Background of the research
The primary of the business organizations is to ensure customer satisfaction thereby, building long-term positive and healthy relationship with the customers. This provides an opportunity for the business organizations to ensure that the customers will come back to them in future for purchasing similar type of products. Customer satisfaction is highly influenced by the service provided by the company after the purchase (Toufaily, Ricard and Perrien 2013). It is evident that lack of effective after service can make the customers highly dissatisfied thereby, creating issues in customer retention and customer loyalty. Therefore, the business organizations develop integrated and comprehensive plans to ensure effective after sales service for the customers thereby, ensuring customer satisfaction.
1.1 Background of the research
Extensive research has been conducted on the significance of effective after sales service and customer loyalty. The impact of after sales service has been conducted for various business organizations has been conducted but less research has been done for Dell Inc. Thus, the impact of after sales service on customer loyalty for Dell Inc. is briefly studied.
1.2 Background of company
Dell Inc. is a multinational company that was established 34 years ago in 1984. It is one of the largest technological companies in the world with 138,000 employees worldwide. The company manufactured, sold, repaired and supported desktop or personal computers. Additionally, the company also provides servers, data storage devices, network switches, camera and printers. Dell Inc. is well known for its innovations in terms of supply chain management and e-commerce. The company has a market share of 15.9% thereby, making it the third largest PC manufacturer in the world after Lenovo and HP Inc. Thus, in order to sustain in the competitive market, it is essential for Dell Inc. to maintain their customer base by ensuring customer satisfaction (US, 2018).
1.3 Significance of the research
The research is significant as this helps in understanding the concept of after sales service in achieving customer satisfaction and loyalty. The research sheds light on the strategies that can be undertaken by the business organizations to understand the problems encountered by the customers in terms of after sale service. Additionally, the research also helps in understanding the various factors that helps in providing effective after sales in order to mitigate the issues faced by the customers and mitigating them effectively (Zhang, Van Doom and Leeflang 2014).
1.4 Problem statement
It has been seen that the customers purchasing products from Dell Inc. encounters issues and troubles. This is because distinctive perspectives exeunt in terms of achieving customer loyalty within the company. Additionally, the customers have complained regarding the ineffective after sales service provided by Dell Inc. The company refuses to entertain the issues faced by the customers after purchasing the products (Kumar and Srivastava 2013). The company lacks prompt response to the complaint of the customers thereby, creating a huge communication gap for between the customers and the company. Thus, Dell Inc. is lacking effective after sales customer service that is hampering customer loyalty, as the customers are not satisfied with the service provided by the company (Ramaseshan,, Rabbanee and Tan Hsin Hui 2013).
Background of company
1.5 Rationale of the research
What is the issue?
The issue lies in providing effective after sale service to the customers. The business organizations use different methods and techniques in order to develop a deeper understanding about the problems of the target market customers. Effective after sales service allows the business organizations to maintain a balance between the prompt service and the poor performance of the company (Abd-El-Salam, Shawky and El-Nahas 2013).
Why is it an issue?
It is an issue because the problems encountered by the customers after purchasing the products are not attended effectively by the respective business organizations. As mentioned by Bowen and Chen McCain (2015), the existing gap between the expectations of the customers and the service received by them is the major issue.
Why is it an issue now?
It is an issue now, as Dell Inc. is facing a number of problems while dealing with the target customers. This is because the product and the quality of the product fail to match or surpass the expectation of the standard of the customers. Lack of immediate service after purchase is creating problem in terms of customer retention and customer loyalty for Dell Inc (Orel and Kara 2014).
What this research sheds light on?
This research sheds light on the potential challenges and problems encountered by Dell Inc. in terms of customer loyalty due to their ineffective after sales service (Malik et al. 2013).
1.6 Research aim
The aim of the research is to identify and analyze the best possible methods of resolving problem that is related to the after sales service in Dell Inc and to understand customer loyalty that helps in customer satisfaction.
1.7 Research objectives
The research objectives include:
- To understand the concept of after sales service
- To investigate the effectiveness of after sales service and its impact on customer loyalty
- To evaluate critically the problems encountered while assessing after sales service and understand customer loyalty for Dell Inc.
- To provide suitable recommendations for improving after sales service and maximizing customer loyalty for Dell Inc
- 1.8 Research questions
The research questions include:
- What do you mean by after sales service?
- What is the effect of after sales service and its impact in customer loyalty?
- What are the potential issues encountered while assessing after sales service and understand customer loyalty for Dell Inc.?
- What are the suitable recommendations for improving after sales service and maximizing customer loyalty for Dell Inc.?
- 1.9 Structure of the dissertation
The structure of the dissertation comprises of namely five chapters namely introduction, literature review, research methodology, data findings and analysis, conclusion and recommendation.
Chapter 1: Introduction
This chapter lays the overall foundation of the dissertation by highlighting the background, significance and problem of the research. Additionally, this chapter formulates the research aim and objectives based on which the entire work is commenced and conducted.
Chapter 2: Literature review
This chapter identifies the independent and dependent variables of the research and helps in understanding the concept, the factors and the impact on one another. This chapter also includes relevant theories and models for developing deeper understanding.
Significance of the research
Chapter 3: Research methodology
This chapter consists of the various types of research methodological tools along with stating the particular type of research methodology used by the researcher for conducting the research along with suitable justification.
Chapter 4: Data findings and analysis
In this chapter, the researcher collects and analyses the data by implementing suitable data collection technique in order to fulfill the research aim and objectives.
Chapter 5: Conclusion and Recommendation
In this chapter, the researcher deduces a conclusion by summoning the entire research work and provides suitable recommendations for improving the identified issue.
1.10 Summary
In this chapter, it can be summarized that after sales service is one of the most significant factor for achieving customer loyalty. Each business organization needs to have an effective after sales service in order to achieve customer loyalty. After sales service helps in ensuring customer satisfaction thereby, ensuring customer loyalty. Effective after sales service makes the customers feel valued and important for the company that influences their purchasing decision from the same company repeatedly. According to the significance of the research, it can be said that effective after sales helps in solving problems encountered by the customers after their purchase. In this way, the company builds healthy and positive relationship with the customers thereby, ensuring customer loyalty.
Chapter 2: Literature Review
2.0 Overview
This chapter of the dissertation identifies the independent and dependent variables along with the support of various theories and models. Various debates exists shedding light on the fact that after sales service does improve customer loyalty. However, some areas of customer loyalty and after sales service still needs further investigation. In this chapter, the researcher investigates the areas of customer loyalty and after sales service for developing further knowledge. The researcher has been successful in identifying the potential gap that exist in the research and aim towards conducting further research for gathering in-depth analysis. The researcher has used model and theory of customer loyalty in order to support the findings and understandings.
2.1 Conceptual framework
Concept of after sales service
After sales service is one of the significant services that business organizations need to provide to their customers post customer purchase. The business organizations need to consider effective after sales service while developing business strategies for retaining customers. As commented by Kurata and Nam (2013), the after sales service includes all the information and help provided by the business organizations to the customers after they have purchased products from the respective company. Thus, it is evident that after sales service plays a significant role in customer retention and customer satisfaction thereby, ensuring customer loyalty. Effective after sales service helps in brand value maximization by generating loyal customers. However, as argued by Dombrowski and Engel (2014), effective after sale service does not always ensure customer loyalty, as different factors in terms of of the products helps in influencing the customers. Thus, the employees of the business organization need to fulfill the three broad organizational aspects in order to provide excellent after sales service.
Problem statement
People: As commented by Porter and Heppelmann (2015), the customers’ and their needs have to be the topmost priority of the business organizations. Thus, it is essential for the business organizations to consider the needs, demands and perceptions of the customers while developing and launching products. This suggests that the business organizations need to deliver services in order to ensure that the quality of the product is maintained long with fulfilling the timely needs of the customers.
Process: However, as criticized by Bakshi, Kim and Savva (2015), the process followed by the business organizations aim towards providing products to the customers in minimal price along with maintaining their profit margin and at convenient time. Thus, the business organizations need to consider their pricing strategy wisely if they aim towards retaining the customers. Ability to fulfill this aspect provides an opportunity for the business organization to promote self-service thereby, planning business strategies with minimal costs.
Culture and strategy: As mentioned by Gebauer, Paiola and Saccani (2013), the business organizations need to ensure proper commitment to the target customers, as this allows to develop business effectively. The commitment of the company to provide quality products to the customers helps in retaining customers by ensuring customer satisfaction.
2.3 Objectives of after sales service
The principle aim of the after sales service is to ensure customer satisfaction by achieving the trust, credibility and security conveyed by the business organizations. As commented by Ulaga and Loveland (2014), the business organizations are able to establish strong and positive relationship with the target customers that eventually contribute to sustainable results and increased performance. The potential objectives of after sales service include customer satisfaction, competitive advantage, customer retention, customer loyalty and long-term customer relationship. In addition to, other objectives of after sales services also includes profit maximization, branding, differentiation and the success and development of the new product (Kowalkowski, Witell and Gustafsson 2013).
However, as argued by Murali, Pugazhendhi and Muralidharan (2016), the business organizations need to have an effective after sales service protocol in order to streamline the management and meet the expectations of the customers. Having an effective after sales service provides an opportunity for the business organizations to communicate with the customers at regular interval. As a result, the business organizations are able to keep them updated with the present condition of the customers after purchasing the product as well as inform them about latest developments of the products. However, most of the business organizations are not aware of the significant impact of the after sales service of the towards customer loyalty. Failure of achieve after sales service effectively leads to disastrous consequences thereby, threatening the relationship between the business organizations and the employees. Hence, it is important for the business organizations to have objectives for fulfilling after sales service along with having an effective after sales service thereby, ensuring customer loyalty.
Rationale of the research
2.4 Key elements of after sales service
In order to ensure customer loyalty, the business organizations need to satisfy the customers. As commented by Rapaccini et al. (2013), effective after sales service helps in achieving customer satisfaction thereby, ensuring customer loyalty. The key factors that are interrelated in ensuring effective customer service include understanding, respect, and serving, responding and listening.
Understanding: As commented by Cooper (2013), it is essential for the business organizations to develop a deeper understanding of the needs and demands of the customers thereby, anticipating them. It can be said that the the customers purchase the solution to their problems rather than purchasing products or services. Thus, the business organizations need to communicate effectively with the target customers in order to exchange the ideas and be aware of the specific needs and demands of the customers.
Respect: however, as argued by Freibe, Von Flotow and Taube (2013), respect is crucial for achieving after sales service, as this provides an opportunity for the business organizations to ensure customer loyalty. Thus, it is essential for the business organizations to respect their customers, as the customers are the ones who help the company to generate profit and pay wages to the employees working for the company. For instance, the business organization needs to patiently answer the queries of the customers and solve them.
Serving: As mentioned by Barrett et al. (2015), serving is defined as the ability of the business organizations to satisfy the needs and demands of the target customers. In spite of having updated business techniques and good system, the business organizations need to develop better understanding of the customers. Thus, the employees need to explain and communicate with the customers patiently and aim towards fulfilling the needs of the customers beyond expectation. In order to do so, the business organizations need to be thankful to the customers for their valuable time and consider the competitors as well.
Responding: In order to meet the present demand of the customers, the business organizations need to respond well to the customers without compromising with the features and products of the customers. The business organizations need to inform or respond to the customers promptly that they will return with better options and answers for the customers (Wamba et al. 2015).
Listening: Keeping the eyes and ears of the company open is one of the best techniques of being aware of the concern of the customers. This provides an opportunity for the business organizations to concentrate on the queries of the customers and provide them with suitable suggestions of solving the issues (Mahapatra et al. 2013).
Research aim
2.5 Techniques of after sales service
Business development is highly facilitated by the concept of after sales service and requirement of after sales service. In today’s world, the business organizations are are gaining the attention of the customers by providing technology-based services. As commented by Jarillo (2013), it is important for the employees or working professionals of the business organizations to be aware communicate effectively and continuously with the customers. Thus, the sales professionals need to stay in touch with the customers to whom the company has sold the particular product or service. For instance, the employees of the business organizations need to provide support to the customers in terms of installation, maintenance and operation after purchasing the particular product. The business organizations selling computer products deal with different issues such as installation and configuration of the computer system. Thus, it is the core responsibility of the employees to help the employees with installation, operations and maintenance.
The business organizations are able to establish healthy and positive relationship with the target customers, if they ensure adequate and appropriate help to the customer in a timely manner (Parida et al. 2014). For instance, the business organizations can provide warranty options on the purchased products to the customers. This provides an opportunity for the business organizations to highlight that the company will exchange or fix the product, if the product is damaged after purchase. In addition to, the business organizations can also develop websites where the customers are able to raise their concerns regarding the product after purchase. Moreover, the business organizations can also ask the customers to fill and sign the Annual Maintenance Form that helps in building trust by the customers and enjoy the services provided by the company after purchasing the product.
2.6 Concept of customer loyalty
The concept of customer loyalty highlights the tendency of the target customers to use a particular product or purchase from a particular shop in spite of using the other alternatives available in the market. As commented by Hill and Alexander (2017), customer loyalty is defined as the consistent tendency exhibited by the customers over an extended period for purchasing a particular product. However, as argued by Martinez and Del Bosque (2013), customer loyalty highlights the fact that makes the customers loyal to a specific service or product. Thus, customer loyalty is the result of the business organization for establishing benefit for the target customers. As a result, the customers tend to increase their rate of purchase from the particular shop thereby, ensuring profit maximization. Customer loyalty is defined as the willingness and eagerness of the customers to patronize for a particular business organization over a long term thereby, using products and service repeatedly. It has also been seen that customer loyalty influences the customer to recommend the company, it products and services to friends and relatives.
Research objectives
As commented by Toufaily, Ricard and Perrien (2013), customer satisfaction has measurable impact on customer loyalty, that is customer satisfaction is directly proportional to customer loyalty. It can be seen that customer loyalty increases drastically if the customer satisfaction ends at the higher note. The relationship between customer loyalty and customer satisfaction can be divided in four groups. The four groups include:
- Loyalist (high satisfaction, high loyalty)
- Defector (low satisfaction, low loyalty)
- Mercenary (high satisfaction, low loyalty)
- Hostage (low satisfaction, high loyalty)
- 2.7 Factors affecting customer loyalty
It is essential for the business organizations to achieve customer loyalty in order to expand the customer base and maintain the existing customer base. As commented by Amin, Isa and Fontaine (2013), the brand image of the business organizations helps in achieving customer loyalty. It has been seen that the customers tend to buy products and services from well-known brands regardless of the price and the features available in the product. This is because of the well-established image of the brand that helps in attracting the customers. It has been seen that the target customers does not get influenced if better and updated version of the product is available in the market in comparatively lower price.
However, as argued by Kandampully, Zhang and Bilgihan (2015), after sales service is most important factor that determines customer loyalty. After sales services provides an opportunity for the business organizations to ensure that customers are enjoying a satisfactory service after purchasing the product from their company. Maintaining an effective communication with the customers and promptly solving it helps in gaining customer loyalty. The business organizations need to have an effective after sales service protocol in order to streamline the management and meet the expectations of the customers.
Having an effective after sales service provides an opportunity for the business organizations to communicate with the customers at regular interval. As a result, the business organizations are able to keep them updated with the present condition of the customers after purchasing the product as well as inform them about latest developments of the products (Kumar and Srivastava 2013).
2.8 Model of customer loyalty
SERVQUAL model helps in determining the quality of service provided by the business organization. According to Ali and Raza (2017), the concept of SERVQUAL model highlights the responsibility of the employees to build reliable customers. Thus, the core responsibility of the employees working in the business organization needs to aim towards establishing trust and empathy within the customers. As a result, the employees of the business organizations need to provide authentic and genuine information to the customers. This helps in reducing the gap between the actual value and perceived value of the company.
Chapter 1: Introduction
However, as argued by Enayati et al. (2013), business organizations might also encounter negative word of mouth thereby, limiting the sales and of the products and services of the particular business organization.
The features of the SERVQUAL model include:
- Tangibles: The physical nature of the services provided by the management of the company highlights the tangibles. Thus, tangibles are important features for creating good brand image among the customers.
- Reliability: It is important for the business organizations to help in developing faith for the brand by the customers.
- Responsiveness: The employees of the business organizations need to communicate effectively and promptly with the customers in the simplest manner. This provides an opportunity for the business organization to be aware of the current needs and demands of the customers and fulfill them accordingly.
- Assurance: The concepts of security, credibility, courtesy and competency define assurance.
- Empathy: The care and support provided by the employees to the target customers highlights the concept of empathy in order to ensure happy and satisfied customers.
Gap theory
An existing gap between the received value and perceived value always exists while providing service to the customers. As commented by Piegat and Tomaszewska (2013), the communication gap between the customers and the employees of the business organization has been increasing over the years. However, as argued by Leach and Mearns (2013), the technological based services provided by the business organization has helped in mitigating the communication gap between the employees and the customers. The increase in the communication gap between the employees and the customers results in failure in creating customer loyalty. This is because the business organizations are unable to consider their target employees and issues and challenges faced by them after purchasing the product. In addition to, elderly customers are unable to use latest technologies that are used by the business organizations to ensure effective communication. As a result, the business organizations are failing to provide adequate assurance about the products to the target customers.
The potential gaps identified include:
- Gap 1: This is the gap that exists between the expectations of the customers and the perceptions of the management. This occurs when the management of the business organizations lacks adequate and appropriate knowledge about the likes and dislikes of the target customers.
- Gap 2: Failure of the business organization to identify the wants of the target customers.
- Gap 3: This gap arises due to lack of adequate training provided to the employees by the business organizations along with the unwillingness and incapability on the part of the management to improve.
- Gap 4: This gap arises when the employees of the business organizations fail to fulfill the expectation of the customer during the time of delivery.
- Gap 5: This gap arises when the customers fail to understand the quality of service provided by the business organization thereby, misinterpreting the service quality.
- 2.10 Factors influencing decision-making in terms of sales service
The business organizations need to ensure that they provide better product with higher value to the target customers, as the customers are paying sufficient price for purchasing the product. As commented by Vahlne and Johanson (2017), satisfying the customers completely during the time of sales is the main motive of the business organizations.
Thus, aiming towards fulfilling the needs and demands of the customers at the first go provides an opportunity for the business organization to restrict the customers to switch from one company to another. However, as argued by Legare et al. (2013), credibility is a significant factor that influences decision-making in terms of after sales service.
Thus, it is important for the business organization to keep minute information of the customers ready and available to them in order to satisfy their needs and demands promptly. For instance, it has been seen that the customers have to wait in the queue for exchanging items that eventually results in customer dissatisfaction. Thus, it is essential for the management of the business organization to look into such matters closely thereby, preventing customer dissatisfaction.
2.11 Customer relationship management
The customer relationship management highlights the existing relationship between the employees and customers of the business organization. As commented by Khodakarami and Chan (2014), customer relationship management is the tool that helps in establishing a strong relationship between the customers and the employees. Effective and successful customer relationship management facilitates the repeat purchase decisions of the customers from the same business organizations. As mentioned by Ramchandni and Ghias (2013), effective customer relationship management influences repeat purchase thereby, increasing the financial position and profitability of the business organization.
Chapter 2: Literature review
It can be said that new customers incur additional expenses to the business organization. As a result, the business organization needs to put an extra effort to maintain positive and healthy relationship with the existing customers. Thus, the business organizations need to consider both internal and external factors for maintaining the relationship with the customers. The main principle of the customer relationship management is to maintain positive relationship with the customers thereby, increasing the profit of the business organization. Additionally, positive customer relationship management provides an opportunity for the business organizations to gain competitive advantage and sustain in the competitive market of the business sector (Choudhury and Harrigan 2014)
2.12 Effect of after sales service on customer loyalty
The customers tend to purchase products and services from business organizations that provide them maximum services, both before and after purchase. As commented by Choi and La (2013), effective and efficient after sales service provides an opportunity for the business organizations to retain customers. Thus, better after sales service helps in ensuring customer loyalty, as the customers feel valued and important for the business organizations. However, as argued by Kumar et al. (2016), effective after sales service helps in attracting the customers, as the requirement and queries after purchase are fulfilled by the business organizations promptly. Thus, maintaining the business properly provides an opportunity for the business organization to make the target customers feel good about the purchased product. In addition to, effective after sales service helps in ensuring security for the target customers. The sense of security after purchasing products from the specific business organizations facilitates repeat purchases by the customers.
As commented by McColl and Truong (2013), the mindset of the customers is significant in creating customer loyalty thereby, allowing overall improvement of the business terms and conditions. This provides an opportunity for the business organizations to ensure profitability in the business. However, as criticized by Rapp et al. (2013), customers tend to go purchase from those business organizations who offer free services. The free services include free installation, free repairing and free personal services after purchasing from the particular company. As a result, the business organizations need to maintain regular follow up with the customers and their queries and feedbacks and aim towards fulfilling them promptly.
2.13 Challenges faced in providing effective after sales service
The business organizations encounter various challenges in providing after sales services that hamper the customer loyalty to a certain extent. As commented by Johnston and Marshall (2016), availability is one of the major challenges that is encountered while providing after sales service. Depending on the industry and market sector, not all the communication channels might available during the needs of the customers. It is evident that the business organizations are unable to make self-service portals, toll-free numbers, emails and chats available to the target customers. This is because the business organizations are unable to cope up with the increased demand of the market or sector. As a result, the business organizations face challenges in providing effective after sales service, as communication is hampered due to unavailability of adequate customer service.
Chapter 3: Research methodology
However, as argued by Patel et al. (2013), processes are the major challenge in providing effective after sales service. Some of the service centers are process driven due to which the customer service experts are divided according to their specialization and communicate effectively. Thus, it can be said that the business organizations fail to divide their customer service experts effectively that hampers the communication process. As a result, the complaints and queries of the customers are not attended by appropriate customer care individual. Hence, the issues faced by the customers after purchase remains unresolved. In addition to, lack of promptness within the employees of the business organizations is also considered as a major challenge that hampers the after sales service for the for the target customers.
2.14 Summary
Thus, in this chapter it can be concluded that the business organizations need to provide effective after sales service in order to ensure customer loyalty. The business organizations have to take care of the customers after they purchase from them. This makes the customers feel valued and important for the business organizations and develop customer satisfaction. Satisfied customers tend to return to the same business organization for purchase in spite of available alternatives in the market. It is essential for the business organizations to provide efficient customer service after making purchase. The business organization needs to take prompt actions for attaining the customer complaints and requirements in order to ensure effective after service sales.
Chapter 3: Research Methodology 3.0 Overview
This chapter sheds light on the different methodological tools that are used while carrying out a research and completing it successfully. It is important for the researcher to select the most appropriate method in order to complete the research successfully and achieve the research aim and objective. Based on the research aim and objectives, the researcher selects the most appropriate type of research method and uses it for completing the research successfully.
In this chapter, the researcher explains the different types of methodological tools as well as explains for selecting the particular type of research method. In addition to, the researcher also states the ethical considerations that are significant while carrying out the researcher along with the research limitations that researcher faced while collecting the data.
3.1 Research outline
In order to complete the research successfully, the researcher has implemented positivism philosophy, deductive approach and descriptive research design. The researcher has applied positivism philosophy as this enabled the researcher to use scientific approach thereby, ensuring data accuracy that can be supported with adequate justification. Data accuracy helps in enriching the quality of the research work. In addition to, the use of deductive approach allowed the researcher support the observations with existing information and kinds of literature thereby, making the findings authentic. Moreover, descriptive design enabled the researcher to explain the presence of the particular phenomenon in the research. In accordance with the research aim and objectives, the researcher has used both primary and secondary data collection technique. The researcher while carrying out the literature review whereas primary data collection technique has been used for gathering data for the survey has used secondary resources. The researcher used random probability sampling technique and selected 100 customers of Dell Inc. for collecting data. The collected data has been analyzed using SPSS technique in order to verify and validate the data findings.
Chapter 4: Data analysis and presentation
3.2 Research philosophy
The research philosophy highlights fundamental nature of the knowledge and reality while carrying out the research. Pragmatism, interpretivism and positivism are the most applied research philosophies. Both positivism and interpretivism philosophy has combined to form pragmatism philosophy. As a result, the researcher is able to use both scientific approaches and consider the perspectives of different individuals while carrying out the research. However, the use of pragmatism philosophy is limited, as this makes the work complex. In the case of positivism philosophy, the researcher is able to implement scientific approach while carrying out the research. This provides an opportunity for the researcher to verify and validate the data thereby, ensuring data accuracy (Neuman 2014). On the other hand, the concept of interpretivism philosophy highlights the option for the researcher to take into account the viewpoints and perspectives of different individuals in similar topic and support won arguments and facts (Taylor, Bogdan and DeVault 2015).
3.2.1 Explaining the use of positivism philosophy
The researcher has used positivism philosophy in the case of this research work. This is because the application of positivism philosophy allowed the researcher to determine the impact of after sales service in improving customer loyalty by scientific approach thereby, ensuring data validity and accuracy. The use of scientific approach also provided an opportunity for the researcher to limit errors in data and present authentic data in the research work.
3.3 Research approach
Both inductive and deductive research approaches are important while carrying out a research successfully. As commented by Mackey and Gass (2013), in the case of the inductive approach, the researcher has to develop new theories and concepts based on the observations made while carrying out the research. The application of this approach is difficult, as developing new theories based on each observation is time consuming and error prone. This is because incorrect observation may lead to the development of incorrect theories and concepts due to which the research aim and objectives are not fulfilled. On the other hand, in the case of the deductive approach, the researcher relates the existing theories and concepts with the observations made while carrying out the research. As a result, the researcher is able to transform general information to specific information by relating the observations with already existing data and information (Lewis 2015).
3.3.1 Explaining the use of the deductive approach
The researcher has used deductive approach while carrying out this research. This is because the use of deductive approach allowed the researcher to relate the observations of after sales and customer loyalty with already existing data, information and theories of after sales service and customer loyalty. In addition to, the use of deductive approach also allowed the researcher to transform general data to specific data in terms of customer loyalty and after sales service thereby, enriching the quality of the work.
Chapter 5: Discussion, conclusions, and recommendations
3.4 Research design
Descriptive, explanatory and exploratory are the most widely applied research designs used by the researcher while carrying out the research. Both explanatory and exploratory research designs combine to form descriptive research design. As a result, descriptive research design has the properties of both explanatory and exploratory research design. Thus, the use of descriptive research design allows the researcher to describe the characteristics of each phenomenon present in the research along with testing the formulated hypothesis. As commented by Silverman (2016), the concept of exploratory research design provides an opportunity for the researcher to test the composed hypothesis, research aim and objectives. However, on the other hand, the explanatory research design allows the researcher to explain the occurrence of the particular phenomenon in the research thereby, justifying their presence in the research work (Vaioleti 2016).
3.4.1 Explaining the use of descriptive research design
The researcher has used descriptive research design for carrying out the research. This is because of dual characteristics of the descriptive research design, the researcher is able to test the constructed research hypothesis and explain the phenomenon mentioned in the research work. The use of descriptive research design allowed the researcher to determine whether after sales service improves customer loyalty or not along with the describing and justifying the presence of the rest of phenomenon in the research work.
3.5 Research strategy
The survey, interview, action research and case study are the most applied research strategies by the researchers. The concept of case study research strategy provides an opportunity for the researcher to refer to relevant data and information in terms of the research topic (Flick 2015). This allows the researcher to fulfill the research aim and objectives thereby, successful completion of the research. In the case of action research, the researcher is able to find the issues with respect to the research topic. As a result, the application of action research strategy emphasizes on finding the issues and providing solutions for the issues. The interview and survey research strategy helps in collecting raw data from a particular population. The researcher selects the population based on the suitability in terms of the research aim and objectives (Panneerselvam 2014).
3.5.1 Explaining the use of survey research strategy
The researcher has used survey research strategy for carrying out this research. The is because the application of survey research strategy has allowed the researcher collect raw data from the customers of Dell Inc. and determine the impact of after sales service in improving customer loyalty. In addition to, the use of survey research strategy also provided an opportunity for the researcher to collect recent and updated data from the large population of the customers of Dell Inc.
Grade descriptors
3.6 Sampling technique and sampling size
Out of the different sampling techniques, random probability and non-probability sampling techniques are applied mostly while carrying out the research. As commented by Neuman and Robson (2014), the concept of random probability sampling technique allows the researcher to provide equal opportunities for all the respondents with a particular population to be a part of the data collection technique. On the other hand, in the case of non-probability sampling technique, the researcher does not provide equal opportunities for the respondents to be a part of the data collection technique. In the case of non-probability sampling technique, the researcher selects the respondents by judging their suitability in accordance with the research aim and objectives.
3.6.1 Explaining the use of random probability sampling technique
The researcher has used random probability sampling technique for collecting data for this research. This is because the use of random probability sampling technique allowed the researcher to provide equal chances for 100 customers of Dell Inc. to be a part of the data collection technique and determine how after sales service helps in improving customer loyalty.
3.7 Data collection technique
Both primary and secondary data collection technique is applied by the researcher for collecting data and complete the research successfully. As commented by Gast and Ledford (2014), secondary data collection technique highlights the use of secondary resources such as books, journals, articles and various internet facilities for collecting relevant data n respect to the research topic. On the other hand, primary data collection technique highlights the use of live participants for gathering recent and updated data with respect to the research topic. Primary data collection technique is divided into qualitative and quantitative data collection technique (Choy 2014)
3.7.1 Explaining the use of primary quantitative data collection technique
The researcher has used primary quantitative data collection technique for this research. This is because the use of primary quantitative data collection technique allowed the researcher to collect data from the customers of Dell Inc. and gather latest and updated data thereby, determining the impact of after sales service in improving customer loyalty.
3.8 Data analysis technique
The different of data analysis includes presenting the data by using tables, graphs, charts and bars. The data needs to be analyzed by using appropriate data analysis technique in order to interpret the findings accurately. On the other hand, the researcher for analyzing the collected data can also use statistical data analysis technique (Humphries 2017).
3.8.1 Explaining the use of SPSS
The researcher has used statistical data analysis technique, that is, SPSS for analyzing the collected data by surveying 100 customers of Dell Inc. The researcher has used chi-square test and cross-tabulation for analyzing the results of the survey.
3.9 Ethical considerations
It is important for the researcher to abide by the ethical considerations while carrying out the research work. While carrying out the research following the research ethics allows data authenticity and validity. Based on the research aim, objectives and type of data collection, ensuring data confidentiality is one of the most important research ethics. The researcher needs to ensure that the data provided by the respondents as well as their identity needs to be kept confidential and should not be disclosed without their consent. This allows for ensuring data secrecy, protection and accuracy (Roberts 2013).
In accordance with the ethical considerations, the researcher needs to collect data relevant data and information from authentic resources. This ensures enhancing the quality of data and work. Moreover, the researcher needs to ensure that the data collected is used only for academic purposes and not commercial purposes. In addition to, the researcher needs to ensure that the data presented in the work is not manipulated. It is one of the core responsibilities of the researcher to present the data in the original form and restrict data manipulation (Reynolds et al. 2014).
3.10 Research limitations
While carrying out the research and collecting the data, the researcher encountered few limitations that hampered the quality of the work. One of the limitations encountered by the researcher includes lack of adequate data from the secondary resources. As the aim of the research was to determine the impact of after sales service in improving customer loyalty, the official website of Dell Inc. failed to provide relevant and adequate data.
In addition to, lack of extensive research has been noticed in terms of the research topic that has restricted the researcher to find the relation between after sales service and improved customer loyalty for the business organizations. In addition to, the use of close-ended survey question restricted the researcher from sharing their viewpoints and perspectives openly, as they had to answer from the options provided by the researcher in the survey form. Due to this, the customers have answered similarly to their though but not the exact answer.
3.11 Summary
In this chapter, it can be concluded that the use of the particular research methodologies has been justified by the researcher. This is because the use of the aforementioned research tools has helped the researcher to achieve the research aim and objectives thereby, determining whether after sales services helps in improving customer loyalty. The use of the specific methodological tools has helped the researcher to ensure data validity and accuracy thereby, maintaining the quality of the research work. In addition to, abiding by the ethical considerations of the research has helped the researcher to carry out the work successfully and achieve the research aim and objectives.
Chapter 4: Data Analysis
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
39 |
39.0 |
39.0 |
39.0 |
|
Female |
61 |
61.0 |
61.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
How far do you agree that customer care service of Dell is efficient in resolving your problems? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Strongly agree |
25 |
25.0 |
25.0 |
25.0 |
|
Agree |
25 |
25.0 |
25.0 |
50.0 |
|
|
Neutral |
28 |
28.0 |
28.0 |
78.0 |
|
|
Disagree |
12 |
12.0 |
12.0 |
90.0 |
|
|
Strongly disagree |
10 |
10.0 |
10.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What is your gender specification? * How far do you agree that customer care service of Dell is efficient in resolving your problems? Cross tabulation |
||||||||
|
How far do you agree that customer care service of Dell is efficient in resolving your problems? |
Total |
|||||||
|
Strongly agree |
Agree |
Neutral |
Disagree |
Strongly disagree |
||||
|
What is your gender specification? |
Male |
Count |
13 |
7 |
11 |
7 |
1 |
39 |
|
% within What is your gender specification? |
33.3% |
17.9% |
28.2% |
17.9% |
2.6% |
100.0% |
||
|
% within How far do you agree that customer care service of Dell is efficient in resolving your problems? |
52.0% |
28.0% |
39.3% |
58.3% |
10.0% |
39.0% |
||
|
% of Total |
13.0% |
7.0% |
11.0% |
7.0% |
1.0% |
39.0% |
||
|
Female |
Count |
12 |
18 |
17 |
5 |
9 |
61 |
|
|
% within What is your gender specification? |
19.7% |
29.5% |
27.9% |
8.2% |
14.8% |
100.0% |
||
|
% within How far do you agree that customer care service of Dell is efficient in resolving your problems? |
48.0% |
72.0% |
60.7% |
41.7% |
90.0% |
61.0% |
||
|
% of Total |
12.0% |
18.0% |
17.0% |
5.0% |
9.0% |
61.0% |
||
|
Total |
Count |
25 |
25 |
28 |
12 |
10 |
100 |
|
|
% within What is your gender specification? |
25.0% |
25.0% |
28.0% |
12.0% |
10.0% |
100.0% |
||
|
% within How far do you agree that customer care service of Dell is efficient in resolving your problems? |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
||
|
% of Total |
25.0% |
25.0% |
28.0% |
12.0% |
10.0% |
100.0% |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
8.469a |
4 |
.076 |
|
Likelihood Ratio |
9.162 |
4 |
.057 |
|
Linear-by-Linear Association |
1.372 |
1 |
.241 |
|
N of Valid Cases |
100 |
||
|
a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is 3.90. |
The Chi Square test by Pearson helps in establishing the dependent and the independent variables in a statistical manner. It can be seen that the result of the test has come to be .076 where as the minimum value that was expected for the test had to be 3.90. This shows that there is no statistical association between the variables. Therefore, it can be stated that both the genders are neutral towards responding to whether the customers care service that is provided by the organization helps in resolving the issues that are faced by the customers.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
39 |
39.0 |
39.0 |
39.0 |
|
Female |
61 |
61.0 |
61.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
How far do you think that the Dell’s post sale service is up to the mark? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Strongly agree |
27 |
27.0 |
27.0 |
27.0 |
|
Agree |
31 |
31.0 |
31.0 |
58.0 |
|
|
Neutral |
21 |
21.0 |
21.0 |
79.0 |
|
|
Disagree |
15 |
15.0 |
15.0 |
94.0 |
|
|
Strongly disagree |
6 |
6.0 |
6.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What is your gender specification? * How far do you think that the Dell’s post sale service is up to the mark? Cross tabulation |
||||||||
|
How far do you think that the Dell’s post sale service is up to the mark? |
Total |
|||||||
|
Strongly agree |
Agree |
Neutral |
Disagree |
Strongly disagree |
||||
|
What is your gender specification? |
Male |
Count |
10 |
15 |
9 |
2 |
3 |
39 |
|
% within What is your gender specification? |
25.6% |
38.5% |
23.1% |
5.1% |
7.7% |
100.0% |
||
|
% within How far do you think that the Dell’s post sale service is up to the mark? |
37.0% |
48.4% |
42.9% |
13.3% |
50.0% |
39.0% |
||
|
% of Total |
10.0% |
15.0% |
9.0% |
2.0% |
3.0% |
39.0% |
||
|
Female |
Count |
17 |
16 |
12 |
13 |
3 |
61 |
|
|
% within What is your gender specification? |
27.9% |
26.2% |
19.7% |
21.3% |
4.9% |
100.0% |
||
|
% within How far do you think that the Dell’s post sale service is up to the mark? |
63.0% |
51.6% |
57.1% |
86.7% |
50.0% |
61.0% |
||
|
% of Total |
17.0% |
16.0% |
12.0% |
13.0% |
3.0% |
61.0% |
||
|
Total |
Count |
27 |
31 |
21 |
15 |
6 |
100 |
|
|
% within What is your gender specification? |
27.0% |
31.0% |
21.0% |
15.0% |
6.0% |
100.0% |
||
|
% within How far do you think that the Dell’s post sale service is up to the mark? |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
||
|
% of Total |
27.0% |
31.0% |
21.0% |
15.0% |
6.0% |
100.0% |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
5.782a |
4 |
.216 |
|
Likelihood Ratio |
6.432 |
4 |
.169 |
|
Linear-by-Linear Association |
.553 |
1 |
.457 |
|
N of Valid Cases |
100 |
||
|
a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is 2.34. |
The result of the test has come to be .216 where as the minimum value that was expected from the test had to be 2.34. This shows that there is no statistical association between the variables. Therefore it can be stated that both the genders have agreed to the fact that the post sale service of the organization is up to the mark and they look after the concerns of the customers in a proper manner.
|
For how long have you been a customer of Dell? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
0-1 year |
21 |
21.0 |
21.0 |
21.0 |
|
2-4 years |
36 |
36.0 |
36.0 |
57.0 |
|
|
5-8 years |
32 |
32.0 |
32.0 |
89.0 |
|
|
9 years and above |
11 |
11.0 |
11.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What are the issues that you have faced with the post sale service of Dell? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Customer service |
26 |
26.0 |
26.0 |
26.0 |
|
Product quality |
30 |
30.0 |
30.0 |
56.0 |
|
|
Pricing strategies |
31 |
31.0 |
31.0 |
87.0 |
|
|
All of the above |
13 |
13.0 |
13.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
For how long have you been a customer of Dell? * How far are you satisfied being a customer of Dell? Cross tabulation |
||||||||
|
How far are you satisfied being a customer of Dell? |
Total |
|||||||
|
Excellent |
Good |
Neutral |
Poor |
Very poor |
||||
|
For how long have you been a customer of Dell? |
0-1 year |
Count |
6 |
3 |
10 |
2 |
0 |
21 |
|
% within For how long have you been a customer of Dell? |
28.6% |
14.3% |
47.6% |
9.5% |
0.0% |
100.0% |
||
|
% within How far are you satisfied being a customer of Dell? |
26.1% |
13.0% |
31.3% |
14.3% |
0.0% |
21.0% |
||
|
% of Total |
6.0% |
3.0% |
10.0% |
2.0% |
0.0% |
21.0% |
||
|
2-4 years |
Count |
8 |
13 |
7 |
7 |
1 |
36 |
|
|
% within For how long have you been a customer of Dell? |
22.2% |
36.1% |
19.4% |
19.4% |
2.8% |
100.0% |
||
|
% within How far are you satisfied being a customer of Dell? |
34.8% |
56.5% |
21.9% |
50.0% |
12.5% |
36.0% |
||
|
% of Total |
8.0% |
13.0% |
7.0% |
7.0% |
1.0% |
36.0% |
||
|
5-8 years |
Count |
9 |
4 |
12 |
2 |
5 |
32 |
|
|
% within For how long have you been a customer of Dell? |
28.1% |
12.5% |
37.5% |
6.3% |
15.6% |
100.0% |
||
|
% within How far are you satisfied being a customer of Dell? |
39.1% |
17.4% |
37.5% |
14.3% |
62.5% |
32.0% |
||
|
% of Total |
9.0% |
4.0% |
12.0% |
2.0% |
5.0% |
32.0% |
||
|
9 years and above |
Count |
0 |
3 |
3 |
3 |
2 |
11 |
|
|
% within For how long have you been a customer of Dell? |
0.0% |
27.3% |
27.3% |
27.3% |
18.2% |
100.0% |
||
|
% within How far are you satisfied being a customer of Dell? |
0.0% |
13.0% |
9.4% |
21.4% |
25.0% |
11.0% |
||
|
% of Total |
0.0% |
3.0% |
3.0% |
3.0% |
2.0% |
11.0% |
||
|
Total |
Count |
23 |
23 |
32 |
14 |
8 |
100 |
|
|
% within For how long have you been a customer of Dell? |
23.0% |
23.0% |
32.0% |
14.0% |
8.0% |
100.0% |
||
|
% within How far are you satisfied being a customer of Dell? |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
||
|
% of Total |
23.0% |
23.0% |
32.0% |
14.0% |
8.0% |
100.0% |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
22.425a |
12 |
.033 |
|
Likelihood Ratio |
26.208 |
12 |
.010 |
|
Linear-by-Linear Association |
4.493 |
1 |
.034 |
|
N of Valid Cases |
100 |
||
|
a. 12 cells (60.0%) have expected count less than 5. The minimum expected count is .88. |
The result of the test has come to be .033 where as the minimum value that was expected from the test had to be .88. This shows that there is no statistical association between the variables. Therefore it can be stated that the customers who have been using the product for a lesser or more number of years have also agreed to the fact that they are satisfied with the post sale services that are being offered by the company.
|
For how long have you been a customer of Dell? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
0-1 year |
21 |
21.0 |
21.0 |
21.0 |
|
2-4 years |
36 |
36.0 |
36.0 |
57.0 |
|
|
5-8 years |
32 |
32.0 |
32.0 |
89.0 |
|
|
9 years and above |
11 |
11.0 |
11.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What are the areas that you recommend for improving the after sales services of Dell? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Employee interaction |
23 |
23.0 |
23.0 |
23.0 |
|
Deccrease queue |
28 |
28.0 |
28.0 |
51.0 |
|
|
Improved employee efficiency |
30 |
30.0 |
30.0 |
81.0 |
|
|
Technical improvement |
19 |
19.0 |
19.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What is your gender specification? * What are the areas that you recommend for improving the after sales services of Dell? Cross tabulation |
|||||||
|
What are the areas that you recommend for improving the after sales services of Dell? |
Total |
||||||
|
Employee interaction |
Decrease queue |
Improved employee efficiency |
Technical improvement |
||||
|
What is your gender specification? |
Male |
Count |
12 |
10 |
9 |
8 |
39 |
|
% within What is your gender specification? |
30.8% |
25.6% |
23.1% |
20.5% |
100.0% |
||
|
% within What are the areas that you recommend for improving the after sales services of Dell? |
52.2% |
35.7% |
30.0% |
42.1% |
39.0% |
||
|
% of Total |
12.0% |
10.0% |
9.0% |
8.0% |
39.0% |
||
|
Female |
Count |
11 |
18 |
21 |
11 |
61 |
|
|
% within What is your gender specification? |
18.0% |
29.5% |
34.4% |
18.0% |
100.0% |
||
|
% within What are the areas that you recommend for improving the after sales services of Dell? |
47.8% |
64.3% |
70.0% |
57.9% |
61.0% |
||
|
% of Total |
11.0% |
18.0% |
21.0% |
11.0% |
61.0% |
||
|
Total |
Count |
23 |
28 |
30 |
19 |
100 |
|
|
% within What is your gender specification? |
23.0% |
28.0% |
30.0% |
19.0% |
100.0% |
||
|
% within What are the areas that you recommend for improving the after sales services of Dell? |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
||
|
% of Total |
23.0% |
28.0% |
30.0% |
19.0% |
100.0% |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
2.903a |
3 |
.407 |
|
Likelihood Ratio |
2.894 |
3 |
.408 |
|
Linear-by-Linear Association |
.792 |
1 |
.373 |
|
N of Valid Cases |
100 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 7.41. |
The result of the test has come to be .407 where as the minimum value that was being expected from the test had to be 7.41. This shows that both the genders are of the view that level of efficiency among the employees need to be increased by the organization so that they can offer prompt actions to the queries of the customers regarding th post sales services offered by them.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
39 |
39.0 |
39.0 |
39.0 |
|
Female |
61 |
61.0 |
61.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
How often the customer care of Dell interacts with you post sales service? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Weekly basis |
20 |
20.0 |
20.0 |
20.0 |
|
Monthly basis |
28 |
28.0 |
28.0 |
48.0 |
|
|
Quarterly basis |
21 |
21.0 |
21.0 |
69.0 |
|
|
Annual basis |
18 |
18.0 |
18.0 |
87.0 |
|
|
Never |
13 |
13.0 |
13.0 |
100.0 |
|
|
Total |
100 |
100.0 |
100.0 |
|
What is your gender specification? * How often the customer care of Dell interacts with you post sales service? Cross tabulation |
||||||||
|
How often the customer care of Dell interacts with you post sales service? |
Total |
|||||||
|
Weekly basis |
Monthly basis |
Quarterly basis |
Annual basis |
Never |
||||
|
What is your gender specification? |
Male |
Count |
8 |
10 |
8 |
8 |
5 |
39 |
|
% within What is your gender specification? |
20.5% |
25.6% |
20.5% |
20.5% |
12.8% |
100.0% |
||
|
% within How often the customer care of Dell interacts with you post sales service? |
40.0% |
35.7% |
38.1% |
44.4% |
38.5% |
39.0% |
||
|
% of Total |
8.0% |
10.0% |
8.0% |
8.0% |
5.0% |
39.0% |
||
|
Female |
Count |
12 |
18 |
13 |
10 |
8 |
61 |
|
|
% within What is your gender specification? |
19.7% |
29.5% |
21.3% |
16.4% |
13.1% |
100.0% |
||
|
% within How often the customer care of Dell interacts with you post sales service? |
60.0% |
64.3% |
61.9% |
55.6% |
61.5% |
61.0% |
||
|
% of Total |
12.0% |
18.0% |
13.0% |
10.0% |
8.0% |
61.0% |
||
|
Total |
Count |
20 |
28 |
21 |
18 |
13 |
100 |
|
|
% within What is your gender specification? |
20.0% |
28.0% |
21.0% |
18.0% |
13.0% |
100.0% |
||
|
% within How often the customer care of Dell interacts with you post sales service? |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
100.0% |
||
|
% of Total |
20.0% |
28.0% |
21.0% |
18.0% |
13.0% |
100.0% |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
.369a |
4 |
.985 |
|
Likelihood Ratio |
.367 |
4 |
.985 |
|
Linear-by-Linear Association |
.045 |
1 |
.833 |
|
N of Valid Cases |
100 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 5.07. |
The result of the test has come to be .985 where as the minimum value that was expected form the test had to be 5.07. This shows that there is no statistical association between the variables. Therefore it can be stated that both the gender are of the view that the organization interacts with them on a monthly basis regarding the products that have been purchased.
Chapter 5: Conclusion and recommendation
Conclusion
From the above chapters, it can be concluded that effective after sales services helps in enhancing the customer loyalty. From the information gathered in the literature review, it can be said that the concept of after sales service highlights prompt and instant reply to the customers who has purchased products from the business organizations. The duty of the business organizations does not end after they have sold their product. In fact, the duty or responsibility of the business organizations begins after they have sold the product to the target customers.
This is because after purchasing the product, the customers face problems both in terms of technical aspects and required information. Based on the type of product and services Dell Inc. offers, it is evident that the customers face technical issues after purchasing the electronic products. This highlights the need of effective after sales service and improving the customer loyalty. Customers are the pillars that define the success and profit of the business organizations in the market. In addition to, loyal customer base provides a competitive advantage for the business organizations, as the company is confident about the customers and their choice in terms of the purchase or the buying decision.
Effective after sales service is an important strategy for the business organizations, as this helps in building loyal customer base. According to the information gathered from the literature review and the data analysis, it can be said effective after sales service makes the customers feel valued and important for the business organizations. Prompt and instant feedback from the business organization when the customers need ensures effective after sales service.
The customers regardless of the gender and time of being using services of Dell Inc. considers that effective after sales service makes them feel valued and important. Effective after sales services provides an opportunity for the business organizations to attend the queries of the customers without any delay.
The business organizations tend to resolve the issues or problems faced by the customers in terms of the products and the service used by them thereby, providing instant help to the customers. Instant help resolves the problem faced by the customers thereby, saving them from additional stress and tension. As a result, effective after sales service provides an opportunity for the business organizations build loyal customers. This is because as the customers feel valued and is attended on time, they feel satisfied. Thus, effective after sales service leads to customer satisfaction and improves customer loyalty for the business organizations.
5.1 Linking with objectives
Objective 1: To understand the concept of after sales service
Objective 1 is linked with survey questions 3 and 4. The question highlights the significance of effective after sales service. The customers of Dell Inc. considers that effective after sales service is important, as this provides them with the opportunity of getting and accessing help from the company during their need regardless of any situation and circumstances. In addition to, effective after sales service ensures customer satisfaction, as the customers feel valued and important for the company. As the customers are able to rely on the company regardless of any situation and circumstances, they highlight their loyalty towards the company.
Objective 2: To investigate the effectiveness of after sales service and its impact on customer loyalty
Objective 2 is linked with survey questions 5 and 6. The data analysis highlights that the customer care of Dell Inc. interacts with them on a monthly basis. Considering the huge customer base that Dell Inc. has monthly interaction with them does not highlight effective after sales service. Dell Inc. needs to increase the frequency of attending the customers. The customer care of Dell Inc. needs to interact or communicate with the target customers on a weekly basis. This will ensure customer satisfaction and improve customer loyalty.
Objective 3: To evaluate critically the problems encountered while assessing after sales service and understand customer loyalty for Dell Inc.
Objective 3 is linked with survey questions 7, 8 and 9. The survey questions and the analysis highlights that pricing of the after sales service is one of the major issues in terms of after sales service. After purchasing the product, the customer care of Dell Inc. charges high prices for attending and resolving the issues faced by the customers. The customers find it illogical and unjustified to pay such high price for the service they deserve after they have purchased the product from the company.
Objective 4: To provide suitable recommendations for improving after sales service and maximizing customer loyalty for Dell Inc
Objective 4 is linked with survey question 10. The survey question highlights that the target customers feel that the after sales service of Dell Inc. needs improvement in order to ensure improved customer loyalty. Effective after sales service in terms of lower price for providing the services as well as communicating with the customers weekly instead of monthly basis are most preferred.
Recommendations
Based on the identified problems in terms of the after sales service of Dell Inc. the suitable recommendations include:
Lowering the amount charged by Dell Inc. for providing after sales service: Dell Inc. needs to lower the price charged by them for providing after sales service. This is because the customers feel unjustified to extra amount for getting the service they deserve once they have purchased the product from the company. Thus, providing after sales service in comparatively lower price will help Dell Inc. in improving customer loyalty.
Communicating with the customers of Dell Inc. on a weekly basis: Dell Inc. needs to increase the frequency of interacting with the customers from monthly basis to weekly basis. This will provide an opportunity for the customer care of Dell Inc. ensures prompt reply to the customers and attend their queries and issues without any delay.
References
Abd-El-Salam, E.M., Shawky, A.Y. and El-Nahas, T., 2013. The impact of corporate image and reputation on service quality, customer satisfaction and customer loyalty: testing the mediating role. Case analysis in an international service company. Journal of Business and Retail Management Research, 8(1).
Albarq, A.N., 2013. Applying a SERVQUAL model to measure the impact of service quality on customer loyalty among local Saudi banks in Riyadh. American Journal of Industrial and Business Management, 3(8), p.700.
Ali, M. and Raza, S.A., 2017. Service quality perception and customer satisfaction in Islamic banks of Pakistan: the modified SERVQUAL model. Total Quality Management & Business Excellence, 28(5-6), pp.559-577.
Amin, M., Isa, Z. and Fontaine, R., 2013. Islamic banks: Contrasting the drivers of customer satisfaction on image, trust, and loyalty of Muslim and non-Muslim customers in Malaysia. International Journal of Bank Marketing, 31(2), pp.79-97.
Bakshi, N., Kim, S.H. and Savva, N., 2015. Signaling new product reliability with after-sales service contracts. Management Science, 61(8), pp.1812-1829.
Barrett, M., Davidson, E., Prabhu, J. and Vargo, S.L., 2015. Service innovation in the digital age: key contributions and future directions. MIS quarterly, 39(1), pp.135-154.
Bowen, J.T. and Chen McCain, S.L., 2015. Transitioning loyalty programs: a commentary on “the relationship between customer loyalty and customer satisfaction”. International Journal of Contemporary Hospitality Management, 27(3), pp.415-430.
Choi, B. and La, S., 2013. The impact of corporate social responsibility (CSR) and customer trust on the restoration of loyalty after service failure and recovery. Journal of Services Marketing, 27(3), pp.223-233.
Choudhury, M.M. and Harrigan, P., 2014. CRM to social CRM: the integration of new technologies into customer relationship management. Journal of Strategic Marketing, 22(2), pp.149-176.
Choy, L.T., 2014. The strengths and weaknesses of research methodology: Comparison and complimentary between qualitative and quantitative approaches. IOSR Journal of Humanities and Social Science, 19(4), pp.99-104.
Cooper, R.G., 2013. New products: What separates the winners from the losers and what drives success. PDMA handbook of new product development, pp.3-34.
Dombrowski, U. and Engel, C., 2014. Impact of electric mobility on the after sales service in the automotive industry. Procedia CIRP, 16, pp.152-157.
Enayati, T., Modanloo, Y., Behnamfar, R. and Rezaei, A., 2013. Measuring service quality of Islamic Azad University of Mazandaran using SERVQUAL model. Iranian journal of management studies, 6(1), p.101.
Flick, U., 2015. Introducing research methodology: A beginner’s guide to doing a research project. Sage.
Friebe, C.A., von Flotow, P. and Täube, F.A., 2013. Exploring the link between products and services in low-income markets—Evidence from solar home systems. Energy Policy, 52, pp.760-769.
Gast, D.L. and Ledford, J.R. eds., 2014. Single case research methodology: Applications in special education and behavioral sciences. Routledge.
Gebauer, H., Paiola, M. and Saccani, N., 2013. Characterizing service networks for moving from products to solutions. Industrial Marketing Management, 42(1), pp.31-46.
Hill, N. and Alexander, J., 2017. The handbook of customer satisfaction and loyalty measurement. Routledge.
Humphries, B., 2017. Re-thinking social research: anti-discriminatory approaches in research methodology. Taylor & Francis.
Jarillo, J.C., 2013. Strategic networks. Routledge.
Johnston, M.W. and Marshall, G.W., 2016. Sales force management: Leadership, innovation, technology. Routledge.
Kandampully, J., Zhang, T. and Bilgihan, A., 2015. Customer loyalty: a review and future directions with a special focus on the hospitality industry. International Journal of Contemporary Hospitality Management, 27(3), pp.379-414.
Khodakarami, F. and Chan, Y.E., 2014. Exploring the role of customer relationship management (CRM) systems in customer knowledge creation. Information & Management, 51(1), pp.27-42.
Kowalkowski, C., Witell, L. and Gustafsson, A., 2013. Any way goes: Identifying value constellations for service infusion in SMEs. Industrial Marketing Management, 42(1), pp.18-30.
Kumar, A., Bezawada, R., Rishika, R., Janakiraman, R. and Kannan, P.K., 2016. From social to sale: The effects of firm-generated content in social media on customer behavior. Journal of Marketing, 80(1), pp.7-25.
Kumar, R.K. and Srivastava, M., 2013. The antecedents of customer loyalty: An empirical investigation in life insurance context. Journal of Competitiveness, 5(2).
Kurata, H. and Nam, S.H., 2013. After-sales service competition in a supply chain: Does uncertainty affect the conflict between profit maximization and customer satisfaction?. International journal of production economics, 144(1), pp.268-280.
Leach, G. and Mearns, R., 2013. Beyond the woodfuel crisis: people, land and trees in Africa. Routledge.
Légaré, F., Stacey, D., Briere, N., Fraser, K., Desroches, S., Dumont, S., Sales, A., Puma, C. and Aubé, D., 2013. Healthcare providers’ intentions to engage in an interprofessional approach to shared decision-making in home care programs: a mixed methods study. Journal of interprofessional care, 27(3), pp.214-222.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five approaches. Health promotion practice, 16(4), pp.473-475.
Mackey, A. and Gass, S.M., 2013. Second language research: Methodology and design. Routledge.
Mahapatra, K., Gustavsson, L., Haavik, T., Aabrekk, S., Svendsen, S., Vanhoutteghem, L., Paiho, S. and Ala-Juusela, M., 2013. Business models for full service energy renovation of single-family houses in Nordic countries. Applied energy, 112, pp.1558-1565.
Malik, M.E., Ghafoor, M.M., Hafiz, K.I., Riaz, U., Hassan, N.U., Mustafa, M. and Shahbaz, S., 2013. Importance of brand awareness and brand loyalty in assessing purchase intentions of consumer. International Journal of Business and Social Science, 4(5).
Martínez, P. and del Bosque, I.R., 2013. CSR and customer loyalty: The roles of trust, customer identification with the company and satisfaction. International Journal of Hospitality Management, 35, pp.89-99.
McColl, R. and Truong, Y., 2013. The effects of facial attractiveness and gender on customer evaluations during a web-video sales encounter. Journal of Personal Selling & Sales Management, 33(1), pp.117-128.
Murali, S., Pugazhendhi, S. and Muralidharan, C., 2016. Modelling and investigating the relationship of after sales service quality with customer satisfaction, retention and loyalty–a case study of home appliances business. Journal of Retailing and Consumer Services, 30, pp.67-83.
Neuman, L.W., 2014. Social research methods. Pearson Education Limited.
Neuman, W.L. and Robson, K., 2014. Basics of social research. Pearson Canada.
Orel, F.D. and Kara, A., 2014. Supermarket self-checkout service quality, customer satisfaction, and loyalty: Empirical evidence from an emerging market. Journal of Retailing and Consumer Services, 21(2), pp.118-129.
Panneerselvam, R., 2014. Research methodology. PHI Learning Pvt. Ltd..
Parida, V., Sjödin, D.R., Wincent, J. and Kohtamäki, M., 2014. Mastering the transition to product-service provision: Insights into business models, learning activities, and capabilities. Research-Technology Management, 57(3), pp.44-52.
Patel, V., Belkin, G.S., Chockalingam, A., Cooper, J., Saxena, S. and Unützer, J., 2013. Grand challenges: integrating mental health services into priority health care platforms. PloS medicine, 10(5), p.e1001448.
Piegat, A. and Tomaszewska, K., 2013. Decision-making under uncertainty using info-gap theory and a new multidimensional RDM interval-arithmetic. Electrical Review, 88(8), pp.71-76.
Porter, M.E. and Heppelmann, J.E., 2015. How smart, connected products are transforming companies. Harvard Business Review, 93(10), pp.96-114.
Ramaseshan, B., Rabbanee, F.K. and Tan Hsin Hui, L., 2013. Effects of customer equity drivers on customer loyalty in B2B context. Journal of Business & Industrial Marketing, 28(4), pp.335-346.
Ramchandani, J. and Ghias, A., Novitaz Inc, 2013. Customer relationship management system for physical locations. U.S. Patent 8,600,804.
Rapaccini, M., Saccani, N., Pezzotta, G., Burger, T. and Ganz, W., 2013. Service development in product-service systems: a maturity model. The Service Industries Journal, 33(3-4), pp.300-319.
Rapp, A., Beitelspacher, L.S., Grewal, D. and Hughes, D.E., 2013. Understanding social media effects across seller, retailer, and consumer interactions. Journal of the Academy of Marketing Science, 41(5), pp.547-566.
Reynolds, D., Creemers, B., Nesselrodt, P.S., Shaffer, E.C., Stringfield, S. and Teddlie, C. eds., 2014. Advances in school effectiveness research and practice. Elsevier.
Silverman, D. ed., 2016. Qualitative research. Sage.
Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research methods: A guidebook and resource. John Wiley & Sons.
Toufaily, E., Ricard, L. and Perrien, J., 2013. Customer loyalty to a commercial website: Descriptive meta-analysis of the empirical literature and proposal of an integrative model. Journal of Business Research, 66(9), pp.1436-1447.
Ulaga, W. and Loveland, J.M., 2014. Transitioning from product to service-led growth in manufacturing firms: Emergent challenges in selecting and managing the industrial sales force. Industrial Marketing Management, 43(1), pp.113-125.
us, D. (2018). Company Information. [online] Dell. Available at: https://www.dell.com/learn/us/en/uscorp1/about-dell [Accessed 2 Apr. 2018].
Vahlne, J.E. and Johanson, J., 2017. The internationalization process of the firm—a model of knowledge development and increasing foreign market commitments. In International Business (pp. 145-154). Routledge.
Vaioleti, T.M., 2016. Talanoa research methodology: A developing position on Pacific research. Waikato Journal of Education, 12(1).
Wamba, S.F., Akter, S., Edwards, A., Chopin, G. and Gnanzou, D., 2015. How ‘big data’can make big impact: Findings from a systematic review and a longitudinal case study. International Journal of Production Economics, 165, pp.234-246.
Zhang, S.S., van Doorn, J. and Leeflang, P.S., 2014. Does the importance of value, brand and relationship equity for customer loyalty differ between Eastern and Western cultures?. International business review, 23(1), pp.284-292.
Appendix 1 Survey questionnaire
- For how long have you been a customer of Dell?
0-1 year
2-4 years
5-8 years
9 years and above
- What is your gender specification?
Male
Female
- How far do you agree that similar companies are efficient in giving after sale service?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
- How far do you think that customer care service of Dell is efficient in resolving your problems?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
- How often the customer care of Dell interacts with you post sales service?
Weekly basis
Monthly basis
Quarterly basis
Annual basis
Never
- How far do you think that the Dell’s post sale service is up to the mark?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
- What are the issues that you have faced with the post sale service of Dell?
Customer service
Product quality
Pricing strategies
All of the above
- How far are you satisfied being a customer of Dell?
Excellent
Good
Neutral
Poor
Very Poor
- How far do you think that Dell has efficient training problems of employees to resolve customer problem?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
- What are the areas that you recommend for improve the after sales services of Dell?
Employee interaction
Decrease queue
Improved employee efficiency
Technical improvement.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
