HyperCITY Final

“Launching and Managing Customer Care Center for HyperCITY ”
Prepared By: Manohar Takhtani
Roll No: PGDM-RMM 046
(NGO/Capstone/Summer)Project Report submitted to the Institute of

Technology and Management,
Navi Mumbai,410210
In partial fulfillment of the requirements for the degree of
MBA-RMM
APPROVED BY:
Company Guide Faculty Guide:

Pallavi Chhabra Prof. Sangeeta
Trott
HyperCITY Retail India Pvt. Ltd
Institute For Technology And Management
Page H y p e r C I T Y
(COMPANY LETTER HEAD)
AUTHORIZATION LETTER/CERTIFICATE
This is to certify that Mr./Ms(Name of student) from the Institute Of

Technology and Management ,Navi Mumbai, has undertaken this project on
behalf of (name of Company) from (Date) to (Date) as part of his/her Summer
Internship project in partial fulfillment of the degree towards MBA -RMM.
He/She has completed the project successfully and his/her work has been
found to be (Good/Satisfactory)
Best Regards
(Name of Certifying Manager from the company)

designation
Contents
10 Executive
Summary.................................................................................................. 06
20 Introduction...........................................................................................................
.. 08
30 Literature
Review..................................................................................................... 16
40 Research
Objectives................................................................................................. 18
50 Research
Proposal.....................................................................................................19
5.1 Problem definition
5.2 Research Objective
60 Research
Methodology...............................................................................................20
6.1 Instrument Development
6.2 Sample Design
6.3 Research Design
6.4 Data Collection and Data Analysis
6.5 Limitations
70 Process
Flowcharts...................................................................................................27
80 Findings ................................................................................................................
...28
90 Log
sheet...................................................................................................................
100 Recommendations.................................................................................................
........
11.0Conclusion...........................................................................................................
..........
REFERENCES .............................................................................................................
....89
APPENDIX.....................................................................................................................
....90
Questionnaire/s....................................................................................................
...
DECLARATION
I HEREBY DECLARE THAT THIS PROJECT TITLED
HyperCITY Customer Service Center

IS SUBMITTED IN PARTIAL FULFILLMENT OF THE POST GRADUATE DIPLOMA
IN MANAGEMENT (PGDM) TO HyperCITY AS A FINAL PROJECT.
Project Guide:
Company Guide: Ms Pallavi Chhabra
ACKNOWLEDGEMENT
10 EXECUTIVE SUMMARY
The project of this nature is a learning task which gave us exposure to

understand the value of customer service in retail sector in acute manners
and stretching over a period of time, for completing a project like this one
takes the effort and quality inbuilt.
Although this project report is being brought by the Management Trainees, it

bears an imprint of guidance and cooperation of many individuals. Several
persons with whom we integrated have contributed significantly to the
successful completion of the project study. In the successful & trouble free
completion of our term project titled “HyperCITY Customer Service Center”,
we are grateful to HyperCITY Retail India Limited and all the staff members
for giving us all kind of support that we needed .
We extend our deepest and sincere thanks to our project guide, Ms. Pallavi
Chhabra for the unflinching support and guidance throughout the project by
which we could manage to enrich our skills and got benefited with the hard
core learnings.
We would also like to thank all the HyperCITY employees who shared their
precious time and experience with us.
Last but not the least, we extend our sincere thanks to our Faculty guides
and the Institute for providing the help that was needed.
1.0 EXECUTIVE SUMMARY
Customers are the only reason why we are in business, so satisfying

them will ultimately make our business more profitable. There is a need
to highlight the importance of a customer service climate in
Hypermarkets. A climate that emphasizes courtesy, competence and a
work environment that promotes strong working relationship and
empowerment.
Intention of this “HyperCITY Customer Service Center” is to not only

provide assistance to the customer but also identify problem areas
which will demonstrate to customers that we care and are proactive in
looking for ways to improve the service we provide.
The project work includes collecting data as management trainees at

HyperCITY Retail India Limited. 4 Trainees were assigned for Customer
Service Operations Centre at Belapur, Navi Mumbai.
We went through different phrases of training which are as follows:
PHASE -1: In this phase an extensive training was given to us about

basic terminology use in retail work is to be done in any store, softwares
like MMS and CFS and how they are used.
PHASE-2: The next phase was to resolve customer complaints and

queries by attending calls and figure out areas of improvement thereby
providing customer satisfaction. There were four dedicated inbound
stations to attend customer calls and 2 outbound stations where we can
revert customers.
PHASE-3: This phase was more of streamlining the process and pulling
out reports on hourly basis and forwarding the same to the Manager.
Analysis was done on the basis of the data avail
able in CFS and the performance of the inbound agents.
On further analyzing we found the project named “HyperCITY Customer

Service Centre” was a continuous learning which made us understand
the HyperCITY retail chain system. We analysed performance of all the
stores to find out ways to control the deviations.
Approach:
The research method used here are
1. Questionnaire method where data is fed in Customer Feedback System.
2. Observation method
Findings:
The research suggests nthat the maximum no of complaints in hypercity is
related to home delivery. Also the calls received are majorly from Malad store.
Implication: This will help HyperCITY to improve its service standards.
2.0 INTRODUCTION
2.1 Significance of study
The biggest grievance of the hypercity customer was that their calls were left
unattended. The situation aggravated more. At times, there were cases when the
product was out of stock and the customer was waiting for the delivery of the
product as he was not informed about it.
The in store customer centre itself became a cause for customer grievance.
If we take an example of the hypercity malad store, the total number of calls were
not less than 80. Out of which only 15 calls were attended and recorded. The record
for the rest of the calls could never be tracked and those customers remained
unsatisfied.
This would lead to the loss of customers in the future. Hence in order to
differentiate its services from competitors centralised call centre was setup which
would help determine areas of concern. Our scope of study revolves around
identifying the major areas or issues of concern that crop up in hypercity. Collection
of such data will helop them to further analyze their customer’s expectations and
improvise to attain customer delight.
2.2 Background of the study
To capture every customer feedback in a centralized pool, to ensure better
speed of response via multiple channels (suggestion form, e-mail, walk-ins,
telecom) & hence better customer satisfaction. Since action taken for each
customer feedback (complaint or suggestion) is dealt by 1 centralised unity
this will lead to uniformity in customer service across the organization.
Data comprehension should result into actionable plans to further impact on

CSI & resources for necessary personnel to evaluate customer satisfaction at
individual store/cluster/chain level.
Currently the call centres for Hypercity are being managed individually by all
stores. There was inconsistency in the handling of customer complaints and
service issues being faced at all stores hence, it was decided to have 1
centralised agency to run the entire show for customer service and to address
customer complaints.
This led to the establishment of the customer care centre for HyperCITY and
the main objective was to manage and streamline the entire process.
2.3 Introduction to HyperCITY
Company Overview
HyperCITY is a part of the K Raheja Corp Group and was incepted in

2005.It offers an international shopping experience for customers to
shop in the comfort of a large, modern, and exciting environment. It
provides a wide range of innovative products, sourced from both local
and international markets. Hypercity provides hassle free shopping, with
clearer aisles & faster check-outs without queues. Hypercity is currently
in 7 locations in Mumbai at Malad, Vashi and Thane and in Jaipur,
Amritsar, Bengaluru, Cyderabad. Its future plan is to open stores in
Bhopal, Pune and Ahmedabad.
Our Vision
To be an integral part of customer lives, by offering them a high quality
shopping experience through great products at ever better prices
Our Mission
To sustain profitable growth by encouraging customers to discover a
authoritative assortment of quality products with exciting promotions in
a globally competitive retail environment and create through our
company values an environment where our associates grow within the
business.
What is HyperCITY?
It’s a Hypermarket format Ranging from 1,00,000 sq.ft. Onwards -

– Best priced, full supermarket within.
– Widest range of general merchandise.
– Dominant assortments in chosen categories.
– International shopping experience
– ‘Leisuretainment’
Product Range
➢ Food & Grocery
➢ General Merchandise
➢ Fashion
Exclusive Brands
Food Home Fashion Sports Applianc

es
Fresh Ebano Vive Raleigh Technix
Basket
Hypercity Avorio City Maxit
sense
Waitrose City life
River inc
Speciality Areas
➢ Exclusive imported products from
➢ Waitrose, UK
➢ In-store Restaurants
➢ Meals To Go / Bakery Section
➢ Kwality Walls Ice-cream
➢ Demo Kitchens
➢ Home Theatre Demo area
Features & Facilities
➢ Consumer finance (Bajaj Finance)
➢ Customer Express checkout
➢ Flower Shop
➢ Sweets & Farsan counters
➢ Free Gift Wrapping
➢ Discovery Club Membership Program and Parking facility.
2.4 INTRODUCTION TO ENSER
Overview of the firm

Enser is a customer interaction company which enables customer contact solutions.
They create platforms for acquisition of customers, growth of customer base,
sustaining and retaining the customer base.
Their experience in this domain coupled with infrastructure solutions for customer
contact creates a unique model for fulfilling enterprise needs. Maximizing return on
investment by approaching customer contact as a business opportunity is what
enables them to create a value proposition.
Relevant customer contact at the right time for the right product or service at the
right price for their partners is what defines their core proposition.
Focus areas
1. Analysis of outsourcing model
2. Identification areas for process improvement or overhaul Customized
outsourcing solution
3. Customization of technology
4. Systems & Database security management
5. Campaign management
6. Sales planning & management Training
7. Lead Sourcing - Lists, web , mobile Database management
Management Team
Enser's core team members have in-depth experience of the business from an
enterprise as well as from the service provider's end. This allows them to bring a
well rounded perspective to their work and therefore create programs that have
long-term, sustainable business relevance.
With reference to the technology, BPO & marketing space, Enser's management
has more than 15 years of hands-on experience in all facets ranging from
infrastructure creation to technology deployment, manpower management and
overall operational expertise management. As Indian companies move into the
future, their growth and success would be dictated by the strength and quality of
their consumer engagement and interaction processes. Enser’s aim is to facilitate
this with an unflinching commitment to excellence.
Enser Communications Limited is a growing organization serving clients across all
verticals. Enser has expanded its business and has experience in business
operations in the BPO space. It has a deep understanding of outsourcing market,
and has infrastructure supporting business at various levels in terms of technology
requirements. Enser is providing a Managed services model to some of its
esteemed customers which helps them take care of their business both on the
productivity and infrastructure & technology fronts.
Proposed solution by Enser aims at providing state of the art contact center set-up
with the following team structure
1. 6 Workstations (4 for Inbound and 2 for Outbound)

2. 1Team Leader
3. Shared Team Supervisor
4. In-house trainer
5. Shared Quality team
6. Shared IT Support team for IT, IT security, telecom & database management
7. Shared HR Support team
Operational Overview
Inbound & Outbound lines with dedicated teams to be available. The operating
window will be from 10:00 a.m. to 10:00 p.m. - 7 days a week (Inbound) and 10.00
a.m. to 6 p.m. – 7 days a week (outbound).
The 12 hr shifts would be so planned to handle the call volume based on peaks and
troughs.
The Web-based interface & our systems to work in tandem to provide effectiveness
in terms of call management, recording , IVR & MIS solutions
During any shift at least one supervisor will be available.
A Few of Enser’s Clients
1) Tata AIG Life Insurance
2) Castrol India Limited
3) Shaadi.com
4) NIIT
5) HDFC Bank
6) Birla Wealth Management
7) Mahindra
8) Kotak Life Insurance
9) Which? Right Choice
10)LG Electronics
3.0 REVIEW OF LITERATURE
Since it’s a pioneer project hence no previous research is available. It has a first
mover advantage.
Why are we doing it? - Current issues being faced at each Call Centre
1. Limited communication skills.
2. All calls not being attended to/ calls being dropped.
3. Calls not being returned to customers whose calls are dropped.
4. Wrong commitments being given to customers.
5. No way to performance manage the current call centre associates to
determine whether all calls are being attended to or not.
6. No way to determine the effectiveness and efficiency of the operations of the
call centre.
7. No consistency in the manner in which calls are being attended to by various
stores and the solution being provided to the customers for the same problem.
8. In some stores the volume of inbound call flow is very high (Malad – approx
60 calls a day). Some stores the volume of inbound call flow is very low (Vashi, Jaipur –
approx 20 calls a day). This leads to underutilization of manpower at some stores and
pressure on stores where there is high volume of calls.
9. 100% courtesy calls to all customers is not done after home delivery has
taken place/ demo installation has been done. Many a times only when the customer
calls to complain that the demo/ installation has not been done we get to know of the
case. This is because we have not been able to proactively call all customers and ask
them if the demo/ installation have been done or not.
10. Rather than being a means to redress customer complaints, the call centre
had now become a reason for customers to complain about.
How will it help us? Benefits of the centralised call centre
1. Agents with excellent communications skills.
2. There will be 4 inbound stations and 2 out bound stations. This will ensure
that all calls coming in are being attended to. Outbound agents will ensure that the
courtesy calls for delivery/ demo/ assembly are being made to check for any lapses.
3. All call logs for demo/ installation for stores will be done by the call center.
4. Any call dropped, agent would be able to track the number and call back the
customer.
5. Performance management/ quality management would be easy as on a
monthly basis we would be getting a recording of all the calls. The number of calls
dropped would also be recorded against each agent.
6. The manner in which calls will be answered and solutions provided to the
customers across stores will be identical leading to a uniformity and consistency in the
approach towards customers.
7. Since the call centre will be centralised, the agents will be able to utilise their
time optimally between all stores.
8. The call centre would be a means to provide excellent customer service as
our major responsibility towards the customer begins after we make the sale and not
during the sale.
9. It is a means to provide complete end to end solution to the customers. All
the complaints received even at the store via feedback form, complaint register,
emails etc will be handled by the call centre itself. Except for the walk in customer
issues all the issues will be tackled by the call centre. Any documented complaint,
suggestion; query will be handled by call centre. This will lead to a consistency and
uniformity in the manner in which customers are dealt with.
10. Separate agents for taking inbound calls and for making outbound calls. 2
agents dedicated to making only outbound calls. They would be making courtesy calls
to all customers to whom home delivery has been done/ demo installation has been
done to confirm whether the customer is satisfied with the services or not.
40 RESEARCH OBJECTIVE
Phase 1.
1) Successful roll out of customer service operations center for

HyperCITY.
-Launching the customer service centre in three phases first the West
stores i.e Thane, Vashi, Malad on 10th may 2010, then South stores i.e
Bangalore and Cyderabad on 14th may 2010 and finally the North stores
i.e Amritsar and Jaipur on 20th may 2010.
2) To manage the customer service operations centre for

HyperCITY.
-Solve the various issues related to the entire process like the IT issues,
CFS and MMS issues , to plan and manage the day to day schedule.
Phase 2
1) To find the Areas of concern for the store.
Determine store wise call flow, area-wise complaints so that these can
be evaluated and improvised further.
Phase 3
1) To set and streamline the entire systems procedure.
-Make the process user friendly and hassle free , all calls hit in the
customer service centre must give complete service to the customer.
40 RESEARCH PROPOSAL
The research proposal for managing and streamlining the entire call center
process is done in the following steps:
1. Problem Definition: HyperCITY Retail India Pvt. Ltd has a huge customer
base but wants to capture every customer feedback in a centralized pool, to
ensure better speed of response & hence improved customer satisfaction.
2. Research Objective:
1. Successful roll out of customer service operations center for HyperCITY.
2. To manage the customer service operations centre for HyperCITY.
3. To identify areas of concern so as to improve service standards.
4. To set and streamline the entire systems procedure.
.
40 RESEARCH METHODOLOGY
1.Instrument Development
After analysing various complaints and queries with which customers walk-in
the stores a questionnaire was developed for the call center,Based on this
amendments were made in the CFS(software) which is also used by the
ShopperStop (both brands being from the same group( Raheja).
Stages in Research Process
Process Stages:
1. Defining the research objectives
2. Planning a research design
3. Planning a sample
4. Collecting the data
5. Analyzing the data
6. Formulating the conclusions and preparing the report
1. Sample design
Target Population : HyperCITY customers.
Sample Size: For doing the research, sample of 1000 customers was taken
Sampling Method : Since the customers called up at the customer care
center thus the method used was convenience sampling method.
2. Sources of Data: There were two main sources of data during the project:
Primary Data: the primary data was collected through the recorded inbound
calls that we received in the call center.
Secondary Data: The secondary data was collected through Internet, Journals
and magazines.
Observation Method: While streamlining the process I came across several
areas where there as scope of improvement. So recommendations on various
perspectives have also been put forward.
3. Time Period: The stipulated time period that we had decided was
Training 5 days
Fill up the questionnaire 1.5 months
Generate Reports 1 month
Provide training and analysis 10 days
Coverage
HyperCITY – Malad
Next to Inorbit Mall

Malad Link Road
Malad (West)
Mumbai 400 064
: +91 - 22 - 40078418/ 19/ 20
HyperCITY - Vashi
GR Floor, Inorbit Mall

Plot No. 39/1, Sector - 30/A
Vashi
Navi Mumbai 400 703
: +91 - 22 - 40501300
HyperCITY – Thane
Ground Floor, Big Thane Shopping Centre

Ghodbunder Road,
Behind Kasarvadawali Police Station,
Thane
: +91 - 22 - 25987777
HyperCITY – Hyderabad
Inorbit Mall, Lower Ground Floor,

Opp. I-Labs, Hi-tech City,
Madhapur, Hyderabad
Andhra Pradesh
: +91 - 040 - 44882031
HyperCITY - Amritsar
Alpha One Mall, Upper basement,

MBM Farms,
Sultan Wind Suburban,
Main G. T. Road, Amritsar - 143 001
: +0183 - 661 5555
HyperCITY - Bangalore
Embassy Paragon, Ground Floor,

Nr. Kundalahalli Gate,
ITPL Road, Near Brooke Field,
Bangalore - 560 037
: +91 - 080 - 4364 3333
HyperCITY – Jaipur
Triton – The Mega Mall, Lower Ground

Floor,
Nr. Jhotwara Pulia & Sikar Road Circle,
Jhotwara Road, Jaipur - 302 012
Rajasthan
: +91 - 141 - 4094660/
1. Research Design
The research will be descriptive in nature and survey is used as data
collection technique will be conducted on already existing or prospective
customers. Telephonic interview with different customers from various parts
of the country was held in which Questionnaire was used as a data gathering
tool. The survey has helped us to streamline the process and serve the
customers in the best possible manner.
2. Data Collection and Data Analysis

Data Collection Since it is a customer care center, we received inbound calls
from the customers. These calls were recorded from 10th May to 15th July.
Data Analysis
Cross tab analysis, chi-test, frequencies, descriptive statistics in SPSS
3. Limitations
Interviewer Error: It can be considered here because whole of the data was
collected in the form of interview by the inbound agents.
Since the data entered was erroneous thus data processing error crept in.
Process Flow chart
C u st o m er c alls at t h e
Ser v ice C en ter
P r o cessin g agen t c a
Phase 1
10 MILESTONES
Phas
e Milestone Date
Identification of agency
1 and sign off 6th April
7th -
Recruitment and process 12th
2 documentation April
13th -
25th
3 Process training April
26th
April -
4 CFS module & training 7th May
8th - 9th
5 Mock calls May
6 Roll out 10th May
1) Successful roll out of customer service operations center for
HyperCITY.
-Launching the customer service centre in three phases first the West
stores i.e Thane, Vashi, Malad on 10th may 2010, then South stores i.e
Bangalore and Cyderabad on 14th may 2010 and finally the North stores
i.e Amritsar and Jaipur on 20th may 2010.
PLAN OF ACTION
10 Pre – requisites for the call centre

20 The following information needs to be provided by stores to Call centre
for their smooth and effective functioning.
Responsible
Requirement person Frequency When
1 day prior
Catalogue/ leaflets/ adverts information Marketing As required to release
HD team of
Assembly sheet stores Daily 11am
HD team of
Despatch sheet stores Daily 11am
HD team of
Demo/ installation sheet stores Daily 11am
Vehicle despatch status with driver name HD team of
& nos stores Daily 10:30am
Store
Offers coming in POST coordinators Daily 10am
Complaints via complaint book, feedback
form to be updated in CFS SM - CSD Daily 10pm
Updated Management team at stores Hetal Weekly Monday
Wednesday offer leaflets Marketing Weekly Tuesday
Updated concessionaires list with nos Yakeen Monthly 1st of month
Store addresses with timings Pallavi Monthly 1st of month
Service center list with updated contacts Pallavi Monthly 1st of month
Store
B&M offers for the month coordinators Monthly 1st of month
Store
Marketing activities planned in store Marketing Monthly 1st of month
30 The call centre will receive calls for all stores. They would be keying in
the data in the Customer Feedback system software and updating the
complaints in terms of action taken and status of complaints.
40 For any assistance they would require from the store, their 1 st point of
contact would be the SOMs of the respective sections. In the store
hierarchy they would not contact any person below the SOM level. The
escalation matrix is designed in such a manner that if complaint is not
closed within 24 hours it immediately gets escalated to the DGM/ GM.
This will ensure that TAT comes down drastically and all customer issues
are resolved within 24 hours.
50
60
70
80
90
100
110
120
130
140
150
160
170On a daily basis the data exchange between the stores and the call
center will take place in the following manner –
Sr. No Activity By when Responsibility
Customer feedback
received through
complaint books,
feedback forms and HD
team feedback form
along with a mail
containing excel sheet
giving ticket numbers
generated in CFS.
Format of excel sheet is
1 in Sheet 2. 12pm CSD team
10:30a
2 Route plan m HD team
3 Despatch status 11am HD team
Demo sheet for logging
calls with service centers
4 to be sent to call center 11am HD team
5 OOS report 11am HD team
6 Assembly sheet 11am HD team
7 Offers in POST 10am Store team
Following reports to be
generated by CSD team
8 & signed off
Feedback aggregate
report (gives total
complaints/ queries/
compliments &
8.a suggestions for the day) 1pm CSD team
8.b Complaint closure report 1pm CSD team
(gives ageing of
190
1) To manage the customer service operations centre for

HyperCITY.
-Solve the various issues related to the entire process like the IT issues,
CFS and MMS issues , to plan and manage the day to day schedule.
Observation
We observed following things:
1. Attrition was as high as 62.5%.
2. The qualification and the educational background of the
50% of employees was 10th
40% of employees was 12th
10% of employees was Graduation.
We also found that some of the agents were recruited without collecting the
qualification details.
10 Hence a grid-sheet was suggested so as to maintain call handling

quality.
20
HyperCITY
AGENT:
DATE :
Opening Scor Mar
ed ks
Has the CCE Adhered to the opening 3
verbiage (Welcome to HyperCITY, How may
I assist you?)
Clarity, Tone & Warmth (welcoming , warm, 3
friendly, positive and enthusiastic yet
professional.)
Pace of greeting (Greets with Liveliness & 4
Enthusiasm also in English)
Relevant Information (Ask/confirm 4
customers full name, Mobile No & Store
Details)
Understanding of Query @ first instance & 4
Giving Positive Response to Customers
Query
Hold 0 18
Has CCE put customer on hold unneccesarily 3
& cited reason
Has CCE apologised for delay in hold & 3
Thanked for being on Hold
Use of customer's name when back from 3
hold verbiage
Adhered to the hold procedure & Call 4
control (Seek Permission)
Transfer, Escalation & Phone Etiquettes 0 13
Has the CCE put customer on mute 3
unncessarily
Did the CCE seek permission while 3
transferring (Seek Permission)
Soft Skills 0 6
Building relationship with the customer 4
(Communication skills & Rapport Building) &
Verbal cues(Active Listening) (O.K Sir,
Alright, Right)
Apologise (In case customer is complaining 4
on HyperCITY Products) & Reassurance(for
e.g. positive denials/phrases) (Definitely,
Positively, Certainly, etc)
Professionalism & Personalization 4
(Appropriate usage of name throughout the
call / Correct Usage of Name atleast 4 times
on call)
Phone etiquettes / Thanking the customer 3
after gathering the required information
Politeness & Patience 3
Framing of sentences / Grammar & Use of 3
cust language
Non repetation of questions, Uninterruptive 3
& Presence on the call
Smile in voice (CCE should ensure that he is 2
very Pleasant, Smiling & Helpful on call)
Rate Of Speech (Did the CCE rushed on the 2
call or handled the call Effectively)
Closing 0 28
Relevant Questions/appropriate probing 3
Customer Acknowledgement on solution 3
provided.
Effective Escalation Handling (CCE was 3
confident on call)
Has the CCE Adhered to the Closing 3
verbiage (Is there anything more i can assist
you)
Did the experience make customer feel 3
more valued?
Fatal Parameters 0 15
Correct CFS Tagging 5
Condescending(rude) Behaviour/Abusing 5
customer
Disconnecting Line abruptly at any time on 5
call
Providing/Soliciting personal information & 5
Wrong Commitment
0 20
TOTAL SCORED 0 100
COMMENTS :
Name of the Q.A : Sudhir Nair

Scoring Rate:
Team Leader : Allwyn Barnabas
Contact No :
Catogorization based on Productivity & Quality Score

A + More Than 90%
A 80% to 90%
B 70% to 80%
C 50% to 70%
D Below 50%
Phase 2
40 FINDINGS (SPSS ANALYSIS)
1. To find out the major areas of concern in different

hypercity stores.
Which store has maximum number of calls from its customers?
Observation: It is observed that the maximum no of calls are received for the
Malad store.
Interpretation: Malad being the highest revenue generator and a flagship

store has the highest customer base. A sale in the store leads to calls
pertaining complaints or queries which are either from existing or prospective
customers.
Which agent picks up the maximum no of calls in a day?
Observation: Here we see that Mona has picked up maximum no of calls till
date.
Interpretation: This report shows that the agent who comes in the morning
shift answers customer complaints/queries at the maximum. This is because
the call flow is more in the first shift as compared to the second. Also the
agent had a typing speed of 40wpm which helped her wrap up customer calls
at the earliest.
What is the reason for which the customer calls for?
Observation: Here we see that maximum calls that the agents receive are for
queries. These queries might be pertaining
• store merchandise
• promotion catalogue
• concessionaire
• loyalty programme
• store details
• Is is also observed that customers who do not get their points updated during
their purchase in the store call up at the service center requesting the same.
Interpretation:
We see that the 52% of customers have queries whereas 47% of customers
call because they have complaints which may be either related to
Merchandise
Home delivery etc.
What is the category for which customer has called for?
Observation: It is observed that customers have queries/complaints

pertaining merchandise and home delivery.
Interpretation:
Maximum calls for queries are for merchandise and complaints are for home
delivery. These can be areas of major concern for the stores.
What is the reason for which the customers call for merchandise?
Observation: It is observed that 57% of queries are pertaining

range/variety/assortment of merchandise available in the store.
Interpretation: Also there are subsequent amount of complaints pertaining

quality of the merchandise. This is an alarming rate for the Buying and
Merchandising team. Range in the stores needs to be improved as well as it
can be a major area of dissatisfaction for the customers in the future.
What is the reason for which the customers call for home delivery?
Observation: Here delivery is the major area of concern as it constitutes
more than 50% of the home delivery complaints.
Interpretation: As we have already observed that the major chunk of

complaints is for home-delivery. Categorized under home delivery we find that
there are lot of service center related issues which is not under store’s control
and is managed by the brand itself. Assemblers for the furniture are HyperCITY
employees. So this area can be worked upon.
Which is the service related area for which the customers call?
Observation: Here we observe that most of the service related calls are
related to baggage counter.
Interpretation: Most customer calls for baggage counter are requests/queries

for having forgotten their packages in the store.
What are queries/complaints pertaining to promotions and offers?
Observation: It is observed that 56% of the times the customer calls is to

enquire about the availability of the merchandise.
Interpretation: Many times it is observed that the free merchandise has not
been provided to the customer or it is OOS. This is the cause for the calls
pertaining promotion/catalogue..
What are queries/complaints pertaining billing/checkout?
Observation: This shows that a lot of issues crop up related to the accuracy
of billing.
Interpretation: In retail during evening their might be a lot of rush at the

cash counters which leads to billing errors and thus is a cause for customer
grievance. Also busy hours, large no of SKUs aggravate the issue further.
Accuracy of billing is major area of concern as issues like overcharge can put
stores in serious trouble since they are legally binding.
What are queries/complaints pertaining concessionaires in the store?
Observation: 71% of the calls are queries related to the services provided by
various concessionaires.
Interpretation:Keeping a track of these calls can help the store keep a check
of the service standards of the concessionaire. Here miscellaneous includes
booking an order, scheduling an appointment, concessionaire timings etc
What are queries/complaints pertaining store personnel in the store?
Observation: It is observed that the complaints related to store personnel are

related to their helpfulness and product knowledge in the ratio 1:1.
Interpretation: There are not many complaints in the service center because
such issues are sorted in the store itself.
What are queries/complaints pertaining loyalty club card in the store?
Observation: It is observed that majority of the calls for the loyalty

card(Discovery club card) are points related.
Interpretation: Most of the loyalty customers call for updation of points as

they do not want to stand in long queues in the store.
What are queries/complaints pertaining store details?
Observation: It has been observed that majority of the calls are enquiries for
store timings whereas extended warranty attracts least number of calls.
Interpretation: The major call flow for store timings was during the
Telangana (Hyderabad) and India bandh issues. We also recorded highest no
of calls on 5th July (India Bandh)
Which store did the customer call for? * What is the

category for which the customer has called?
What is the
category for 1005 1009
which the 1001- - 1006- 1008- -
customer has mala 1002- jaipu cyberab 1007- bangalo than
called? d vashi r ad amritsar re e Total
Coun 149.0 12.0 21.0

merchandise t 0 29.00 0 31.00 16.00 32.00 0 290
Coun 150.0 14.0 32.0

home delivery t 0 50.00 0 35.00 16.00 44.00 0 341
Coun
service related t 2.00 2.00 0.00 4.00 2.00 0.00 0.00 10
promotion/catalo Coun
gue t 5.00 3.00 2.00 1.00 0.00 3.00 1.00 15
Coun
billing/checkout t 24.00 8.00 3.00 7.00 1.00 5.00 8.00 56
Coun
concessionaire t 2.00 1.00 0.00 2.00 0.00 2.00 0.00 7
Coun
store personnel t 0.00 1.00 1.00 0.00 0.00 0.00 0.00 2
loyalty Coun
programme t 6.00 4.00 3.00 19.00 0.00 3.00 1.00 36
Coun 24.0
store details t 81.00 25.00 8.00 39.00 23.00 41.00 0 241
Coun 419.0 123.0 43.0 87.0

Total t 0 0 0 138.00 58.00 130.00 0 998
Bar Chart
150 What is the

category for which
the customer has
called?
merchandise
120
home delivery
service related
promotion/catalogu
e
90
billing/checkout
concessionaire
store personnel
C
n
u
o
t
loyalty programme
60
store details
30
0
1001-malad 1005-jaipur 1007-amritsar 1009-thane
1002-vashi 1006-cyberabad 1008-bangalore
Which store did the customer call for?
Analysis: Out of the total number of calls received, home delivery accounts to the
maximum issues along with the merchandise issues. Most of the home delivery
issues being compliants from the customer. And merchandise issues being queries.
Apart from these two areas store details attracted a lot of queries. other areas
constituted a very lesser percentage of the customer calls.
Which store did the customer call for? * What is the nature of the
call?
Bar Chart
250 What is the nature

of the call?
complaint
query
200 request
150
C
n
u
o
t
100
50
0
Analysis: out of the total sample of 1000, their has been a maximum number of
calls for malad as it is the flagship store(generates max revenue) .also this is
reflected in the number of complaints (more the number of customers , more is the
number of customer issues). the least number of calls has been registered for jaipur
store as it is the newest of the lot and also the smallest. the stores like
malad,vashi,jaipur and thane have more number of complaints whereas stores like
hyderabad, amritsar and bangalore recieve more number of queries.
Crossta Column Column Column Column
b Which store did the customer call for? 1 2 3 4
What query/complaint does the customer quality range service Total
has for merchandise? issue
1001-
malad Count 38 86 25 149
% within Which store did the customer call
for? 26 58 17 100
% within What query/complaint does the
customer has for merchandise? 49 51 54 51
1002-
vashi Count 9 18 3 30
for? 30 60 10 100
1005-
jaipur Count 4 5 2 11
for? 36 45 18 100
1006-
cybd Count 6 19 5 30
for? 20 63 17 100
1007-
amritsar Count 6 11 0 17
for? 35 65 0 100
1008-
bangalo
re Count 10 19 4 33
for? 30 58 12 100
1009-
thane Count 5 9 7 21
for? 24 43 33 100
Total Count 78 167 46 291
Which store did the customer call for? * What query/complaint
does the customer has for merchandise?
Bar Chart
100 What
query/complaint
does the customer
has for
merchandise?
80
quality
range
service issue
60
C
n
u
o
t
40
20
0
Analysis: out of the 291 calls that were registered for merchandise issues, 86
were queries for availability of a particular product. The area of concern here
were the issues related to the quality of merchandise as it highlighted the
products which received maximum complaints like furniture.
Which store did the customer call for? * What query/complaint does
the customer has for home delivery?
Crossta What query/complaint does the Column Column Column Column
b customer has for home delivery? 1 2 3 4
service
assembl cente
Which store did the customer call for? delivery y related Total
1001-
for? 51 21 28 100
customer has for home delivery? 42 50 42 43
1002-
for? 46 21 33 100
1005-
for? 38 25 38 100
1006-
for? 58 17 25 100
1007-
for? 50 6 44 100
1008-
bangalo
re Count 30 3 11 44
for? 68 7 25 100
1009-
for? 56 19 25 100
Total Count 184 62 100 346
Bar Chart
80 What
query/complaint
does the customer
has for home
delivery?
delivery
60
assembly
service cente
related
40
C
n
u
o
t
20
0
Analysis: of the total no: of calls i.e., 346 registered for home delivery,
maximum were for the delivery issues, the reason being the delays, or wrong
commitment at the floor. Also the other issues which are service centre related
are not under stores control as it is the brands responsibility, but retailers have
to bear the brute as they are the ultimate point of interaction with the
customer. also , one noteworthy point is that Bangalore store receives a lot of
delivery complaints which needs to be checked.
Which store did the customer call for? * What
query/complaint the customer has related to service?
Column Column Column Column Column
1 Crosstab 3 4 5 6
What query/complaint the customer has valet baggage alteratio

related to service? parking counter ns Total
1001-
malad Count 0 2 0 2
for? 0 100 0 100
% within What query/complaint the
customer has related to service? 0 25 0 20
1002-
vashi Count 0 2 0 2
for? 0 100 0 100
1006-
cybd Count 1 2 1 4
for? 25 50 25 100
1007-
for? 0 100 0 100
Total Count 1 8 1 10
Bar Chart
2.0 What
query/complaint the
customer has
related to service?
valet parking
baggage counter
1.5
alterations
1.0
C
n
u
o
t
0.5
0.0
1001-malad 1002-vashi 1006- 1007-amritsar
cyberabad
Analysis: There are a very few service related issues that crop up .because
most of the issues are solved then in there in the store. Service center
receives mostly calls related to baggage counter if the customers forget some
stuff.
query/complaint does the customer has related to
promotion?
Which
store did
the
Crosst customer Colum Colum
ab call for? Column1 n2 Column3 Column4 n5
What
query/compl
aint does
the
customer offer availabilit
has related not y of
to attractiven reflecti communica merchand
promotion? ess of sale ng tion ise Total
1001-
malad Count 1 1 1 2 5
% within
Which store
did the
customer
call for? 20 20 20 40 100
% within
What
query/compl
aint does
the
customer
has related
to
promotion? 25 100 50 22 31
1002-
vashi Count 2 0 0 1 3
% within
Which store
did the
customer
call for? 67 0 0 33 100
% within 50 0 0 11 19
What
query/compl
aint does
the
customer
has related
to
promotion?
1005-
jaipur Count 0 0 0 3 3
% within
Which store
did the
customer
call for? 0 0 0 100 100
% within
What
query/compl
aint does
the
customer
has related
to
promotion? 0 0 0 33 19
1006-
cybd Count 0 0 0 1 1
% within
Which store
did the
customer
call for? 0 0 0 100 100
% within
What
query/compl
aint does
the
customer
has related
to
1008-
bng Count 1 0 0 2 3
% within
Which store
did the
customer
call for? 33 0 0 67 100
% within 25 0 0 22 19
What
query/compl
aint does
the
customer
has related
to
promotion?
1009-
thane Count 0 0 1 0 1
% within
Which store
did the
customer
call for? 0 0 100 0 100
% within
What
query/compl
aint does
the
customer
has related
to
Total Count 4 1 2 9 16
Bar Chart
3.0 What
query/complaint
does the customer
has related to
2.5 promotion?
attractiveness of
sale
offer not reflecting
2.0
communication
availability of
merchandise
1.5
C
n
u
o
t
1.0
0.5
0.0
1001-malad 1005-jaipur 1008-bangalore
1002-vashi 1006-cyberabad 1009-thane
Analysis: calls related to offers are hardly received as hypercity is not into
much of advertisements. It has recently started advertising, which attracts
very few customer calls.
What query/complaint does the customer has for billing?
Crossta Column Column Column Column
b Which store did the customer call for? 1 2 3 4
accurac
What query/complaint does the customer price exchang y of
has for billing? issue e billing Total
1001-
for? 17 21 63 100
customer has for billing? 57 33 47 44
1002-
vashi Count 1 1 5 7
for? 14 14 71 100
1005-
for? 0 50 50 100
1006-
cybd Count 0 4 3 7
for? 0 57 43 100
1007-
for? 100 0 0 100
1008-
bng Count 0 3 2 5
for? 0 60 40 100
1009-
thane Count 1 1 6 8
for? 13 13 75 100
Count 7 15 32 54
Bar Chart
15 What
query/complaint
does the customer
has for billing?
price issue
12
exchange
accuracy of billing
9
C
n
u
o
t
0
Analysis: Billing and checkout is also a matter of concern for any retailer. As
during weekends, there might be a lot of rush in the store which might lead to
billing errors. Here, we can see that as malad is the most busy store. There
have been 15 customer complaints related to the accuracy of billing.
Which store did the customer call for? * What query/complaint
does the customer have for concessionaire?
Crossta What query/complaint does the Column Column

b customer have for concessionaire? 1 Column2 3
miscellaneo
Which store did the customer call for? service us Total
1001-
malad Count 1 1 2

for? 50 50 100

customer have for concessionaire? 20 50 29
1002-
vashi Count 1 0 1

for? 100 0 100

1006-
cybd Count 1 1 2

for? 50 50 100

1008-
bng Count 2 0 2

for? 100 0 100

Total Count 5 2 7
Bar Chart
2.0 What
query/complaint
does the customer
have for
concessionaire?
service
1.5
miscellaneous
1.0
C
n
u
o
t
0.5
0.0
1001-malad 1002-vashi 1006- 1008-bangalore
cyberabad
Analysis: Hypercity has a lot of concessionaires in the store. These

concessionaires have their own contact numbers, but we have received a few calls
regarding their service and other issues.
query/complaint does the customer has for loyalty
program?
Crossta Column Column
b Which store did the customer call for? Column1 2 3
product
What query/complaint does the customer has helpfulne knowled
for loyalty program? ss ge Total
1002-
vashi Count 0 1 1
% within Which store did the customer call for? 0 100 100

customer has for loyalty program? 0 100 50
1005-
jaipur Count 1 0 1

Total Count 1 1 2
Bar Chart
What
1.0
query/complaint
does the customer
has for loyalty
program?
0.8
helpfulness
product
knowledge
0.6
C
n
u
o
t
0.4
0.2
0.0
1002-vashi 1005-jaipur
Analysis: Any grievances of the customer pertaining store personnel are

resolved in the store itself. Thus the calls received in the customer service
center are miniscule.
Which store did the customer call for? * What query/complaint does
the customer has for loyalty programme?
Crossta What query/complaint does the customer Column Column
b has for loyalty program? 1 Column2 3
member
points informati
Which store did the customer call for? related on Total
1001-
malad Count 5 1 6

1002-
vashi Count 4 0 4
1005-
jaipur Count 3 0 3
1006-
cyberab
ad Count 18 0 18
1008-
bangalor
e Count 3 0 3
1009-
thane Count 1 0 1
Count 34 1 35
Bar Chart
20 What
query/complaint
does the customer
has for loyalty
program?
points related
15
member
information
10
C
n
u
o
t
0
1001-malad 1005-jaipur 1008-bangalore
1002-vashi 1006-cyberabad 1009-thane
Analysis: Hyderabad store receives the maximum number of customers

calling for updating of dcc points. That might be because of the awareness
among the customers that they can get the points updated over the phone
instead of standing in queues in the store.
.
Which store did the customer call for? * storedetails
Colum Colum Colum Colum Colum
n1 storedetails n2 n3 n4 n5
Crossta Which store did the customer store addres lost &
b call for? timing s found Total
1001-
% within Which store did the
customer call for? 74 10 4 88
% within storedetails 32 26 43 101
1002-
1005-
1006-
1007-
amritsa
r Count 18 3 1 22
1008-
bng Count 34 4 1 39
1009-
% of Total 7 2 0 9
Count 183 31 7 221
Column Colum Colum Colum Colum

1 storedetails n5 n6 n7 n8
extend
head ed
Crossta Which store did the customer office warrant
b call for? no y misc. total
1001-
1002-
vashi Count 1 0 0 1
1005-
1006-
cybd Count 2 0 2 4
1007-
1008-
bng Count 1 0 1 2
1009-
thane Count 0 0 2 2
% of Total 0 0 1 1
Count 8 2 12 22
Bar Chart
60 storedetails
store timing
address
lost & found
50
head office
number
extended
warranty
40
miscellaneous
30
C
n
u
o
t
20
10
0
Analysis: 25% of the calls have been registered for queries related to store
details. Here other than malad , Bangalore and Hyderabad also attract a lot of
customer calls to inquire about the store timings, address and other related
issues.
Phase 3
1. To set and streamline the entire systems procedure.
-Make the process user friendly and hassle free , all calls hit in the
customer service centre must give complete service to the customer.
Calls Attended Report
Week Attended
call %ge
week 36.57%
1
week 31.74%
2
week 61.63%
3
week 75.00%
4
week 83.93%
5 Observation: Here the data that has been collected
week 86.34% from 10 may ‘2010 to 15th July ‘2010 has been divided
th
6 into 9 weeks. This shows the percentage of calls that were

week 86.23% attended out of the total no: calls that hit the server.
7
week 88.81% Interpretation: the upward rising curve clearly shows
8
the increase in the attended calls percentage that
week 89.79%
9 occurred due to the streamlining of the whole process
over a period of time. Initially around 30 % calls were only
answered which increased up to 90% in the 9th week.
Calls Abandoned Report
Week Abandoned
calls
percent
week 1 63.43%
week 2 68.26%
Observation: Here the data that has been collected from 10th may ‘2010 to 15th
July ‘2010
week has been divided into 9 weeks. This shows the percentage of calls that
3 38.37%
were abandoned out of the total no: calls that hit the server.
week 4 25.00%
Interpretation: the downward sloping curve clearly shows the decrease in the
week 5 16.07%
abandoned calls percentage that occurred due to the streamlining of the whole
process over a period of time. Initially around 70 % calls were only abandoned
week 6 13.66%
which decreased to 10% in the 9th week.
week 7 13.77%
Call Report
attended abandoned
Week calls calls total
week 1 951 1614 2565
week 2 956 1740 2696
week 3 1730 1115 2845
week 4 2119 731 2850
week 5 1992 390 2382
week 6 1603 246 1849
week 7 1699 271 1970
week 8 1329 173 1502
week 9 1775 200 1975
20634.
Total 14154.00 6480.00 00
Observation: Here the data that has been collected from 10th may ‘2010 to 15th
July ‘2010 has been divided into 9 weeks. This shows the total number of calls that
were attended and abandoned.
Interpretation: Here, total no; of attended calls are 14154 and the no: of
abandoned calls are 6480. The total no: of calls that hit the server during this
period were 20634. Out of the total calls that hit the server 70 % calls were
attended and 30 % calls were abandoned.
DAY 1
Sr Module Time Person
No. responsible
1 Induction to Hypercity (Over view of HyperCITY, mission, 10 - 11
vision, values, management philosophy, organization
structure)
2 Basics of Retailing (Types of retail formats, different 11 – 12
functions in a retail organization)
3 Orientation with Siddhu 12 – 1
LUNCH 1–2
4 Departmental Overview
a Food & non Food 2 – 2:30
b Perishables & Staples 2:30 – 3
c Floor walk – Ground floor 3 – 4:00
TEA 4 – 4:15
d Floor walk – Ground floor 4:15 – 5
5 Debrief 5 – 5:30
DAY 2
1 Review Day 1 10 – 10:30
2 Departmental overview – HAM 10:30 – 12:00
TEA 12:00 – 12:15
3 GM 12:15 – 1
LUNCH 1-2
4 Floor walk – Mezzanine floor 2-4
4 Home delivery (assembly & service center) 4-5
3 Customer service, complaints (CSD & Checkout policies, 11:30 – 1:00
accepted currencies etc)
LUNCH 1-2
4 Floor 2-5
5 Debrief 5 – 5:30
DAY 3
1 Review Day 2 10 – 10:30
Customer service, complaints (CSD & Checkout policies, 10:30 – 11:30
accepted currencies etc)
2 Types of Calls – Enquiries & Complaints – Process notes 11:30 – 1:00
LUNCH 1-2
3 Types of Calls – Enquiries & Complaints – Process notes 2–3
4 Team of 3 at call centre 2-5
5 Team of 4 at CSD 2-5
6 Debrief 5 – 5:30
DAY 4
1 Review Day 3 10 – 11
2 FAQs 11 - 12
7.0 LIMITATIONS AND RECOMMENDATIONS
Drawbacks of home delivery and store -:

1. Limited number of vehicles to meet the requirement
2. Proper co-ordination between store and customer
3. Inappropriate delivery slots
4. Proper raising of STM
Recommendation for Home Delivery and store -:

1. Hire 3rd Party during festival season and week-ends- As the maximum
number of footfalls in mall is in the weekends, and also during festive
season, there are more number of home-delivery cases during these days,
and the number of vehicles in companies possession is not sufficient to cater
to the needs. It should consider hiring 3rd party for delivery during this period.
2. Stop over commitment at store level- The main motive of sales associates is
to make sale and achieve target. Seldom they make over-commitment to
customers and don’t convey the same to the home delivery department. For
eg- a customer has been committed by sale-associate to get delivery next
day by 12pm, but the same hasn’t been conveyed to the home-delivery
department.
3. Bridge communication gap between store and customer- At times certain

products booked by the customer becomes out of stock, and nothing is
intimated to the customer. Its only when the customer calls up, that he
comes to know that product is out of stock.
4. Delivery slots to be reworked- Current Delivery slots are from 11am-4pm and
4pm-9pm. The delivery vehicles leave the store around 11pm, so the time
slot of 11am is quite difficult to abide by. Instead delivery slots should be
reworked into 12pm-3pm, 3pm-6pm, 6pm-9pm.
5. Call flow is tremendous on Mondays and Tuesdays so stores should pick-up

calls during meeting at the earliest
6. Hand pick-up cases should be intimated to call centre to launch demo call-
The cases in which customer hand-picks up the product should be
immediately intimated to the call centre, so as to launch demo and
installation call.
7. STM for OOS products should not be raised on store requirement, but on
customer requirement, as the warehouse gives higher priority to products
raised on customer’s requirements and dispatches it more quickly.
8. At the time of sale, the associate should communicate to the customer that it
takes 48hrs from the brand’s end to visit the customer’s place for demo and
installation.
Drawbacks of IT & Infrastructure
1. Calls Not landing:-Calls get hit on the Interdialog but due to technical error
they could not be received.
2. Calls not diverting: - Initially calls were not diverting from the stores to the
Customer Care Centre.
3. Calls waiting:- As initially Inbound and Outbound stations were same, calls
were being shown as waiting, as outbound calls were being made.
4. Enser’s Server issues:-This is because of the Service provider(Tata Indicom)
5. Call hunting was difficult
Recommendation for IT & Infrastructure-:
 One dedicated system for call monitoring- One system and quality agents
should be allotted to monitor/barge the calls of the agents and provide them
with feedback and suggestions, which in turn will enhance quality of agent.
 Power back-up (Issue resolved)- Constant servicing of the generator should

be ensured.
 Call back the customers whose calls have been abandoned (Issue resolved)-
To find out from system and give call back to the numbers those have been
abandoned.
 Self closure for several stores was difficult (Issue resolved).
Drawbacks of Marketing and Promotion -:

1. Improper communication in adverts.(wrong Customer Service Center no)
2. HyperCITY does not spend much on adverts. Thus there is no hype created.
Recommendation for Marketing and Promotion -:
1. Updates of the upcoming promotions should be informed at least 2 days prior
2. Promotions in the store can be a part of closing script for the agents
4) To fill the gaps and make the centre process dependent and not
people dependent.
Drawbacks of cfs as a system-

1. Customer Details should be editable
2. Issues wrongly escalated to HyperCITY Services Office or any of the stores

should be editable.
3. Session expire time should be reworked.
4. Speed is slow
5. Redundant data should be editable or highlighted by the system.
6. FTR cases should be closed at one time. CFS cases are first opened and then
closed which means each case has to be accessed twice irrespective that the
issue is resolved during the first interaction with the customer.
7. Subject line should give a brief about the case.
8. If the case is an existing case it should directly open the case with the
hyperlink on the case id directing to the case.
9. Case details disappear if you press Search Profile.
10.Work In Progress cases should be separately categorized like open and

closed cases are. (Issue resolved)
11.Contact number should also be a mandatory field.
12.View/Reply case should contain mobile number/telephone number as a

search field.
13.Case details appear multiple times, which should be worked upon.

Customer details appearing on the Right hand side do not appear at times
when we open the case through View/Reply case.
14.All cases related to the same customer should appear on the screen.
Drawbacks of MMS as a system-:
1) Expiry Time- The default time for expiry of the system is usually 30mins,
but at times the system expires in 5-10mins, without any notification. This
compels the agent to go through the entire process of signing-in into the
system, which is quite time consuming.
2) Case Sensitivity- The product description provided in the system is case

sensitive, which acts as an obstacle in giving customers quick resolution. For
example- if agent wants to search for a Reebok Bat, and types ‘reebok” i.e in
small cases, the system doesn’t show any result as in the system its fed as
‘Reebok’ i.e in capital cases.
3) Price Issues- When the agents hunts for the price of a particular product,
the price for particular product shown beside the product description is
different to that from the price shown on the page when we press F7 button,
which shows different prices for different stores.
4) Product Availability- The system still shows the products that are not
stored any more at Hypercity. This creates confusion for the agents, as
inventory level shows ‘0’, which is the same in case of products that are ‘out
of stock’. The system needs to reflect a warning message showing that the
product ‘does not exist.’
5) To profile centre agents behaviour and their performance

record
-Make the agents aware of their day to day performance by monitoring their
calls and giving relevant feedback, giving the agents briefing and boosting
their self confidence by motivating them in order to reduce the attrition rate.
DRAWBACKS FOR AGENTS:

1. Most of staff recruited by Enser Communications Pvt Ltd. for this process are
on an average 10th-12th pass with or without past work ex of call center
2. So understanding the process takes time as the process includes

understanding of the software CFS and MMS.
3. Agents have little or sometimes no knowledge of using Microsoft office.
4. Training for soft skills for taking inbound calls. Since the Hypercity process is
inbound so the agents lack soft skills required for taking inbound calls
5. Even after proper training agents give wrong commitments to the customers
which results in bad quality of service.
Recommendation for Agents-:
1. Store-personnel should come to give training to the agents- A well-informed

and experienced person from the store should be appointed to give training
to agents who join the process.
2. Conduct daily assessment during training program- Daily assessment and

demo cases should be given to the agents during their training program, so
as to enhance their knowledge and their self-confidence while handling live
calls. It would also help to analyze the quality of the agent.
3. Dedicated store personnel to monitor the agents at the store- While the
agents are at store for their training, a store-personnel should monitor the
agents.
4. In every call center the attrition rate is very high as the agents come to work
part time, or are waiting for their commitments that need to be fulfilled.
5. So the employees in the process must be motivated and briefed every day,all
should work as one team and satisfy each and every customer problem that
comes in through calls.
7.0 APPENDIX
Questionnaire
Agent’s Name_____________________-
1. Store
1. Malad 2. Vashi 3. Jaipur 4. Cyberabad 5. Amritsar 6. Bangalore 7.
Thane
2. Nature
1. Complaint 2. Query 3. Request 4. Suggestions
1. Source
1. Telephone 2. E-mail 3. Complaint book
1. Area
1. Merchandise 2. Home Delivery 3. Service related 4. Promotion/catalogue
5. Billing/checkout 6. Concessionaire 7. Store/personnel 8. Loyalty
programme
9. Store details
5. If Merchandise
1. Quality 2. Range 3. Service Issue 4. Finance

schemes
6. If Home Delivery
1. Delivery 2. Assembly 3. Service center related
7. If Service
1. Hygiene 2.Lighting 3. Air-conditioning 4. Valet parking
5. Baggage Counter 6. Alterations
8. If Promotion
1. Attractiveness of sale 2. Offer not reflecting 3. Communication
4. Availability of merchandise 5. Marketing event in store
9. If Billing
1. Price issues 2. Exchange3. Ease of billing 4. Speed of billing
5. Accuracy of Billing 6. Refund
10. If Concessionaire
1. Quality 2.Price 3. Service 4. Ambience 5.

Miscellaneous
11. If Store Personnel
1. Helpfulness 2. Product knowledge 3. Availability of staff 4.

Courteousness of staff
12. If Loyalty
1. Points related 2.Member Information 3. Catalogue
13. If Store details
1. Store timings 2. Address 3. Lost & Found 4. Head Office no
5. Extended Warranty 6. Miscellaneous
14. Priority
1. Normal 2. High 3. Very High
15. Status
1. Closed 2. Open 3. Work –in-progress
16. Impact
1. Satisfied 2. Dissatisfied 3. N/A

HyperCITY Final

Încărcat de

Informații document

Descriere originală:

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

HyperCITY Final

Încărcat de

Drepturi de autor:

Formate disponibile

“Launching and Managing Customer Care Center for HyperCITY ”

Prepared By: Manohar Takhtani

Roll No: PGDM-RMM 046

(NGO/Capstone/Summer)Project Report submitted to the Institute of

Company Guide Faculty Guide:

HyperCITY Retail India Pvt. Ltd

Institute For Technology And Management

This is to certify that Mr./Ms(Name of student) from the Institute Of

(Name of Certifying Manager from the company)

I HEREBY DECLARE THAT THIS PROJECT TITLED

HyperCITY Customer Service Center

The project of this nature is a learning task which gave us exposure to

Although this project report is being brought by the Management Trainees, it

1.0 EXECUTIVE SUMMARY

Customers are the only reason why we are in business, so satisfying

Intention of this “HyperCITY Customer Service Center” is to not only

The project work includes collecting data as management trainees at

We went through different phrases of training which are as follows:

PHASE -1: In this phase an extensive training was given to us about

PHASE-2: The next phase was to resolve customer complaints and

On further analyzing we found the project named “HyperCITY Customer

2.1 Significance of study

2.2 Background of the study

Data comprehension should result into actionable plans to further impact on

2.3 Introduction to HyperCITY

HyperCITY is a part of the K Raheja Corp Group and was incepted in

It’s a Hypermarket format Ranging from 1,00,000 sq.ft. Onwards -

➢ Food & Grocery

Food Home Fashion Sports Applianc

➢ Exclusive imported products from

➢ Meals To Go / Bakery Section

➢ Kwality Walls Ice-cream

➢ Home Theatre Demo area

Features & Facilities

➢ Consumer finance (Bajaj Finance)

➢ Customer Express checkout

➢ Sweets & Farsan counters

➢ Free Gift Wrapping

➢ Discovery Club Membership Program and Parking facility.

Overview of the firm

1. 6 Workstations (4 for Inbound and 2 for Outbound)

1) Tata AIG Life Insurance

2) Castrol India Limited

6) Birla Wealth Management

8) Kotak Life Insurance

3.0 REVIEW OF LITERATURE

1) Successful roll out of customer service operations center for

2) To manage the customer service operations centre for

1) To set and streamline the entire systems procedure.

Next to Inorbit Mall

GR Floor, Inorbit Mall

Ground Floor, Big Thane Shopping Centre

Inorbit Mall, Lower Ground Floor,

Alpha One Mall, Upper basement,

Embassy Paragon, Ground Floor,

Triton – The Mega Mall, Lower Ground

2. Data Collection and Data Analysis

10 Pre – requisites for the call centre

1) To manage the customer service operations centre for

10 Hence a grid-sheet was suggested so as to maintain call handling

Name of the Q.A : Sudhir Nair

Catogorization based on Productivity & Quality Score