mean position is found, which is at a minimum distance from the data points belonging to
the cluster. This position forms the centre of the cluster.
Graph 12: # of cases in each cluster and distance between data points in each cluster
The distance between 2 clusters is 1.84. The final clusters formed are: Table 7: Final Cluster Centres
Final Cluster Centres
Cluster
1 2
Competitive Advantage .42826 -.31556
Loyalty -.45256 .33346
Work -.56391 .41551
Process of Deliverables -.21410 .15776
Recommendations -.33103 .24391
Portfolio .55047 -.40561
Graph 13: Factors Influencing each Cluster
Based on the cross-tab analysis, parameters of surveys are mapped with the clusters.
1 42% 2
58%
# of Cases in each Cluster
0.000
1.000
2.000
3.000
4.000
0 10 20 30 40
Distance between data points
CompetitiveAdvantage
Loyalty
Work
Process ofDeliverables
Recommendations
Portfolio
Business Oriented
CompetitiveAdvantage
Loyalty
Work
Process ofDeliverables
Recommendations
Portfolio
Emotion Oriented
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Cluster 1 – Business Oriented Customers
Characteristics
# of Branches: Majorly single branch
Years since in the Industry: Established players More than 6 years
Sectors: Retail and Food & Beverages
Need: Increase Awareness + Business Expansion + Create Differentiation
Reasons: Portfolio
Share of Wallet: 10-25%
Inferences
Business Oriented Customers mainly look out for enhancing their business and are more practical.
They have single branch and are hence looking out for Business Expansion. Their main reason for
choosing any service is past work of the provider who can help them increase awareness and create
differentiation. This will help them gain competitive advantage.
These customers are largely from Retail and F&B sectors; these are growing sectors. Hence, these
customers are the most sought out customers.
Cluster 2 – Emotions Oriented Customers
Characteristics
# of Branches: 1-to-many branches
Years since in the Industry: 1-3 years
Sectors: Others
Need: Emotional Appeal + Credibility
Reasons: Team + Industry Knowledge + Creativity + Understanding + Recommendation
Share of Wallet: 0-10%
Inference
The details of the cluster are not very clear from the data obtained. Because the sector is Others and
number of branches are 1 to many. These people are fairly new to the industry and choose any
service by considering lot of parameters. Their basic need for branding is to increase the emotional
appeal and credibility of their respective customers.
Also, since Emotions Oriented Customers are relatively new in the industry, they have many other
expenses and hence try to get the maximum by spending minimum share of wallet.
Characteristics of Idea Spice
Framework – ServQual (RATER) Analysis
As discussed earlier, RATER scale is used to measure the quality of service provided by the firm.
Hence, this method is the most appropriate to measure the Customer Feedback.
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Data Analysis
The above data shows that providing Creative Solutions is the greatest and finest characteristic of
Idea Spice. Idea Spice delivers the most creative and innovative solutions, but they lack in schedule
adherence.
Factor Analysis on the characteristics was performed to draw down to the RATER Factors. KMO
value is 0.799 and hence the sampling was adequate.
Table 8: Rotated Component Matrix for Characteristics of Idea Spice
0.00
1.00
2.00
3.00
4.00
5.00 4.27 3.91 3.82 3.79 3.70 3.64 3.42 3.39 3.30 3.15 3.09 2.94
Characteristics of Idea Spice
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Table 9: KMO and Barlett's Test Values for Characteristics of Idea Spice
Factor Analysis on 12 variables led to convergence of variables into 3 factors. Based on the earlier
coding in the parameters section of this report, the factors thus obtained are:
Empathy and Responsiveness
o Empathy – RateClarityInCommunication, RateWorkEnvironment and RateFlexibility
o Responsiveness – RateResponsiveTeam and RateCommitment
Assurance and Reliability
o Assurance – RateKnowledge and RateScheduleAdherence
o Reliability – RateConsistency, RateFirstTimeRight and RatePromisesDelivered
Tangibles
o RateCreativeSolutions and RateTechnology
The average ratings for each of these parameters are as below: Table 10: Average Ratings for Characteristics of Idea Spice
Characteristics Ratings
Empathy 0.83
Reliability 0.74
Responsiveness 0.74
Tangibles 0.73
Assurance 0.70
Inference
The ratings show that customers value Empathy the most as characteristics of Idea Spice followed by
Reliability.
Empathy and Responsiveness are highly correlated and hence they converge into 1 factor. This
shows that if employees are more considerate about their work and customers, they tend to be
more responsive and committed.
Assurance and Reliability are also very highly correlated. Consistency in the work, right delivery at
the first time and the knowledge and performance of the team gives an assurance and makes the
team more reliable.
Tangibles are the physically evident things. Although Creative Solutions are rated the highest, but
using Technology was rated low and hence it brings down the rating of Tangibles.
From the RATER scale it can be seen that Idea Spice is excellent in the work they do, but they need
to improve and use more technology.
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Net Promoter Score
Data Analysis
Net Promoter is calculated based on the likelihood of customers telling other about Idea Spice. The
rating scale is:
Promoters’ rate – 9 or 10 (loyal enthusiasts)
Detractors’ rate – 0 to 6 (unhappy customers)
Scores of 7 and 8 are ignored
Figure 39: Equation for Calculation of NPS
Table 11: Calculation of NPS
Promoters’ Rate 39%
Detractors’ Rate 9%
Net Promoters 30%
Calculation of correlation between 3 parameters of promoting and re-availing Idea Spice service is:
How likely are
you to share your
experience with
others?
Would you like to hear
more from Idea Spice
through Newsletters,
Articles, Blogs, etc.?
How likely are you to
use Idea Spice service
again?
How likely are you to
share your experience
with others?
1
Would you like to hear
more from Idea Spice
through Newsletters,
Articles, Blogs, etc.?
0.26804473 1
How likely are you to
use Idea Spice service
again?
0.445628681 0.305841 1
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Inference
From the correlation table it can be seen that likelihood of sharing experience, using the service
again and hearing more from Idea Spice are not so inter-correlated. This is an indication to deepen
relation with customers so that they would want to promote and avail the services.
There is little correlation between likely to share experience and likely to use the service. Also, there
is little correlation between likely to hear more from Idea Spice and likely to use the service again.
This means that customers who are willing to work with Idea Spice again are also willing to hear
more from Idea Spice.
Media Channel used for Information Majority of the customers of Idea Spice are generated because of Word-of-Mouth or
Recommendation of others. But with the growing competition it is important to not just rely on
Word-of-Mouth based information sharing but also make use of other promotional medium.
Data Analysis
The survey responses showed the below average ratings of the each of the independent media
channels.
Graph 14: Ratings for Reliability of Information from different Media Sources
Inference
This shows that the industry in Dubai relies on Word-of-Mouth publicity followed by Events such as
Seminars, Trade Shows, etc.
Involvement of Key Person One of the objectives of this research was to find out if there exists any gap between the Brand
Image and Brand Identity of Idea Spice. The idea was to create an identity for Idea Spice as a
company and not as an individual person.
0.00
1.00
2.00
3.00
4.00
5.00 4.27 4.00 3.79 3.73 3.73 3.52
Information Reliability
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Data Analysis
A question in the survey asked to importance of involvement of the Idea Spice representative in the
service. The responses received were:
Graph 15: Importance of Involvement of Key Person
Inference
From the data it can be seen that whenever Sajith and Roy were involved in the work service, there
involvement was needed the most.
Out of 33, 23 replied that involvement of key person is extremely crucial. Hence there exists a gap
between the Brand Image and Brand Identity of Idea Spice.
Top-of-the-Mind
Data Analysis
The question asked was to identify top 3 things that come in the mind of the respondents when they
hear about Idea Spice. The responses obtained were:
Figure 40: Top-of-the-Mind Words about Idea Spice
0.00
1.00
2.00
3.00
4.00
5.00
SajithAnsar
SauravRoy
Sajith +Roy
Sajith +Zee +Amia
Roy +Prashanth
Rashid
4.67 4.25
5
1
4 4
Average Importance of Involvement
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Inference
Creativity and Innovation tops the list. From the analysis of the data obtained from Top-of-the-Mind,
Reasons for Choosing Idea Spice and Rating the Characteristics of Idea Spice it can be inferred that
Creativity is the Unique Selling Point (USP) of Idea Spice.
Qualitative Feedback The feedback received from customers is given the table below.
Table 12: Qualitative Feedback
Feedback Compliments
Price Creativity Timelines Great boss Sajith is great, team should be more responsive Helpful and reliable Consistent attention not paid across Even without domain knowledge, manage to do
great work 1 person effort, hence similar work observed
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CHAPTER V: CONCLUSION AND CONTRIBUTION TO PRACTICE
Recommendations
Leverage Portfolio Business Oriented Customers seek past profile of the service provider. Having an excellent diverse
portfolio is an added advantage for Idea Spice. Having an experience in all the sectors such as SME
Services, MNC companies and Government Offices, Idea Spice should leverage on this.
Action Plan
Prominent visibility of diverse portfolio
Website should include details of case studies similar to Pentagram
Offices can have some brochures or pamphlets of photographs of past work
Pentagram Case Study of United Colours of Benetton
The website gives step-by-step information about the work done on UCB case. The below link can be seen for reference: http://new.pentagram.com/2011/06/new-work-benetton/
Implications
Displaying the portfolio will prove an assurance and reliability of the work of Idea Spice. RATER scale
response show that Assurance and Reliability at the second level. By showing the customers the
portfolio, Idea Spice can improve their credibility.
Pamper Brand Ambassadors Majority of the customers of Idea Spice are generated because of Word-of-Mouth or
Recommendation of others. Thus, Idea Spice needs to pamper their Brand Ambassadors so that they
keep recommending Idea Spice to their associates.
Action Plan
Idea Spice does not give commissions to the Brand Ambassadors but they can maintain a customer
database. Using the contact information and other details of the customers Idea Spice should
Send gifts or wish on anniversaries
Inform about new service
Implications
The impact of maintaining contacts with customers will result into:
The feeling of ownership and importance in the hearts of the customers
Constant reminder will help keep Idea Spice on the top of the mind of its customers
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Primacy-Recency Effect The analysis of Importance of Key Person shows that it is extremely necessary for customers to be
attended by the respective key person.
Action Plan
It is proven scientifically that “first impression is the best impression” and “last impression is the
lasting impression”. Hence, it is necessary for Mr. Sajith Ansar or Mr. Saurav Roy to attend the kick-
off meeting with their customers. Similarly it is necessary for them to attend the last or final closure
meetings of their customers. It will also add to the effect with the intermediate meetings are well-
timed and there are at least 3 intermediate meetings at regular hours.
Implications
Attending timed regular meetings will make the customers feel special and well-treated. This will
also imply a consistent performance and attention to work.
Empowering Leadership From the analysis it was seen that it is important for one person to pay
complete attention to each and every project. However, it is not possible for 1
person to be available for each and every assignment.
Action Plan
Ask someone to assist; take a step back and monitor; give control of
smaller assignment so that the consequences if any are minimised but
the assisting person gets trained
Rather than being the leader, be a supporter and let someone else
take charge under key person’s assistance
Blogs and newsletter signed off by Idea Spice and not by Mr. Sajith Ansar; this will put Idea
Spice in the forefront and increase its visibility
Implication
One-man army will get converted to a team work. This will minimise the burden of one person and
will also help in building up an effective team.
Special Packages Pricing is one of the problems faced by customers of Idea Spice. But
reducing prices is not a feasible solution. Instead for Emotions Seeking
Customers, who are price-sensitive, give packages or bundled offers.
Action Plan
Bundled packages can have services which are generally common for
the sector of the customer which is understood by experience. For
instance, for start-up F&B customers, Branding, Fit-outs, Menu
design can be offered together.
Figure 41: Empowering
Figure 42: Bundling Services
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Implications
Comparison of independent services and bundled service can increase the value of the service. It will
also help in cross selling of other services.
Promotions The growing competition has created a need to rely not just on Word-of-Mouth based information
sharing but also on the use of other promotional medium.
Action Plan
Events such as trade shows, seminars, etc. can be hosted
Seminars/newsletters for Women Entrepreneurs, theme of
preparation for Expo 2020 etc. can be conducted/written
Feasibility
Newsletters and other promotional mails are continuous process and
hence need to be monitored and assisted continuously. Once started,
this has to be continued indefinitely.
Implications
From the data it can be seen that SMEs in Dubai are fond of promotions and are readily willing to
participate in the promotional events. This will help increase the awareness of Idea Spice and keep in
on top of the mind of existing as well as potential customers.
Form Alliances or Partnership Presently, Mr. Sajith Ansar is a member of BNI Dubai chapter. Tie-up can be made with business
organisations like Dubai SME or Business Village.
Action Plan
Business Village presently has 4 Media Planners and 2 Designers and there can be a
Maximum 5 of each type
Scope for forming partnership
Implications
Forming partnership will help in increasing customer base. B2B executives come to offices for SME
related services like issuing and renewing of licenses, registrations, etc. Having alliances will increase
the proximity with the customers and hence make them more likely to avail their services.
Limitations
Data Collection – Random Convenient Sampling Random convenient sampling was used for data collection. Although random sample are easiest to
collect, but still the results obtained may or may not be true to the actual population. The analysis
performed and metrics used like KMO value justify the responses collected. Nonetheless, a proper
planned collection of data will result into more concrete analysis.
Analysis of Lesser Independent Sectors More analysis of sectors and industries particularly can give more insights on them.
Figure 43: Celebration Event'
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Future Scope
Figure 44: Future Scope
Internal Branding Gain Insights from Employees to analyse if gap exists in Internal Branding and External Branding. It is
extremely important for Employees to understand the work practices and processes of Idea Spice.
Additionally it is also important for employees to imbibe in them the values and cultures of Idea
Spice.
Later, happy employees are keys to happy customers. Adequate internal communication will result
into excellent external communication and strengthening of customer relationship.
Sector-wise Analysis Get more sector wise information for analysis of each interested and growing sectors like Retail,
F&B, Healthcare, etc. Additional information about sectors will help gain more insights and deeper
understanding about the needs of these customers.
Sector-wise knowledge will help Idea Spice to prepare for upcoming trends in SMEs in Dubai.
Industry Practices Studying best practices adopted by existing top players can help in improvement of service. Identify
methods and implement them in order to improve service and to acquire larger and sustainable
customer base.
Internal Branding
Sector-wise Analysis
Industry Practices
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Key Learnings
Figure 45: Key Learnings from ALP
KEY LEARNING FROM ALP
CLIENT INTERACTIONS - Dealt with B2B executives & mostly CEOs of the organization
Participated in networking events and interacted with potential & existing clients
Used different modes of comunication such as telephonic, emaill, face-to-face which polished business communication skills
TIME MANAGEMENT - Involed in wide scope and withing limited timeframe
Stakeholders of the project were busy executives and hence had to adjust project timings as possible
LEADERSHIP - As a Point of Contact was in charge of all the communications
Independent project yet there was a team of individuals working on different assignments. Coordinating with different teams and prioritising
work
TOOLS APPLICATION - Tools like Excel, SPSS, etc were used
Gained a hands on experience on these tools
Comfortable in Segmentation and Factor and Cluster Analysis using the tools
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Appendix
APPENDIX A1: ALP Meeting Logs Internal Mentor
Project Title: Analyse Customer Feedback and Develop Strategies to Attract and Retain
Customers of Idea Spice
Name: Prajakta Talathi
Activity PoC to Record Date and Time
Presided by: Brief observation by the presiding mentor and Signature
Meeting Initiation : Lead Mentor: Lead Mentor:
1 Date : 26/05/2014 Dr. Grandhi
Time : 11 AM Communications: IIP Office:
Meeting Date : 12/06/2014 Scope Discussion
2 Time : 10.30 AM Mentor: Mentor:
Duration: 20/40/60 min. Dr. Mathur
Meeting Date : 15/07/2014 Mentor: Mentor:
3 Time : 3 PM Dr. Grandhi
Duration: 20/40/60 min.
Meeting Mid-review: 16/07/2014 Mentor: Mentor:
4 Time : 11 AM Dr. Mathur
Duration: 20/40/60 min.
Meeting Date : 21/07/2014 Mentor: Mentor:
5 Time : 2 PM Ms. Jyotsna and Mr. Anudeep
Duration: 20/40/60 min.
Meeting Date : 10/08/2014 Mentor: Mentor:
6 Time : 12 PM Mr. Anudeep
Duration: 20/40/60 min.
Meeting Pre Submission: Lead Mentor: Lead Mentor:
7 Draft reports : Final Ms. Pooja and Mr. Anudeep
Date : 13/08/2014 Communications: IIP Office:
Time : 9 AM
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Corporate Mentor
Project Title: Analyse Customer Feedback and Develop Strategies to Attract and Retain
Customers of Idea Spice
Name: Prajakta Talathi
Student’s Sign:
Prajakta Talathi
Activity PoC to Record Date and Time
Presided by: Brief observation by the presiding mentor and Signature
Meeting Initiation : Kick-off Lead Mentor: Lead Mentor:
1 Date : 14/05/2014 SP Jain Team Sajith Ansar
Time : 5.30 PM Communications: IIP Office:
Meeting Date : 21/05/2014 Mentor: Mentor:
2 Time : Sajith Ansar
Duration: 20/40/60 min.
Meeting Date : 05/06/2014 Mentor: Mentor:
3 Time : Sajith Ansar
Duration: 20/40/60 min.
Meeting Mid-review : Lead Mentor: Lead Mentor:
4 Date : 07/07/2014 Sajith Ansar
Time : 10 AM Communications: IIP Office:
Meeting Date : 07/07/2014 Mentor: Mentor:
5 Time : Sajith Ansar
Duration: 20/40/60 min.
Meeting Pre Submission: Lead Mentor: Lead Mentor:
6 Draft reports : Final presentation Sajith Ansar
Date : 13/08/2014 Communications: IIP Office:
Time : 9.30 AM
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APPENDIX A2 – ALP Mandatory Information Form
Checklist √
Pre-Submission √
Whether Signed NDA(Non-Disclosure Agreement) with Company & submitted copy Yes/No
Proposal Approved by Internal Mentor □ Corporate Mentor □
Mid Review form filled & reviewed by Internal Mentor □ Corporate Mentor □
Obtained a specific clearance from the mentor for website uploads
Yes/No
Submitted copy of signed Code of ethics to corporate mentor Yes/No
Checklist √
For Panel Presentation
√
Exact Location of the corporate presentation. With location map □
Lining up transport with Admin Dept.- Timings, pick-up points, drivers’ number □
Informing ALL concerned – obtaining confirmations from both mentors □
Ensure the version of PPT works/ keeping backup pen-drive, handouts □
Internal rehearsals before finals (as per “Corporate Presentation- Best practices” doc) □
Checklist √
Submission/Post-Completion
√
Final Report (printed) Corporate □ GMBA office □ Signed by all in Original □
CD (with final report & all docs) Corporate □ GMBA office □
Obtained a specific clearance from the company for using data for Research Paper etc.
□
One page Executive Summary in CD & Report – to GMBA office □
Client Endorsements (video) with permission to publish the same □
At least FOUR Photographs of final Presentations – in CD □
ALP Experience form – on blackboard □
Copy of Letter of Appreciation/Certificate in CD to GMBA office □
Included Code of Ethics and Meeting Logs to the final report □
Courtesy Email to mentors & other commitments (if any) to the company □
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APPENDIX A3 – S P JAIN NDA Format
APPENDIX A3 – S P JAIN NDA Format
CONFIDENTIALITY UNDERTAKING
To,
Sajith Ansar
CEO and Founder,
Idea Spice
Dear Sir,
I/we acknowledge that during the course of my/our project “Analyse Customer Feedback and
Develop Strategies to Attract and Retain Customers of Idea Spice” I/we shall have access to and be
entrusted with Confidential Information (whether of a commercial, technical, scientific, operational,
administrative, financial, marketing, business, intellectual property nature or otherwise), whether
oral or written, relating to your organization and its business that is provided to ourselves pursuant
to this Undertaking.
In consideration of you making Confidential Information available to us, we undertake to you in the
terms set out below:
1. We shall treat all Confidential Information as strictly private and confidential and take all steps
necessary to preserve such confidentiality.
2. We shall use the Confidential Information solely for the preparation of the project deliverables
and not for any other purpose.
3. We shall not disclose any Confidential Information to any other person or firm, other than as
permitted with your prior written consent, to the extent that such disclosure is required by law or
regulatory authority.
4. The institute, however, reserves the right to use the study and its findings for purely academic
purposes such as case discussions, wherein, if the company so desires, the identity of various entities
contextual to the project may be masked.
5. We warrant that we are acting as principal in this matter, and not as agent or broker for any
person, company or firm.
6. This Undertaking shall continue for THREE years from the date of this Undertaking unless and to
the extent that it may be released by you in writing.
Student’s Sign:
Prajakta Talathi :
[Signatory – Company – Designation] [Signatory – S P JAIN]
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 67
APPENDIX A4 – S P JAIN Code of Ethics
S P JAIN CODE OF ETHICS
Application and Scope: Applies to all the students and research supervisors of S P JAIN on their
conduct during their association with the institute across the geographies where S P JAIN operates.
This is to be interpreted in conjunction with the laws of the land.
1. The Research Code of Ethics abides the individual to be
a. Socially Responsible, fair and tolerant
b. Law Abiding
c. Respecting Culture and ethnic diversity
d. Cooperating with authorities
e. Helpful to Fellow students
2. Performance Improvement: Students will consciously endeavour to achieve higher levels of
performance and will strive towards self and institutional development.
3. Professional Conduct: Students are expected to behave in an amicable manner and exhibit a
professional conduct. Any form of anti-social or anomalous behaviour is not acceptable.
Discrimination in any form will call for disciplinary action.
4. Students are to conduct themselves with Honesty and Integrity. Any form of corruption will result
in immediate suspension and dismissal.
5. Approvals: The students will obtain all the necessary approvals and will seek necessary
permissions for the research activity.
6. Infringement of copyrights and Intellectual Property in any form will call for a disciplinary action
and dismissal.
7. Confidentiality: Preserving the Confidentiality of all the privileged and propriety information.
Confidential information must be used only for the purpose of which it was made available.
8. Publication: No student researcher can publish any article, report or the product of research in
any form without the permission of concerned parties.
9. Conflicts: Any type of interpersonal or professional conflicts should be avoided. In case of any
perceived conflict, it is the duty of the student to bring it to the notice of the supervisor
10. Disclosures: Students are required to make necessary disclosures before a research engagement.
This may include situations such as: conflict of interest, existing relationships with the party etc.
11. Liabilities: Student researcher cannot hold unlimited liabilities for the research work with an
organization. They should be conscious to avoid joint liabilities involving S P JAIN as a party or
unlimited liabilities on themselves.
12. Student researchers have their primary responsibility towards the academic research and the
deployed students are not allowed to pursue any commercial activity with the engaging companies.
Also, commercial exploitation of available information, research and its by-products is prohibited.
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 68
13. Misrepresentation of facts, identities and impersonation will result in disciplinary action.
14. Students are expected to be fair and prudent in their dealing with human subjects wherever it
occurs in the course of research. This includes, knowing personal preferences, orientations etc. Also
influencing or canvassing in any form is not allowed.
15. Giving or taking any form of gift, benefit or favour from the research activity is prohibited.
Exchange of cultural pleasantries must be informed to the project supervisor. This excludes sundry
and operational reimbursements from the client company.
16. Research Supervisors are expected to deploy the students in a fair manner ensuring against any
form of discrimination, abuse or exploitation by concerned parties.
17. Supervisors cannot accept any monetary incentive for the research from companies and cannot
claim Intellectual Property rights emerging out of their access to client specific information during
the course of research.
18. Sponsored researches or paid-internship deployments, if any, will have to be identified and
approved separately.
19. This code is enforced by a committee which will be empowered to recommend the remedial
actions and disciplinarily proceedings against the persons involved. The committee is constituted by
the S P JAIN management.
20. Student/teams are required to sign and submit a copy of this document to the program office
and corporate mentor. For all regulations, the decision of S P JAIN Management will be final.
Date:
Prajakta Talathi
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 69
APPENDIX A5 - ALP MOM
ALP Meeting : Kick-off meeting
Date 14/05/2014 Time 5:30 PM Venue Idea Spice Office
Meeting Meeting # 1
Attendees Sajith, Prajakta, Richa, Ankit and Vihaan
Agenda 1
Discussion Brief Introduction about Idea Spice and the project.
Conclusions The project was assigned to the team
Action Items Person Deadline
Read some articles about Branding The whole team On going
ALP Meeting : Scope Discussion Meeting
Date 20/05/2014 Time 11 AM Venue SP Jain School
Meeting Meeting # 2
Attendees Dr. Grandhi, Prajakta, Richa, Ankit and Vihaan
Agenda 1
Discussion
Conclusions Scope and expectations of the project were discussed
Action Items Person Deadline
Read some articles and start with literature review The whole team On going
Study research methods and come up with approach The whole team
Prepare Proposed Approach: Draft Timeline chart Objective and Hypothesis Prepare Proposed Approach Document
Prajakta for her scope of project
ALP Meeting : Scope Finalization and Project Approach Discussion Meeting
Date 21/05/2014 Time 6.30 PM Venue Idea Spice Office
Meeting Meeting # 3
Attendees Sajith, Prajakta and Vihaan
Agenda 1 Discuss the changes required to Proposed Approach and Scope
Discussion Discuss the changes required to Proposed Approach, some parameters influencing consumer buying decision and sampling plan
Conclusions Sajith suggested few changes
Action Items Person Deadline
Revise the Proposed Approach Prajakta
Discuss the Approach The whole Team
Secondary Research The whole Team
Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 70
Date 12/06/2014 Time 11 AM Venue SP Jain School
Meeting Meeting # 4
Attendees Dr. Grandhi, Jyotsna, Anudeep, Prajakta, Richa, Ankit and Vihaan
Agenda 1
Discussion
Conclusions Proposed Approach, Scope and expectations of the project were discussed
Action Items Person Deadline
ALP Meeting : Customer Interviews
Date 17/06/2014 Time 4:00 PM Venue Idea Spice Office
Meeting Meeting # 5
Attendees Sajith, Prajakta, Vihaan and Customers of Idea Spice
Agenda 1 Begin Qualitative Research
Discussion Discussion about Idea Spice, Sajith Ansar and Branding of their respective companies
Conclusions Come up with parameters for questionnaire
Action Items Person Deadline
Identification of Parameters and creating of unstructured questionnaire
Prajakta
ALP Meeting : Questionnaire Design and Mid-Review Update
Date 07/07/2014 Time 9 AM Venue Idea Spice Office
Meeting Meeting # 6
Attendees Dr. Mathur, Prajakta and Vihaan
Agenda 1 Questionnaire Design
Discussion Parameters for Questionnaire Design
Conclusions Parameters finalised
Action Items Person Deadline
Create a pilot test questionnaire Prajakta
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APPENDIX A6 - Timelines
APPENDIX A7 - Questionnaire and Transcripts
Face-to-Face and Telephonic Interviews
The interviews were conducted at the Idea Spice office or BNI meeting venue – Dubai World Trade
Centre. The questions were improvised as per the flow of the discussion.
ALP Meeting : Mid-Review Presentation
Date 16/07/2014 Time 10 AM Venue SP Jain School
Meeting Meeting # 5
Attendees Dr. Mathur, Mr. Anudeep, Prajakta, Vihaan, Ankit, Richa
Agenda 1 Mid Review Presentation
Discussion Next Steps
Conclusions Mid Review completed successfully
Action Items Person Deadline
Send the questionnaire Prajakta
ALP Meeting : Final Presentation
Date 13/08/2014 Time 9 AM – 11 AM Venue Idea Spice Office
Meeting Meeting # 5
Attendees Sajith, Anudeep, Pooja, Prajakta, Richa, Ankit, Vihaan
Agenda 1 Final Presentation
Discussion Final Presentation and Recommendation
Conclusions Final Presentation successful and Recommendations accepted
Action Items Person Deadline
Prepare and submit report Prajakta
ALP Meeting : Final Presentation
Date 13/08/2014 Time 9 AM – 11 AM Venue Idea Spice Office
Meeting Meeting # 5
Attendees Sajith, Anudeep, Pooja, Prajakta, Richa, Ankit, Vihaan
Agenda 1 Final Presentation
Discussion Final Presentation and Recommendation
Conclusions Final Presentation successful and Recommendations accepted
Action Items Person Deadline
Prepare and submit report Prajakta
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PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 72
Questions were like:
1. What business are you into?
a. How many years
b. Numbers of employees
2. When or how did you realize a need for branding or designing?
3. How did you come to know about Idea Spice (non-BNI)?
4. How long have you been associated with Idea Spice?
5. Reason for choosing Idea Spice (over others if you looked out for other agencies)
6. What type of service did you avail?
a. Branding
b. Design
c. Fit-outs
d. Retainer/ Continuous
e. End-to-end Business Solution
7. Top things or words that come to your mind when you hear Idea Spice
8. Constructive feedback for areas of improvement (for older customers)
Online Survey Questionnaire
Questionnaire will be submitted in the form of soft copy. The survey was posted on:
https://docs.google.com/forms/d/1xC_bcMPpN8lBKI27sz-bEDPFbUU2jyExxRvXrwMr-
sk/viewform?c=0&w=1&usp=mail_form_link
APPENDIX A8 - Safe Assign Report The screenshot of the main page of safe assign report is:
The matching content is the name of the author i.e. me and name of the mentors which is common
in other assignments. Declaration and Acknowledgement and such common pages are detected as
plagiarism.
The rest of the content is original. The detailed report can be checked.
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Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice
PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 74
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