Siddharth

1
A PROJECT REPORT ON
A STUDY ON CUSTOMER
RELATIONSHIP MANAGEMENT
WITH SPWCIAL REFERENCE TO
PROPTIGER
16 KMC ARCADE, 100Ft, KORMANGALA, INNER RING
RD, ASHWINI LAYOUT, EJIPURA, BANGALORE,
KARNATAKA- 560047
SUBMITTED TO
ALL INDIA MANAGEMENT ASSOCIASTION
CENTRE FOR MANAGEMENT EDUCATION
MANAGEMENT HOUSE,14INSTITUTIONAL AREA,
LODHI ROAD, NEW DELHI-110003
JULY 2013
BY
SIDDHARTH MOHAN
REGISTRATION NO.B11120293
GUIDED BY
PROF JAMUNA A.S.
ASSISTANT PROFESSOR
For the partial fulfillment of
Post Graduate Diploma in Management

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ACKNOWLEDGEMENT
I extend my special gratitude to our beloved Dean ShriSwaminathan
Murthy, & Academic Head Narayanan&Programme Head Savitha
Rani for inspiring me to take up this project.
I wish to acknowledge my sincere gratitude and indebtedness to my
project guide Mrs. Jamuna A.S.of M.S. RAMAIAH
MANAGEMENTINSTITUTE, Bangalore for his valuable guidance
and constructive suggestions in the preparation of project report.
Siddharth Mohan

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CONTENTS
Chapter Page No.
1. INDUSTRY ANALYSIS 5
1.1 Introduction
1.2Market Size/ Growth Prospects
1.3Investments
1.4 Government Initiatives
1.5India‟s Real Estate Sector
1.6 Real estate Market
1.7 Market Players
1.8 Policy Initiatives
2. COMPANY ANALYSIS 25
2.1 About PropTiger
2.2 Builder Partner
2.3 Management Team
2.4 CSR Policies
3.CUSTOMER RELATIONSHIP MANAGEMNET 34
3.1 Introduction
3.2 Customer Relationship Marketing-A broader perspective
3.3 Customer Markets

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3.4 Evolution of CRM
3.5 Customer database and database marketing
3.6 Total customer satisfaction
3.7 Level of relationship marketing
4. RESEARCH METHODOLOGY 48
4.1Title of the study
4.2 Statement of the problem
4.3 Objective of the study
4.4 Scope of the study
4.5 Research methodology
4.6 Operational definition of the concept
4.7 Reference Period
4.8 Limitations of the study
5. DATA ANALYSID AND INTERPRETATION OF THE STUDY 53
6. FINDINGS, SUGGESTIONS AND CONCLUSSION 96
ANNEXURE 101
Bibliography

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Chapter :1
INDUSTRY ANALYSIS

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1.1 Introduction:
The real estate sector in India has come a long way by becoming one of the fastest
growing markets in the world. It is not only successfully attracting domestic real estate
developers, but foreign investors as well. The growth of the industry is attributed mainly
to a large population base, rising income level, and rapid urbanization.
The sector comprises of four sub-sectors- housing, retail, hospitality, and commercial.
While housing contributes to five-six percent of the country‟s gross domestic product
(GDP), the remaining three sub-sectors are also growing at a rapid pace, meeting the
increasing infrastructural needs.
The real estate sector has transformed from being unorganized to a dynamic and
organized sector over the past decade. Government policies have been instrumental in
providing support after recognizing the need for infrastructure development in order to
ensure better standard of living for its citizens. In addition to this, adequate
infrastructure forms a prerequisite for sustaining the long-term growth momentum of the
economy.
1.2 Market Size/ Growth Prospects
The total revenue of the real estate sector was US$ 66.8 billion during 2010-11. By
2020, the sector is expected to earn revenue of US$ 180 billion. In fact, the demand is
expected to grow at a compound annual growth rate (CAGR) of 19 per cent between
2010 and 2014, with tier I metropolitan cities projected to account for about 40 per cent
of this.
Growing infrastructure requirements from sectors such as education, healthcare and
tourism are providing numerous opportunities in the sector. Further, India is going to
produce an estimated two million new graduates from various Indian universities during
this year, creating demand for 100 million square feet of office and industrial space. In
addition, presence of a large number of Fortune 500 and other reputed companies will

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attract more companies to initiate their operational bases in India thus, creating more
demand for corporate space.
1.3 Investments
India is ranked 20th
in the list of world‟s top real estate investment markets with
investment volume of US$ 3.4 billion in 2012, according to the latest report titled
'International Investment Atlas' by Cushman & Wakefield. The sector is set for robust
inflows of US$ 4-5 billion from overseas investors in the next couple of years, with
Bangalore, Delhi and Mumbai emerging as the favourites, according to Jones Lang
LaSalle, a global real estate consultancy giant.
Construction development sector (including townships, housing, built-up infrastructure
& construction-development projects) has attracted a cumulative foreign direct
investment (FDI) worth US$ 22,007.67 million from April 2000 to February 2013. FDI
flows into the construction sector for the period April-February 2012-13 stood at US$
1,260 million, according to the department of industrial policy and promotion (DIPP).
Bengaluru witnessed the highest number and value of private equity investments at Rs
32.5 billion (US$ 585.57 million) in 2012, recording more than double of investment
over last year, followed by Mumbai with Rs 13 billion (US$ 234.17 million) and
National Capital Region (NCR) with Rs 7 billion (US$ 126.09 million) of investments.
India needs to invest US$ 1.2 trillion over the next 20 years to modernise urban
infrastructure and keep pace with the growing urbanisation, as per a report released by
McKinsey Global Institute (MGI)-India's urban awakening.

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Some of the major investments in the Indian real estate sector are:
Ashiana Housing Ltd plans to foray into Gujarat's real estate with its first project
worth Rs 100 crore (US$ 18.01 million) at Halol
MrAkhileshYadav, Chief Minister of Uttar Pradesh (UP) has inaugurated and
laid the foundation of development projects worth Rs 3,337 crore (US$ 601.21
million) pertaining to Noida, Greater Noida and Yamuna Expressway
Wave Infratech plans to invest Rs 500 crore (US$ 90.08 million) to set up its
first affordable housing venture in the Delhi national capital region (NCR) area
Mahindra Lifespace Developers has bought the stake of private equity Arch
Capital in its joint venture residential project at Chennai. The buyout of the stake
was estimated to be around Rs 70 crore (US$ 12.61 million)
Godrej Properties Ltd (GPL) has signed a development management agreement
with United Oxygen Company Pvt Ltd to develop residential housing project in
Bengaluru. The project will offer approximately 1,000,000 sq. ft. of saleable area
and will be developed as a residential housing project
1.4 Government Initiatives
According to the latest reforms, FDI up to 100 per cent is allowed under the
automatic route in townships, housing, built-up infrastructure and construction
development projects to increase investment, generate economic activity, create
new employment opportunities and add to the available housing stock and built-
up infrastructure
The Ministry of Housing & Urban Poverty Alleviation has planned to introduce
a single-window system for clearance of all real estate projects across the
country. The system could bring down the average approval time from the
current 196 days to 45-60 days
The Government of India has sanctioned projects worth Rs 41,723 crores (US$
7.51 billion) for building of 1,569,000 houses/dwelling units for economically
weaker/lower income group sections under the Ministry‟s flagship Jawaharlal
Nehru National Urban Renewal Mission (JNNURM) programmes.

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Some of the initiatives taken in the union budget 2013-14 include:
For homes and flats with a carpet area of 2,000 square feet or more or of a value
of Rs 1 crore (US$ 180,213) or more, which are high-end constructions, where
the component of services is greater, rate of abatement reduced from 75 to 70
percent
Rs 6,000 crore (US$ 1.08 billion) were given to Rural Housing Fund
National Housing Bank plans to set up Urban Housing Fund. Rs 2,000 crore
(US$ 360.47 million) will be provided to the fund in the current financial year
Why Invest In Indian Real Estate ?
Flying high on the wings of booming real estate, property in India has become a dream
for every potential investor looking forward to dig profits. All are eyeing Indian
property market for a wide variety of reasons:
It‟s ever growing economy which is on a continuous rise with 8.1 percent
increase witnessed in the last financial year. The boom in economy increases
purchasing power of its people and creates demand for real estate sector.
India is going to produce an estimated 2 million new graduates from various
Indian universities during this year, creating demand for 100 million square feet
of office and industrial space.
Presence of a large number of Fortune 500 and other reputed companies will
attract more companies to initiate their operational bases in India thus creating
more demand for corporate space.
Real estate investments in India yield huge dividends. 70 percent of foreign
investors in India are making profits and another 12 percent are breaking even.

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Apart from IT, ITES and Business Process Outsourcing (BPO) India has shown
its expertise in sectors like auto-components, chemicals, apparels,
pharmaceuticals and jewellery where it can match the best in the world. These
positive attributes of India is definitely going to attract more foreign investors in
the near future.
The relaxed FDI rules implemented by India last year has invited more foreign investors
and real estate in India is seemingly the most lucrative ground at present. The revised
investor friendly policies allowed foreigners to own property, and dropped the minimum
size for housing estates built with foreign capital to 25 acres (10 hectares) from 100
acres (40 hectares). With this sudden change in investment policies, the overseas firms
can now put up commercial buildings as long as the projects surpass 50,000 square
meters (538,200 square feet) of floor space.
Indian real estate sector is on boom and this is the right time to invest in property in
India to reap the highest rewards.

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1.5 INDIA’S REAL ESTATE SECTOR
1.5.1 Overview
While India continues to be one of the fastest growing economies, this pace of growth is
unlikely to sustain unless it is supported by an equally robust development of its
infrastructure. Key requirements in order to achieve a GDP growth rate exceeding 8-9%
include roads, power, ports as well as urban infrastructure. The last couple of budgets
have taken steps in the right direction for growth of the sector. An allocation of Rs. 200
billion towards infrastructure projects under the 2011 budget is an attempt to achieve the
Governments target for growth of Infrastructure under the Eleventh Plan.
India will have around 27 to 30 million shortage of housing units by 2013 and for this;
huge amount is required to carry on the development. Slowdown in the global economy
along with consistent increase in policy rates by the Reserve Bank of India (RBI) finally
seems to be impacting the domestic economy with the GDP growth cooling down since
past few quarters. The GDP growth recorded during first quarter of financial year 2012
has slowed down to 7.7 per cent as against 9.3 per cent during first quarter of financial
year 2011.Even the projected GDP growth for financial year 2012 has been revised
downward to 7.9 per cent from 8.2 per cent by the RBI.
The real estate sector in India is being recognized as an infrastructure service that is
driving the economic growth engine of the country. In fact, Foreign Direct Investment
(FDI) in the sector is expected to increase to US$ 25 billion in the next 10 years, from
present US$ 4 billion.
The country's urban population will soar to 590 million by 2030, from 340 million in
2008. India's cities could generate 70 percent of the net new jobs created by 2030,
produce more than 70 percent of the country's Gross Domestic Product (GDP), and
stimulate a near four-fold increase in per capita income. It also says that India needs to
invest US$ 1.2 trillion over next 20years to modernize urban infrastructure and keep
pace with the growing urbanization.

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Non-resident Indians and foreign citizens who are Persons of Indian Origin (PIO) are
allowed to purchase immoveable property in India. Residential property prices have
stabilized now and are deemed attractive for the NRI home buyer. Industry experts feel
that with attractive pricing and innovation in construction technology and variety of
designs, NRIs are taking a fresh look at India as a unique market in which they can
invest.
1.5.2 Introduction
Real Estate business was one of the key drivers of growth before we witnessed the
present economic slowdown. Now, with companies trying to consolidate their positions
and finding effective means of sustaining growth, the management of real estate has
emerged as one of the key challenges for the corporate sector. The largest occupier of
office space in the country has been the Information Technology/ Information
Technology enabled Services (IT/ ITeS) segment, which primarily serves the US and
European markets. The economic slowdown in these markets have resulted in increasing
pressures on the margins of companies operating out of India, which in turn has led to
the companies looking to cut costs through reducing expenditure on the real estate
segment.
The real estate sector in India assumed greater prominence with the liberalization of the
economy, as the consequent increase in business opportunities and labour migration led
to rising demand for commercial and housing space. At present, the real estate and
construction sectors are playing a crucial role in the overall development of India‟s core
infrastructure. The real estate industry‟s growth is linked to developments in the retail,
hospitality and entertainment (hotels, resorts, cinema theatres) industries, economic
services (hospitals, schools) and information technology (IT)-enabled services (like call
centres) etc and vice versa.
The Indian real estate sector has traditionally been dominated by a number of small
regional players with relatively low levels of expertise and/or financial resources.
Historically, the sector has not benefited from institutional capital; instead, it has

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traditionally tapped high net-worth individuals and other informal sources of financing,
which has led to low levels of transparency. This scenario underwent a change with in
line with the sector‟s growth, and as of today, the real estate industry‟s dynamics reflect
consumers‟ expectations of higher quality with India‟s increasing integration with the
global economy.
1.5.3 Present Scenario of Real Estate
Currently, about 5 per cent of India‟s GDP is contributed by the housing sector. The
GDP share of the real estate sector (including ownership of dwellings) along with
business services was 10.6 per cent in 2010-11. After growing at 10.4 per cent in 2008-
09, the rate of growth of this sector has decelerated to 7.8 per cent in 2009-10 and
further to 6.9 per cent in 2010-11. Estimates show that for every rupee that is invested in
housing and construction, 0.78 paisa gets added to GDP. Housing ranks fourth in terms
of the multiplier effect on the economy and third amongst 14 major industries in terms
of total linkage effect according to Economic Survey 2011-12.
Demand for real estate is expected to grow at a compound annual growth rate (CAGR)
of 19 per cent between 2010 and 2014 Tier 1 metropolitan cities are projected to account
for about 40 per cent of this. Growing requirements of space from sectors such as
education, healthcare and tourism provide opportunities in the real estate sector. With
institutional credit for housing investment growing at a CAGR of about 18 to 20 per
cent per annum in the next three-five years, the housing sector‟s contribution to GDP is
likely to increase to 6 per cent. While India is among the top countries in terms of
housing and work space needs, it ranks 181st in construction permission processes
according to the World Bank‟s Doing Business 2012 report.

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1.6 REAL ESTATE MARKET
1.6.1 Real Estate Market Size
2008 2009 2010 2011
US$ Billion 50.1 53.3 55.6 66.8
Activities in the real estate sector may broadly be classified into residential, commercial
and the retail segment and hotels. The size in terms of total economic value of real estate
development activity of the Indian real estate market is currently US$40-45bn (5-6% of
GDP) of which residential forms the major chunk with 90-95% of the market,
commercial segment is distant second with 4-5% of the market and organized retail with
1% of the market. Over next 5 years, Indian real estate market is expected to grow at a
CAGR of 20%, driven by 18-19% growth in residential real estate, 55-60% in retail real
estate, and 20-22% in commercial real estate.
0
10
20
30
40
50
60
70
2008 2009 2010 2011

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1.6.2 Market Segment
In recent years, the Industry has evolved from a highly fragmented and unorganized
Market into a Semi-organized Market.
Real Sector Estate
Commercial Sector Retail SpaceSpecial
Economic
Residential Hospitality
Space Space
The sector can be divided into residential, commercial, retail and hospitality
asset classes.
Commercial Sector
The commercial office space in India has evolved significantly in the past 10 years due
to change in business environment. The growth of commercial real estate has been
driven largely by service sectors, especially IT-ITeS. However, with the emergence of
IT-ITeS, which had huge office space requirement, commercial development started
moving towards city suburbs. It resulted in multifold development of city outskirts and
suburbs like Gurgaon near New Delhi, Bandra and Malad in Mumbai, and the Electronic

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city in Bangaluru. In addition, over the last 10years, locations such as Bengaluru,
Gurgaon, Hyderabad, Chennai, Kolkata and Pune have established themselves as
emerging destinations for commercial development, which are competing with
traditional business destinations such as Mumbai and Delhi. Tax sops on the profits of
IT-ITeS companies also led to stupendous development of IT Parks and SEZs.
However, the demand for office space is directly linked to addition in number of
employees, which in turn is dependent on economic growth. When economy slows
down, companies hold their expansion plans leading to lower demand for office space.
Downturn in the commercial real estate market in India, which had commenced during
the second half of 2008, continued during the second half of 2009. The sustained decline
was largely the result of postponement of expansion plans by corporate, which adversely
impacted demand for office space. IT/ITeS, which had been a major demand driver for
the sector in the last 2 years, increased utilization rates of existing commercial space by
increasing the number of shifts.
Residential Sector in Real Estate
Residential demand is the mainstay of the Indian real estate sector. The major demand
drivers for the residential market include increasing disposable income levels, increase
in the number of nuclear families / households, tax savings on home mortgage products
as well as real estate being considered a “necessary” investment.
Demand for houses increased considerably whilst supply of houses could not keep pace
with demand thereby leading to a steep rise in residential capital values especially in
urban areas.
Broadly, residential real estate industry can be divided into four growth phases
Phase I (2001-2005) was an initial growth phase with stabilizing residential real estate
prices following the global recovery post the “dot com” bust and 9/11 terrorist attacks in
New York. At the same time, there was steady growth in Indian economic activity,
noteworthy recovery in IT/ITES industry, growing urbanization and a rising trend
towards nuclear families.

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Phase II (2006-2008) was a high growth phase where high demand for residential real
estate led to doubling of housing prices. Demand rapidly increased due to India‟s
growing population, accentuated urbanization, rising disposable incomes, rapidly
growing middle class and youth population, low interest rates, fiscal incentives on
interest and principal payments for housing loans and heightened customer expectations.
Phase III (2009-2010) witnessed substantial slowdown and part recovery in demand
because of the global economic downturn, which led to a decline in affordability and
tight liquidity. The retreat of various real estate investors, accompanied by slowdown in
the capital markets, has resulted in oversupply and falling prices.
Phase IV (2011-2014) is expected to remain a consolidation phase after slowdown.
Demand is expected to remain strong with capital values witnessing modest rise. This
period is expected to witness substantial supply of housing especially in urban areas.
In spite of the stupendous growth witnessed in the past 10 years, substantial housing
shortage is still prevalent in India. The housing shortage in India is estimated at 78.7
million units at the end of Phase II. The overall housing shortage in India is likely to
decline to 75.5 million units by the end of Phase IV.
However, housing shortage in urban areas will continue to rise owing to migration
towards urban areas and increasing trend of nuclear families. Housing shortage in urban
areas is estimated at 19.3 million units at the end of 2008, up from 15.1 million units at
the start of 2005. Housing shortage in urban areas is likely to touch a walloping 21.7
million units by the end of 2014.
Rural areas, on the other hand, will witness a reduction in housing shortage due to
migration and conversion of kutcha houses into pucca houses. The government‟s
continuous focus on improving the housing situation, especially for population below
poverty line, under schemes like Indira AwaasYojna, Rajeev Gandhi AawaasYojna,
Two Million Housing Programme, is expected to reduce housing shortage in rural areas.
Rural housing shortage is expected to decline to 53.8 million units by 2013-14 from 59.4
million units at the end of 2008.

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Retail Real Estate
In 2010, India witnessed the addition of more than 5 million sqft of organized retail mall
space across various primary and secondary locations. This was concentrated largely in
NCR, Mumbai, Bangalore and Chennai and was a consequence of the positive
sentiments amongst retailers on spatial expansion and enhancing their footprints across
the country. The growth of malls in India has increased to about 59 which comprises of
the retail stock. The retail stock share will increase to 36 per cent in the coming years.
Results found out through a survey state that the retail market is expected to grow in the
coming years. There is an increaseddevelopment of retail malls which are primarily
dominated by the local developers. All the 59 malls in the southern & Northern states
are either in the stages of construction or are already established. Few of the active
project developers in the Southern & Northern region are the Mantri Developers, The
Prestige Group, DLF, RMZ Corp and so on.
Indian retailers are seeking to implement their expansion plans in the prime cities as
well as select Tier II and Tier III cities. FDI in multi brand real estate, when finally
permitted, is expected to catalyze a lot of demand from international retailers. That said,
international luxury brands will restrict their growth plans to Mumbai, Delhi and
Bangalore.
Hospitality Real Estate
India‟s hospitality industry has enjoyed robust growth over the past few years buoyed by
a benign economic and political environment. Increase in domestic, business and leisure
travel has benefited hotels in India. Rising incomes, higher weekend trips and increased
access to travel-related information over the Internet have propelled growth in
hospitality. Premium segment hotels are more prominent in major business destinations
in India and are dominant in popular tourist destinations like Goa, which attracts a lot of
foreign clientele. In 2010, the industry saw only five private equity deals with a
cumulative value of $ 1 56 million.
By 2011, the amount grew to $299 million and during the first five months of 2012,
hospitality industry has raised $121 million from private equity. A few years back the

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industry was polarized between large five star hotels and small lodges. Now, both
domestic hotel chains and international brands are queuing up with several categories of
hotels to cater to different travelers in the value chain and that is why the demand for
real estate properties in India are increasing. Private equity players are also keen on
budget, mid-sized hotels that work on an asset light model than the asset heavy models
that take longer time to become profitable. The entry of several global brands to fill the
demand-supply gap has triggered private equity interest in the industry.
Special Economic Zone (SEZ)
The Government of India introduced the SEZ Act, 2005, to generate additional
economic activity, promote exports and create employment opportunities in the country.
Developing an SEZ is approximately 15 to 20 percent cheaper than developing non-SEZ
commercial space; given the various fiscal benefits available to SEZ developers several
real estate developers have been attracted to these projects. Under the new SEZ Policy,
formal approvals have been granted to 574 SEZ proposals as of March, 2010.As of
March 2010, there were 350 notified SEZs and 146 have received in-principle approval.
The SEZ Policy allows usage of as high as 50 percent of the SEZ area as non-processing
zone, offering significant potential for residential and support infrastructure.

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1.7 MARKET PLAYERS
India‟s real estate market is on a high growth curve. The industry is projected to grow to
US$50 billion by the end of 2010 at an average rate of 20%. Looking at the bigger
picture, the recession seems like a hiccup. Despite talks of price correction, the worse is
definitely behind us.
In this features, there are list of market leaders. Many are national players but some are
purely regional players and hence it would be unfair to compare them. The idea was to
identify national as well as local leaders. Of course, all such lists are subject to market
dynamics.
1.7.1.DLF Ltd
With a track record of 64 years, DLF is India‟s largest real estate company in terms of
revenues, earnings, market capitalization and developable area. It currently has pan
India presence across 30 cities with approximately 238 million sqft of completed
development and 413 million sqft of planned projects, of which 56 million sqft of
projects are under construction during FY10.
Project Spectrum: Residential, townships, commercial complexes, IT Parks, hotels,
multiplexes, etc.
Quick fact: Only listed real estate Company included in the BSE Sensex, NSE Nifty,
MSCI India Index and MSCI Emerging Markets Asia Index.
Latest: It will take its luxury mall DLF Emporio (already operational in New Delhi) to
other big cities such as Hyderabad and Chennai.
1.7.2.UNITECH
Established in 1972, Unitech is India‟s leading real estate developer in India. It is the
first developer to have been certified ISO 9001:2000 in North India.
Project Spectrum: Unitech offers diversified projects across residential, commercial/IT
parks, retail, hotels, amusement parks and SEZs segments. Unitech was the first real

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estate company to be part of the National Stock Exchange‟s NIFTY 50 Index. The
company has over 600,000
shareholders. Unitech and Norway based Telenor Group came together to build Uninor -
a telecommunication services company providing GSM services across India.
Latest: Has ventured into the infrastructure business by launching Unitech Infra.
1.7.3.AnsalAPI
Established in 1967 as a family business, Ansal API today is clearly amongst the real
estate leaders of India. Having established itself very strongly in the NCR region, Ansal
API is now focusing on ventures in cities like Bhatinda, Mohali, Amritsar, Ludhiana,
Jalandhar, Jaipur, Jodhpur, Ajmer, Sonepat, Panipat, Karnal, Kurukshetra, Faridabad,
Gurgaon, Greater Noida, and Ghaziabad, Meerut, Agra, Lucknow, to name a few. Ansal
API has till date, developed and delivered more than 190 million sq ft. The company
currently has a land reserve of about 9,335 acres.
Project Spectrum: Integrated Townships, Condominiums, Group Housing, Malls,
Shopping Complex, Hotels, SEZs, IT Parks and Infrastructure and Utility Services
Latest: Raised Rs231.4 crore through private placement of shares with institutional
investors for reducing its debt and execute ongoing projects.
1.7.4.SobhaDevelopersLtd
The Company was founded in 1995 by PNC Menon after he returned home from the
Middle East where he was acclaimed for quality interiors and construction since 1977.
Today, this Rs10 billion plus company is one of the largest and only backward
integrated company in the construction arena. Its IPO in 2006 was oversubscribed by
126 times that created history, being the first event of its kind in Indian capital markets.
Till date, Sobha has completed 47 residential projects, 13 commercial projects and 166
contractual projects covering about 36 million sqft area in 18 cities across India (as of
31 March 2010). The company currently has 21 ongoing residential projects aggregating

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to 8.5 million sqft, while 4.24 million sqft of contractual projects are under various
stages of construction.
1.7.5.ParsvnathDevelopersLtd
Incorporated in July 1990 by Mr Jain in New Delhi, Parsvnath today has a substantial
pan India presence in over 45 cities across 16 states. The company has emerged as one
of the most progressive and multi-faceted real estate and construction entities in India.
Project spectrum: Housing (premium, mid-market as well as affordable), office
complexes, shopping malls & hypermarkets, hotels, multiplexes, IT Parks and SEZs.
Quick fact: First real estate Company to have integrated with ISO 9001, 14001 and
OHSAS 18001.
Latest update: Has partnered with Red Fort Capital to execute a Concession Agreement
with DMRC for development of a prime Grade A office project in New Delhi‟s
Connaught Place.

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1.8. POLICYINITIATIVES
1.8.1 Investment Policy
The Government has proposed one per cent TDS (tax deduction at source) on transfer of
immovable property if the sale value exceeds Rs 50 lakh in urban centres and Rs 20 lakh
in other areas in the Union Budget 2012-13.
The Reserve Bank of India (RBI) has granted permission to foreign citizens of Indian
origin to purchase property in India for residential or commercial purposes. The
purchase consideration should be met either out of inward remittances in foreign
exchange through normal banking channels or out of funds from NRE/FCNR accounts
maintained with a bank in India.
According to the latest reforms, FDI up to 100 per cent under the automatic route in
townships, housing, built-up infrastructure and construction-development projects
(which would include, but not be restricted to, housing, commercial premises, hotels,
resorts, hospitals, educational institutions, recreational facilities, city and regional level
infrastructure) is allowed subject to the following guidelines (also for investment by
NRIs) The project shall conform to the norms and standards, including land use
requirements and provision of community amenities and common facilities, as laid
down in the applicable building control regulations, bye-laws, rules, and other
regulations of the State Government/ Municipal/ Local Body concerned.
The investor/ investee company shall be responsible for obtaining all necessary
approvals, including those of the building/layout plans, developing internal and
peripheral areas and other infrastructure facilities, payment of development, external
development and other charges and complying with all other requirements as prescribed
under applicable rules/ bye-laws/regulations of the State Government/ Municipal/ Local
Body concerned.
The State Government/ Municipal/ Local Body concerned, which approves the building/
development plans, would monitor compliance of the above conditions by the
developer.

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1.8.2.Investment Opportunities
Real estate emerged as the popular sector for private equity (PE) funds, which witnessed
investments worth US$ 1,700 million in the sector during 2011. PE in real estate
projects will fetch considerable returns by next year-end or early 2013. Limited partners
(who write cheque for funds) expect 15-25% returns from real estate deals. Foreign
investors are optimistic about India. All they want is prompt action and friendly policies.

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Chapter: 2
COMPANY ANALYSIS

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2.1 ABOUT PROPTIGER
PropTiger is an independent real estate advisor with a pan-India presence. We aspire to
be your first Partof call if you want to buy a residential property.
2.1.1 Our mission is:
"To help Indian families buy their dream home."
Headquartered in the National Capital Region of Delhi (NCR), PropTiger has been
founded by alumni of Harvard Business School, IIT and ISB who combined have
decades of experience in real estate in India and abroad.
PropTiger has a specialist team of real estate experts spread across 8 cities -
Noida,Gurgaon, Mumbai, Pune, Bangalore, Chennai, Kolkata and Ahmedabad.
Each of our staff is well trained across different aspects of buying residential property -
from helping you narrow down the various options, to selecting the optimal property for
you, to completing the final paperwork related to the transaction.
2.1.2 Our Services
We believe that our focused approach helps us stand out from our competitors.
Therefore, PropTiger only offers the following two services:.
1. Property Advisory - Buying an apartment in original booking from a developer
2. Loan Advisory - Applying for a home loan to finance the transaction
If you are a first time buyer of residential property, chances are that you might be
anxious and somewhat confused about how to buy a house and how to get it financed
through a loan. This is where PropTiger comes in. We recognize that there are many

27
different real estate brokers, consultants and advisors. However, what sets us apart from
all these worthy competitors is our unique combination of property and loan advisory.
The following are sequence of steps that our experts will take you through so that you
can buy your dream house:
Identification of suitable properties that meet your criteria – location, size,
budget, developer.
Budget analysis and affordability of property - how much can you afford and
what is your loan capacity.
Site visits, including viewing of sample flat if available.
Negotiation with developer for best price, terms of payment and location in
tower.
Completion of paperwork so that developer can send you allocation letter when
initial installments have been paid.
Thereafter, our specialist loan team can help you get the cheapest and the most credit
friendly loans on the best terms.
2.1.3 Our goal:
Our goal at PropTiger is to make the home-buying process easy, so that you can make
the best decision for you and your family.

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2.2 Builder Partner
Real Estate Developers We Work With
PropTiger is very selective in choosing which real estate developers to partner with. Our
in-house risk management team does extensive due diligence and research on each of
our developer partners to ensure that we are not putting our client's at risk by exposing
them to a developer who engages in irregular practices or has been known to defraud
home-buyers.
The following is a representative list of some of the developers we work with by city:
Noida
Gurgaon
Mumbai
Pune
Bangalore
Chennai
Ahemdabad
Indore

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2.3 Management Team-
DhruvAgarwala, Co-founder
Dhruv was the CEO of GE's Infrastructure business in India. He also led Institutional
Sales for GE in the country. He has held various senior roles with GE in the US and has
world-class operating and general management experience.
Dhruv had previously started a highly successful iron-ore mining company in India, as
well as started and exited an education business offering management training. Dhruv
holds a B.S. in Materials Science from Northwestern University, an M.S. from Stanford
University and an MBA from Harvard.
KartikVarma, Co-founder
Kartik has financial advisory and investment management experience in India, Asia, US
and Europe. He invested money for the Ziff family and thereafter for Europe's leading
hedge fund, TCI Fund Management, which managed money for wealthy families,
institutions and endowments. Before investing, Kartik worked as a mergers and
acquisitions banker at James D. Wolfensohn, Inc. in New York.
Kartik managed the operations for India's largest theatre company, Stagedoor, and
helped grow the troupe into a pan-India presence. He holds a B.A. from Delhi
University, an LL.B. from the London School of Economics and an MBA from Harvard.
During business school, he worked on starting a formula 1 racing team.
PrashanAgrwal, Co-founder
Prashan brings along a varied experience in Business Strategy, Operations and IT
spanning over 10 Years of professional experience. He brings a wealth of experience in
the Real Estate industry in India.

30
Prior to PropTiger, Prashan started one of the leading internet real estate brokerage
business in India. He has worked in senior roles with GE, ITC and Sapient. He holds a
B. Tech from IIT Kanpur and an MBA from Indian School of Business Hyderabad.
PropTiger was set up in February 2011
by DhruvAgarwala, KartikVarma and PrashanAgarwal. Agarwala and Varma were
classmates at Harvard Business School and had previously built iTrust Financial
Advisors, a mass-market wealth management business, which they subsequently sold to
the Karvy Group. PrashanAgarwal is an alumnus of IIT Kanpur and ISB, Hyderabad,
who had previous exposure in the Internet and technology businesses. PropTiger Realty
Private Limited is India's leading technology-enabled real estate marketing platform
aimed at first time home buyers. For buyers, PropTiger offers end-to-end services
starting from identifying apartment options, organizing site visits, budget and
affordability analysis, helping with unit selection and filing of the application with the
real estate developer to facilitating the cheapest housing loan. For property developers,
PropTiger offers a range of services to sell their new residential apartments inventory
during the initial launch.
PropTiger aspires to become India's largest online real estate broker - we want to be the
first port of call for Indians looking to buy a home.
The PropTiger founding team is comprised of real estate professionals who have been
involved in the buying of real estate for over 12 years cumulatively, and have
revolutionized the buying properties through the use of the internet.
PropTiger focuses on marketing new residential real estate developments, aimed at the
mid-end of the market, and has a transaction run rate of 300 units a month.
In a little over a year, the firm has booked transactions with gross value of property
aggregating to around Rs 1,100 crore. With a typical industry margin of 2-2.5 per cent
of property value, PropTiger would have clocked revenues of around Rs 22-27.5 crore.
Potential customers of PropTiger leave their required property specifications online.
Thereafter, the firm‟s real estate experts, all of whom are company employees, initiate
contacts with these clients and offer a wide range of services including identifying

31
apartment options, organising site visits, budget and affordability analysis, helping with
unit selection and application filing with real estate developers to facilitate housing
loans. When a client buys a property from uPropTiger, he will be given the status of a
Silver Preferred Member of the club for every eligible customer he refers who buys a
property from us, we will reward our client with reward points (these reward points will
depend on the Basic Sale Price of the property purchased by the referred customer and
the membership status of the client). These reward points can then be redeemed for
various Gift Vouchers from us which the client can use to buy exciting gifts (eg., iPod,
iPhone,
DigiCam, Mobiles, LCD, Laptop, etc.)
The company is now targeting Rs 10,000 crore of gross value of property sold by 2016,
which would, thereby, take its revenues to around Rs 200 crore or more.
KartikVarma, co-founder of PropTiger, said that the new funding would be used to
further strengthen the technology platform and hire more people. PropTiger believes that
the market is very fragmented with many small local players in this space and there is a
huge opportunity to build a pan-India property marketing services firm. Although there
are a few Internet-enabled real estate businesses, almost all of those are in the classified
listing business, which is a media play, and none of them provides end-to-end services
to home buyers.
At present, PropTiger has 200 employees who are mostly on-ground sales personnel,
and the company is looking to take this to 500 by mid-2013. The firm is currently
operating in eight top cities but has also booked deals outside these geographies. India is
in the early stages of a long cycle in residential ownership driven by rising income
levels, nuclearisation of families and a 20 million shortage in housing units.
Ravi Adusumalli of SAIF and PrashanthPrakash of Accel have joined PropTiger‟s board
as part of the investment to help middle-class Indian families achieve their home
ownership goals.
For SAIF, this is the first fresh portfolio investment in 2012. Earlier this year, it joined
IDG Ventures India in a $14 million series B round of investment into BrainBees

32
Solutions Pvt Ltd, which owns the brands FirstCry.com and GoodLife.com. SAIF had
also invested $4 million in the company in May 2011.
2.4 CSR POLICIES:
With the objective of promoting the philanthropic activities, other social and
environmental issues, the bank has CSR policy in place embodying the broader
principles for providing donations. The donations are made within the prescribed limit
of 1% of the published profits for the previous year. It focuses on economic, social,
cultural and geographical backwardness of the area.
2.4.1. KEY FEATURES:
The organization provides financial assistance for the benefit of handicapped
person or patients suffering from serious ailments.
Provide direct assistance or through prime minister‟s relief fund or chiefminister
relief‟s fund or any other national level or state level calamity relief fund to needy who
have suffered due to natural disaster and calamities.
Helps in rehabilitation of handicapped persons belonging to depressed classes of
society.
Provides for procurement of devices for kidney transplantation, cardiac
interventions, cancer patients, aids and other dreaded diseases, philanthropic support for
people belonging to economically deprived sections of the society.
Provides financial support to the orphanages.
Provides scholarships to meritorious students of depressed sections of the society
at various levels with focus on needy.
Providing technical and financial support for the Heritage Preservation through
sponsorship of awareness seminars, organizing social service camps, sponsoring arts and
literary works and preservation and development of important historical, religious,
tourist sites, museums, libraries, archives, scientific organizations and national
properties.

33
Donations are made directly to the depressed class of society including
physically challenged person or through a non government organization engaged in the
ameliorating of the sufferings of this class of society.
The organizaton‟s CSR is rooted in its Corporate Governance philosophy, which
in turn is woven around bank‟s commitment to ethical practices in the conduct of its
business, while striving in the constant quest to grow with profits and enhance
shareholders value and align interests of the shareholders, stakeholders and society
through adoption of best international practices and standards. Managing CSR is not
viewed as an extra cost or burden but is viewed not only as making good business sense
but also contributing to the long term prosperity of the bank and its ultimate survival.
Being a good neighbour and showing that you care on the one hand and being a
successful business on the other, are the flip sides of same coin.
The bank donated rs. One lakh to Maharaja Ranjit Singh Trust, New Delhi, for
the upliftment of downtrodden sections of the society .
During the flood inUttarakhand, food and necessity item were distributed to the
victims along with medical assistance and many relief camps.
Providing assistance to poor farmers of various states both financially and
technically.
Distributed 500 bicycles to the school going girls in the Madhepura district of
Bihar along with notebooks and pens.
Financial and marketing assistance to various NGOs working on social and
justice cause.
Launching blood donation camps with active participation from the employees
and encouraging public to do the same.
Protesting against killing of animals
Launching tree plantation programmes and active participation in various
environmental issues.
Spreading knowledge on disaster management and tips on safe driving.

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Chapter: 3
CUSTOMER RELATIONSHIP
MANAGEMENT

35
3.1 Introduction
Customer relationship management simply means managing all customer interactions.
In practice, this requires using information about your customers and prospects to more
effectively interact with your customers in all stages of your relationship with them.
Customer relationship management is a refocusing of traditional marketing with greater
emphasis being placed upon the creation of „customer value‟. Customer value is the
summation of all the positive effects that a supplier has upon the customer‟s business or,
in case of end users, their personal satisfaction. Creating and enhancing customer value
requires a detailed understanding of the customer‟s value chain & in particular
whereabouts in that chain wherein the opportunities for value enhancement lie.
The importance of retaining the customer can be proven by some of the facts given
below:
 Acquiring new customers can cost five times more than the costs involved in
satisfying and retaining current customers. It requires a great deal of effort to
induce satisfied customers to switch away from current suppliers.
 The average company loses ten percent of its customers each year.
 A five percent reduction in the customer defection rate can increase profits by
twenty five percent to eighty five percent depending on the industry.

36
3.2 Customer Relationship Marketing – A Broader Perspective
Traditionally marketing has been seen from the perspective of managing relationships
with the customer groups. However, a much broader viewpoint is appropriate in
relationship marketing. In order to provide the best value proposition in terms of both
the product and the customer service it is necessary to consider a wider range of
markets. The „six markets‟ model suggests that companies have a number of markets to
whom they need to direct marketing activity and formulate marketing plans. In addition
to formulating marketing and activity directed at existing and potential customers, a
company should also consider supplier markets, employee markets , „influencer‟ and
internal markets.
In addition to e marketing, companies are becoming more skilful in
customer relationship marketing and database marketing. Customer relationship
marketing enables companies to provide excellent real-time customer service by
developing a relationship with each valued customer through the effective use of
individual account Information. Based upon what they know about each customer,
companies can customize market offerings, services, programs, messages and media.
Customer relationship management holds that a major driver of company profitability is
the aggregate value of the company‟s customer base.
Winning companies are more productive in acquiring, keeping and growing customers.
These companies improve the value of their customer base by excelling at the following
customer strategies:
 Reducing the rate of customer defection.
 Increasing the longevity of the customer relationship.
 Enhancing the growth potential of each customer
 Through share-of-wallet, cross selling and up selling.
 Making low profit customers more profitable of terminating them.

37
 Focusing disproportionate effort on high value customers.
The below given table lists the main differences between mass
marketing and one-to-one marketing.
Don Peppers and Martha Rogers laid some of the groundwork for customer relationship
marketing in their book, the one-to-one future. Peppers and Rogers used a four-step
framework for one-to-one marketing:
o Identify your prospects and customers. Do not go after everyone.
Differentiate customers of the basis of their needs and their value to your company. As
for customer value, companies should spend proportionately more efforts on their most
valuable customers (MVCs).
This Table showing mass marketing and one-to-one marketing
Mass Marketing One-to-One Marketing
Average customer Individual customer
Customer anonymity Customer profile
Standard product Customized market offering
Mass production Customized production
Mass distribution Individualized distribution
Mass advertising Individualized message
Mass promotion Individualized incentives
One-way message Two-way message
Economies of scale Economies of scope
Share of market Share of customer
All customers Profitable customers
Customer attraction Customer retention

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3.3CUSTOMER MARKETS
The primary focus of marketing was and remains on the customer . More recently there
has Been changing emphasis in the focus of marketing from transactional
marketing, that emphasis in the focus of marketing from transactional marketing,
that emphasis the individual sale, to relationship marketing which emphasis on long
term relationship. The greater part of most companies marketing activities are directed
at seeking new customer and to ensure that the ongoing marketing activities are
directed at existing customers By placing too much focus on marketing activities
directed at new customer, companies often experience the “leaking bucket effect”,
where customer are lost because of insufficient marketing activity generally, and
customer service specifically , is been directed to them.
Too many companies, having secured a customer order then turn their attention to new
customers without understanding the importance of maintaining the relationship with
existing customers.
Table: Customer Relationship Marketing Ladder
Partners Emphasis on
emphasis on Advocate developing and
enhancing
new customers Supporter relationship (customer
keeping)
(customer Client
catching ) Customer
Prospect

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The Customer Relationship Marketing Ladder Of Customer
Loyalty :
The above figure shows customer relationship-marketing ladder of customer loyalty.
This suggests that too many firms over emphasize the identification of customers and
focus on trying to convert them into customers. By contrast little or no emphasis is laid
on generating repeat customers.
The objective of relationship marketing is to turn new customers into regularly
purchasing customers, and progressively move them through being strong supporters of
the company and its products and finally to being active and vocal advocates of
company thus playingAn important role as referral source. Customer service has a
pivotal role to play in achieving this progression up the ladder of customer loyalty.
It should be obvious that the traditional marketing mix elements of
product, price, place and promotion are the principle elements like customer service,
people and process are those used to move the customer into clients, supporters
and ultimately advocates for a company‟s product and services.
3.4 EVOLUTION OF CUSTOMER RELATIONSHIP MARKETING
STAGE 1 : Product Focus
In the early stages of the cycle, the leading supplier has products or services that
are significantly better than those of its competitors. customers are happy enough to
obtain them. It gains share and profitability. No matter how the other companies try to
compensate for the product or service weakness by relationship management, they will
lose.
Stage 2 : Customer focus
The high profits earned now attract competition, so several other companies
begin offering a similar product or service. Competition intensifies in the areas

40
of features and price. Companies try to maintain differentiation through the
feature mix and through branding. In customer markets, advertising expenditure
increases dramatically.
Stage 3 : Full customer focus
Initially, customer service focuses on aspects such as product maintenance or
customer training. Eventually it moves to the area of customer care. Here the
aim is to ensure that the benefits from the products or services are delivered
reliably from the first point of contact. This is not quite customer relationship
marketing, since the customer may still be approached by the same organisation
in a different guise with an attempt to sell the same product !
Stage 4 : Full Relationship Marketing
After branding and customer service the supplier must aim to manage all aspects
of their relationship with customers in a co-ordinated way. It is now important
to recognise that diversity in relationships the customer must be given due
importance.
Stage 5 : Enterprise Relationship Management
The relationship management now has to permit everything that enterprise does.
Observing customers closely, or working directly with them to address their
needs and requirements.

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3.5 CUSTOMER DATABASE AND DATABASE MARKETING
The point is to know the customer. And in order to know the customer, the company
store the information in a customer database marketing: A customer database is an
organized collection of comprehensive information about individual customers or
prospects that is current, accessible and actionable for such marketing purposes as lead
generation, lead qualification, sale of product or service, or maintenance of customer.
Relationships Database marketing is the process of building, maintaining and using
customer database and other database (products, suppliers and resellers) for the purpose
of contacting, transacting and building relationships.
Many companies confuse a customer mailing list with a customer database. A customer
mailing list is simply a set of names, addresses, and telephone numbers. A customer
database contains much more information; companies accumulate this information
through customer transaction, telephone queries, cookie information and information
from every contact with customer (a touch point).
A customer database ideally would contain the customer‟s past purchase, demographics
(age, income, family members, birthdays), psychographics (activities, interests and
opinion),mediagraphics (preferred media), and other useful information. For example,
the catalog company Fingerhut possesses some 1,400 pieces of information about each
of the 30 million household in its massive customer database. The royal bank of Canada
has individual data on its 9 million customers and is able to model the lifetime value of
individual customers, their potential interest in different offerings. Tomer cost is too
high in relation to the total customer value Caterpillar delivers. If it is, the buyer might
choose the komatsu tractors. Buyer will buy from whichever source he thinks will
deliver highest perceived customer value. Now let use this decision making theory to
help caterpillar succeed in selling to this buyer. Caterpillar can improve its offers in 3
ways. First it can increase total customer value by improving product, services,
personnel, image benefits. Second, it can reduce the buyer‟s no monetary cost by

42
reducing the time, energy, and psychic. Third, it can reduce its product‟s monetary cost
to the buyer.
Suppose caterpillar concludes that the buyer sees its offer as worth $20,000.Further,
suppose caterpillar‟s cost of producing the tractor is $14,000. This means that
caterpillar‟s offer potentially generates $6,000 over the company‟s cost, so caterpillar
needs to charge between $14,000 and $20,000. If it is charged less than $14,000 it won‟t
cover its cost; if it is charges more than $20,000, it will price itself out of the market.
The price caterpillar chargers will determine how much value will be delivered to buyer
and how much will flow to caterpillar. For example, if caterpillar charges $19,000, it is
creating $1,000 of customer perceived value and keeping $5,000 for itself. The lower
caterpillar sets its price, higher the customer perceived value, higher customer‟s
incentive to purchase. To win the sale caterpillar must offer more customers perceived
value then komatsu does.
Some marketers might argue that the process we have described is too rational. Suppose
the customer chose komatsu tractor. How can we explain this choice? Here are three
possibilities:
1. The buyer might be under orders to buy at lowest cost. The caterpillar‟s
salesperson task is to convince buyer‟s manager that buying on price alone will
result in lower long-term profits.
2. The buyer will retire before the company realizes that the komatsu tractor is
more expensive to operate. He is maximizing personal benefits as decision will
look good in short run The caterpillar salesperson‟s task is to convince other
people in buyer company that caterpillar delivers greater customer value.
3. The buyer enjoys a long term friendship with komatsu sales person. In this case,
caterpillar salesperson needs to show the buyer that the komatsu tractor will
draw complaints from the tractor operators when they discover its high fuel cost
and need for frequent repairs.The point of these examples is clear: buyers
operate under different constraints and occasionally take choices which give

43
more weight to their personal benefits than to company‟s benefit. However,
customer perceived value is a useful framework that applies to many
situationsand yields rich insights. Here are it implications: First , the seller must
assess the total costumer value and customer cost associated which each
customer‟s offer in order to know how his or her offer rates in buyer‟s mind .
Second, the seller who is at a customer perceived value disadvantage has two
alternatives:
to increase total customer value or to decrease total customer cost.
3.6TOTAL CUSTOMER SATISFACTION
Whether the buyer is satisfied after purchase depends on the offer‟s performance in
relation to the buyer‟s expectations. In general, satisfaction is a person‟s feeling of
pleasure or disappointment resulting from comparing a product‟s perceived performance
(or outcome) in relation to his or her expectations. If the performance falls short of
expectations. The customer is dissatisfied. It performance matches the expectation, the
customer is satisfied. If the performance exceeds the expectation, the customer is highly
satisfied.
The link between customer satisfaction and customer loyalty is not proportional.
Suppose customer satisfaction is rated on a scale from one to five. At a very low level of
customer satisfaction (say one) customer will are likely to abandon the company and
vice versa. Another set of bargaining tactics are responses intended to deceive, distort or
otherwise influence the bargaining. What tactics should be used when other side uses a
take it or leave it tactics or seats the other party on side of the table with the sun in his
eyes?
A negotiator should recognise the tactics, raise the issue explicitly, and question the
tactic‟s legitimacy and desirability – in other words, negotiate over it. negotiating fails,
the company should resort to its BANTA and terminate the negotiations until the other

44
party ceases to employ these tactics. Meeting such tactics with defending principles is
more productive than counterattacking with tricky tactics.
CUSTOMER RELATIONSHIP MANAGEMENT (CRM): THE KEY
The key aim of customer relationship management (CRM) is to produce higher
customer equity. Customer equity is the total of discounted lifetime value of all the
firm‟s customers. Clearly, more loyal the customers, higher the customer equity. Rust,
zeithaml, and Lemon distinguished three drivers of customer equity:
1. Value equity is the customer‟s objective assessment of the utility if an offering
based on perceptions of its benefits relative to its costs. The sub-drivers of value
equity are quality price and convenience. Each industry has to define a specific
factors underlying each sub drivers in order to find programs to improve value
equity. An airline passenger might define quality as sear width; a hotel guest
might define quality as room size. Value equity makes the biggest to customer
equity when products are differentiated and when they are more complex and
need to be evaluated. Value equity specially drive when they are more complex
and need to be evaluated. Value equity especially drives customer equity in
business market.
2. Brand equity is the customer‟s subjective and intangible assessment of the brand,
above and beyond its objectively perceived value. The sub drivers of brand
equity are customer brand awareness, attitude towards the brand and perception
of brand ethics. Companies use advertising, public relations and other
communication tools to affect these sub drivers. Brand equity is more important
than the other drivers of customer equity where products are less differentiated
and have more emotional impact.
3. Relationship equity is the customer‟s tendency to stick with the brand, above and
beyond objective and subjective assessment of its worth. Sub drivers of
relationship equity include loyalty programs, special recognition and treatment
programs, community building programs and knowledge-building programs.

45
Relationship equity is especially important where personal relationship count for
a lot and where the customers tend to continue with the suppliers out of habit or
inertia.
This formulation integrates value management, brand management and
relationship management within a customer-centred focus. Companies can
decide which factors to strengthen for the best payoff. The researcher believes
that they can measure and compare the financial return of alternative
investments. Companies now have a better framework for choosing strategies
and action based on which would provide the best returns on marketing
investments.
The starting point is everyone who might conceivably buy the product or service.
From these the Company determines the most likely prospects, which it hopes to
convert into first-time customers and then into repeat customers and then into
client-people whom the company treats very specially and knowledgeably.
The next challenge i to turn clients into members by starting membership
programs which offer benefits to the customer who join and then into advocates,
customers who enthusiastically recommend the company and its products and
services and others. The ultimate challenge is to turn advocates into partners.
Some customers inevitably become inactive or drop out. The challenge is to
reactivate dissatisfied customers through win back strategies. It is often easier to
retract ex customers (because companies know their name and history) than to
find new ones. The key is to analyze the causes of customer detection through
exit interviews and lost customer surveys. The aim is to win back those
customers who have strong profit potential.

46
How much a company should invest in building loyalty so that the costs do not exceeds
the gain? We need to distinguish five different levels of investmentIncustomer
relationship building:
1. Basic marketing:the salesperson simply sells the products.
2. Reactive marketing: the salesperson sells the product and encourages the
customer to call if he or she has questions, comments or complaints.
3. Accountable marketing: the salesperson phones the customer to check whether
the product is meeting the expectation. The salesperson also asks the customer
for any product improvement suggestion and any specific disappointments.
4. Proactive marketing: the salesperson contacts the customer from time to time
with suggestion about improved product uses or new products.
5. Partnership marketing: the company works continuously with its large
customers to help improve their performance.
More company practise only basic marketing when their markets contain many
customers and their unit profit margins are small. Whirlpool is not going to phone
each buyer to express appreciation. At best, it may set up a customer hot line.
At the other extreme, in markets with few customers and high profit
margins, most sellers will move towards partnership marketing. Sellers may also use
proactive marketing when it need to suggest customers about their new and improved
product through the salesperson. When the number of buyer is less, the seller may also
go for accountable marketing which is more personalised. In accountable marketing the
salesperson phones the buyer to check whether the product is meeting their expectation
and they also take suggestion from buyer for the improvement.

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3.7 LEVELS OF RELATIONSHIP MARKETING
LEVELS high margin medium margin low margin
Many customers / accountable reactive basic or
Distributors reactive
Medium no. of proactive accountable reactive
Customers/distributors
few customers / partnership proactive accountable
Distributors
As the figure shows, the likely level of relationship marketing depends upon the number
of customers and the profit margin level
The best relationship marketing going on today is driven by technology. GE plastics
could not target its e-mail effectively to different customers if it were not for advances
in database software. Dell computer could not customize computer ordering for its
global corporate customers without advances in web technology. Companies are using
e-mail, websites, call centres, database software to foster continuous contact person
what to do. It would list the kind of documents needed by police and by the hospital,
suggest the name of reliable medical and legal professionals and list reputable care
rental firms and repair shops in customer‟s area. Claims form would be available to full
out on the website. The claims adjuster, when he visits the driver, can use handheld
mobile computing device and digital camera to photograph the damage, send a

48
streaming video back to headquarters, get approval and print out a cheque for repairing
the car on the spot.
Chapter: 4
Research Methodology

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RESEARCH DESIGN
4.1 TITLE OF THE STUDY
“A study on customer relationship management with special reference to PropTiger”.
4.2 STATEMENT OF THE PROBLEM
Real estate is relatively a large concept and thus involves colonial volumes in terms of
customer and fund. To successfully cater to such large spectrum of customers it is
essential that this product is handled with utmost professionalism and essentially within
a well define set of guidelines.
So the present study is made to know how efficiently PropTiger is managing to cater to
the needs of the potential customer of the real estate customer.
4.3 OBJECTIVES OF THE STUDY
Objectives of the study undertaken are :-
1. To know CRM in real estate sector.
2. To understand how organizations can manage to play a healthy competition.
3. To know whether CRM techniques are employed or not at PropTiger.
4. To know how CRM plays a vital role for overall improvement and efficiency at
operations in the organization (PropTiger).
5. To know whether CRM improve organisation profitability or not.

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4.4 SCOPE OF THE STUDY
The study is limited to customer of PropTiger only. The study pertains to the PropTiger
real estate service. The study was conducted to analyse the customer satisfaction
towards PropTiger real estate services.
4.5 RESEARCH METHODOLOGY
4.5.1 TYPE OF RESEARCH
The type of research used here is exploratory research. Structured close ended and open
ended questionnaire were used as a search instrument.
4.5.2 SOURCES OF DATA
Data was collected from two sources namely primary source and secondary source.
PRIMARY DATA:
Primary data was collected by doing interviews with the customers of PropTiger at in
Bangalore.
SECONDARY DATA:
Secondary data was collected by web-sites, call centre leads etc. working on the existing
database of the organization.
4.5.3 TOOLS AND TECHNIQUES OF DATA COLLECTION
All the question in the questionnaire were according to the objectives of the research. In
the questionnaire the open-ended question and multiple choice questions were used.

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4.5.4 SAMPLE DESIGN
In this research study , the population comprise of the customers of PropTiger,
Bangalore. The numbers of customer surveyed were 100 in total.
4.6 operational definitions of the concept
1. CRM: Customer Relationship Management
“it is comprehensive set of process and technology for managing the relationship with
potential and current customers and business partners across marketing, sales and
service regardless of the communication channel”.
“customer relationship management is a comprehensive strategy and process of
acquiring, retaining and partnering with selective customers to create superior value for
the customer.”
2. Satisfaction- Satisfaction is a personal feeling of pleasure or disappointment resulting
from comparing a product perceived performance in relation to his/her outcome.
3. Consumer Behaviour-All psychological, social and physical behaviour of potential
customers as they become aware of purchase, consumes and tells others about the
product.
4. Product-Product is anything that can be offered to the market for attention,
acquisition, use or consumption that may satisfy needs or want. A product can be
physical product like automobile, a service like hotel etc.
5. Value-A customer value is bundle of benefits customer expects from a given product
or service.
6. HNI-High network individual account.

52
4.7 REFERENCE PERIOD
The study period covered in this research is for 2 months
4.8 LIMITATIONS OF THE STUDY:
1. The study was restricted to PropTiger customers only.
2. Sample size was restricted due to time constraint.
3. Some customers were reluctant to give detailed information about their purchase.
4. Data given by respondents are limited to their own attitude, perceptions, knowledge,
feeling and awareness.

53
CHAPTER :5
DATA ANALYSIS AND
INTERETATION OF THE
STUDY

54
5.0 DATA ANALYSIS AND INTERPRETATION
TABLE 5.1
TABLE SHOWING WHAT TYPE OF USE THE CUSTOMER OF
PROPTIGER IS INTERESTED IN
(n = 100)
Types of no. of Percentage
Accounts respondents
Personal or End Use 80 80.00%
Investment 20 20.00%
(source: primary data)
ANALYSIS
From the above table it can be analysed that majority i.e. 80.00% of the respondents
purchase property for end use whereas 20.00% of the respondents purchase property for
the purpose of investment.

55
GRAPH – 4.1
GRAPH SHOWING TYPE OF USE THE CUSTOMER OF
PROPTIGER IS INTERESTED IN.
Inference
From the above table and analysis it can be inferred that the majority of the respondents
buys property for end use from PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
end use investment
80%
20%
percentage
types of use

56
TABLE 4.2
TABLE SHOWING THE LAST TIME WHEN CUSTOMER GOT
ENGAGED IN BUSINESS WITH PROPTIGER.
( n = 100 )
Time Span No. Of Respondents Percentage
0 - 6 Months 50 50%
6 – 12 Months 30 30%
Greater than 12 Months 20 20%
TOTAL 100 100%
(source : primary data )
ANALYSIS
The above table shows that 50% of the respondents did last business with PropTiger
within 6 months, 30% of the respondents did last business with PropTiger in the time
span of 6 – 12 months whereas 20% of the respondents did business with PropTiger
more than a year ago.

57
GRAPH – 4.2
GRAPH SHOWING THE LAST TIME WHEN CUSTOMER GOT
ENGAGED IN BUSINESS WITH PROPTIGER
INFERENCE
From the above table and analysis it can be inferred that half of the respondents did
business with PropTiger within the time span of 6 months.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 - 6 months 6 - 12 months greater than 12 months
50%
30%
20%
percentage
last business

58
TABLE 4.3
TABLE SHOWING NUMBER OF TIMES THE RESPONDENT HAS
DONE BUSINESS WITH PROPTIGER.
( n = 100 )
Number of Business Deals No. Of Respondents Percentage
Single 40 40%
Twice – Thrice 45 45%
Greater Than Thrice 15 15%
TOTAL 100 100%
(source : primary data )
ANALYSIS
The above table shows that 45% of the respondents have done business with PropTiger
more than once but less than four times. 35% of them did single business deal with
PropTiger and the remaining 15% of them did business four times or more with
PropTiger.

59
GRAPH – 4.3
GRAPH SHOWING NUMBER OF TIMES THE RESPONDENT HAS
DONE BUSINESS WITH PROPTIGER.
INFERENCE
From the above table and analysis it can be inferred that more than half of the
respondents did business with PropTiger more than once.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
single twice to thrice greater than thrice
40%
45%
15%
percentage
frequency

60
TABLE 4.4
TABLE SHOWING BARRIERS FACED WHILE DOING BUSINESS
WITH PROPTIGER.
(N = 100)
PROBLEMS NO. OF RESPONDETNS PERCENTAGE
Negligence By Staffs 02 02%
High Charges 08 08%
Lack of Additional Services 05 05%
I Was Satisfied 80 80%
Other 05 05 %
Total 100 100%
(SOURCE: PRIMARY DATA)
ANALYSIS:
From the above table it can be analyzed that 80% of the respondents are satisfied with
the services of PropTiger. 08% faced the problem of high charges, 05% of the
respondents think there is lack of additional services, another 05% faced other problems,
while 02% of the respondents faced problems relating to negligence by staffs.

61
GRAPH 4.4
GRAPH SHOWING BARRIERS FACED WHILE DOING BUSINESS
WITH PROPTIGER.
INFERENCE:
from the above table it can be analyzed that most of the respondents didn‟t face any
problem as such and were satisfied by the offerings of PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
negligence by
staff
high charges lack of
additional
services
I was satisfied other
2%
8%
5%
80%
5%
percentage
problems

62
TABLE 4.5
TABLE SHOWING THE AWARENESS OF THE RESPONDENTS
REGARDING OTHER SERVICES OF PROPTIGER.
( n = 100 )
Awareness Of Services No. Of Respondents Percentage
Resales Services 50 50%
NRI Services 30 30%
Not Aware 20 20%
TOTAL 100 100%
( source : primary data )
ANALYSIS
From the above table and analysis it can be analysed that 50% of the respondents were
aware of the resales services of PropTiger whereas 30% of the respondents were aware
of the NRI services and 20% of the respondents were not aware of any of the services.

63
GRAPH –4.5
GRAPH SHOWING THE AWARENESS OF THE RESPONDENTS
REGARDING OTHER SERVICES OF PROPTIGER.
INFERENCE
From the above table and analysis it can be inferred that majority of the respondent were
aware of the services i.e. resales services & NRI services but few of the respondents
were not at all aware of the service offered by PropTiger.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
resales services NRI services None
50.00%
30%
20%
percentage
type of services

64
TABLE 4.6
TABLE SHOWING PERCEPTION OF CUSTOMER WITH
RESPECT TO PROPTIGER’S TIE-UP WITH BUILDERS &
FINANCIAL INSTITUTIONS.
.
( n = 100 )
Proper Tie-Up No. Of Respondents Percentage
Yes 90 90%
No 10 10%
TOTAL 100 100%
ANALYSIS
The above table shows that a majority i.e. 90% of the respondents feels that PropTiger
has satisfactory level of tie-up with builders and other financial institutions whereas
10% respondent believe that the level of tie-up is not up to the mark.

65
GRAPH – 4.6
GRAPH SHOWING PERCEPTION OF CUSTOMER WITH
RESPECT TO PROPTIGER’S TIE-UP WITH BUILDERS &
FINANCIAL INSTITUTIONS.
INFERENCE
From the above table and analysis it can be inferred that majority of the respondents
feels that PropTiger has satisfactory level of tie-up with builders and other financial
institutions.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
yes no
90.00%
10%
percentage
proper tie-up

66
TABLE - 4.7
TABLE SHOWING SATISFACTION LEVEL OF RESPONDENTS
TOWARDS THE SERVICES OFFERED BY PROPTIGER.
( n = 100 )
Satisfaction Level No. Of Respondents Percentage
Excellent 14 14%
Good 56 56%
Satisfactory 28 28%
Average 02 2%
Below Average 00 0%
TOTAL 100 100%
( source : primary data)
ANALYSIS
From the above table it can be analyzed that an majority i.e. 56% of the respondents
have an good overview regarding the services offered by PropTiger. 28% of the
respondents have a satisfactory review and 14% of them have an excellent review about
the services offered by PropTiger. 2 % of them revealed that it is average and none of
them said that it is below average.

67
GRAPH - 4.7
GRAPH SHOWING SATISFACTION LEVEL OF RESPONDENTS
TOWARDS THE SERVICES OFFERED BY PROPTIGER.
( n = 50 )
INFERENCE
From the above table and analysis it can be inferred that more than half of the
respondents were satisfied with the services offered byPropTiger. Only some of the
respondents felt that the services should be improved.
0%
10%
20%
30%
40%
50%
60%
Excellent Good Satisfactory Average Below
Average
14%
56%
28%
2%
0%
percentage
satisfaction level

68
TABLE – 4.8
TABLE SHOWING FACTORS WHICH IMPRESSED THE
RESPONDENTS ABOUT PROPTIGER.
( n = 100 )
FACTORS NO. OF RESPONSES PERCENTAGE
Staff 20 20%
Services 25 25%
Quality of Inventory 30 30%
Post Sales Services 20 20%
Other 05 05%
Total 50 100%
( Source : primary data )
ANALYSIS
From the above table it can be analyzed that most of the respondents i.e. 30% of them
were impressed about the quality of inventory of PropTiger whereas 25% were
impressed by the service of PropTiger and 20% of the respondents were impressed by
the staff members & post sales services of PropTiger. 5% of them were impressed with
other services of PropTiger.

69
GRAPH - 4.8
GRAPH SHOWING FACTORS WHICH IMPRESSED THE
RESPONDENTS ABOUT PROPTIGER.
INFERENCE
From the above table and analysis it can be inferred that most of the respondents were
impressed about the quality of inventory provided by PropTiger.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
staff services quality of
inventory
post sales
services
other
20.00%
25.00%
30%
20.00%
5%
percentage
features

70
TABLE – 4.9
TABLE SHOWING SOURCES THROUGH WHICH THE
CUSTOMER CAME TO KNOW ABOUT THE SERVICES OF
PROPTIGER.
( N = 100 )
SOURCE NO. OF RESPONDENTS PERCENTAGE
PRINT MEDIA 40 40%
ELECTRONIC MEDIA 30 30%
FRIENDS AND RELATIVES 20 20%
OTHERS 10 10%
TOTAL 50 100%
(source : primary data)
ANALYSIS
From the above table it can be analyzed that most of the respondents, i.e. 40% of them
came to know about the services of PropTiger through print media. 30% of the
respondents got the knowledge of the services of PropTiger through electronic media.
20% of the respondents got the information of services of PropTiger through their
friends and relatives. 10% of the respondents got to know about the services of
PropTiger through other sources.

71
GRAPH – 4.9
GRAPH SHOWING SOURCES THROUGH WHICH THE
CUSTOMER CAME TO KNOW ABOUT THE SERVICES OF
PROPTIGER.
INFERENCE
From the above table it can be analyzed that most of the customer came to know about
the services of PropTiger through Print Media.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Print Media Electronic Media Friends And
Relatives
Others
40%
30%
20%
10%
percentage
source

72
TABLE – 4.10
TABLE SOWING WHETHER THE RESPONDENTS WOULD
SUGGEST PROPTIGER TO THEIR FRIENDS AND RELATIVES.
( N = 100 )
SUGGESTION NO. OF RESPONDENTS PERCENTAGE
YES 90 90%
NO 04 4%
MAYBE 06 6%
TOTAL 100 100%
( SOURCES : PRIMARY DATA )
ANALYSIS
From the above table it can be analyzed that most that most of respondents, i.e. 90% of
the respondents would suggest PropTiger to their friends and relatives. 6% of the
respondents may or may not suggest PropTiger to their friends and relatives. 4% of the
respondents will not recommend PropTiger to their friends and relatives.

73
GRAPH – 4.10
GRAPHG SOWING WHETHER THE RESPONDENTS WOULD
SUGGEST PROPTIGER TO THEIR FRIENDS AND RELATIVES.
INFERENCE
From the above table it can be analyzed that most of the respondents would recommend
PropTiger to their friends and relatives.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Yes No Maybe
90%
4% 6%
percentage
suggestion

74
TABLE – 4.11
TABLE SHOWING SATISFACTION OF THE CUSTOMER WITH
RESPECT TO THE QUALITY AND BEHAVIOUR OF THE STAFF
MEMBERS OF PROPTIGER.
(N=100)
SATISFACTION LEVEL NO. OF RESPONEDENTS PERCENTAGE
HIGHLY SATISFIED 60 60%
SATISFIED 34 34%
NOT SATISFIED 06 6%
TOTAL 100 100%
( SOURCE: PRIMARY DATA)
ANALYSIS
From the above table it can be analyzed that most of the respondents, i.e. 60% of the
respondents were highly satisfied with the staff members of PropTiger. 34% of the
customers are satisfied with the staff member of PropTiger. 6% of the respondents were
not satisfied with the staff member of PropTiger.

75
GRAPH - 4.11
GRAPH SHOWING SATISFACTION OF THE CUSTOMER WITH
RESPECT TO THE QUALITY AND BEHAVIOUR OF THE STAFF
MEMBERS OF PROPTIGER.
INFERENCE
From the table it can be analyzed that most of the respondents were highly satisfied with
the staff members of PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
HIGHLY SATISFIED SATISFIED NOT SATISFIED
60%
34%
6%
percentage
satisfaction level

76
TABLE – 4.12
TABLE SHOWING SATISFACTION LEVEL WITH RESPECT TO
DOCUMENTATION & PAPERWORK OF PROPERTY IS TAKEN
CARE BY PROPTIGER.
( N = 100 )
Satisfaction level no. of respondents percentage
Excellent 60 60%
Good 20 20%
Average 16 16%
Poor 04 4%
Total 100 100%
ANALYSIS
From the above table it can be analysed that 60% of the respondents rated the
documentation and paperwork handling of the PropTiger as excellent. 20% rated it as
good. 16% rated the documentation and paperwork handling of PropTiger as average
whereas 2% rated it as poor.

77
GRAPH – 4.12
GRAPH SHOWING SATISFACTION LEVEL WITH RESPECT TO
DOCUMENTATION & PAPERWORK OF PROPERTY IS TAKEN
CARE BY PROPTIGER.
ANALYSIS
From the above table it can be analyzed that most of the respondents rated the
paperwork and documentation handling service of PropTiger with respect to property as
excellent.
0%
10%
20%
30%
40%
50%
60%
70%
Excellent Good Average Poor
60%
20%
16%
4%
percentage
satisfaction level

78
TABLE - 4.13
WITH RESPECT TO SPEED OF THE OPERATION AT
PROPTIGER.
( N = 100 )
SATISFACTION LEVEL NO. OF RESPONDETS PERCENTAGE
SATISFIED 40 40%
NOT SATISFIED 04 4%
TOTAL 100 100%
ANALYSIS
respondents are highly satisfied with the speed of operation at PropTiger. 40% of the
respondents were satisfied with the speed of the operation and 4% of the respondents
were not satisfied by the speed of operation.

79
GRAPH - 4.13
WITH RESPECT TO SPEED OF THE OPERATION AT
PROPTIGER
INFERENCE
From the above table it can be analyzed that most of the respondents were highly
satisfied with the speed of operation at PropTiger.
0%
10%
20%
30%
40%
50%
60%
Highly Satisfied Satisfied Not Satisfied
56%
40%
4%
percentage
satisfaction level

80
TABLE - 4.14
WITH RESPECT TO DISCHARGE OF SOCIAL OBLIGATION BY
PROPTIGER.
( N = 100 )
SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE
SATISFIED 32 32%
NOT SATISFIED 08 8%
TOTAL 100 100%
( SOURCE : PRIMARY DATA)
ANALYSIS
From the above table it can be analyzed that 60% of the respondents were highly
satisfied by the way PropTiger discharges its social obligation. 32% of the respondents
were satisfied by the way PropTiger discharged its social obligation and 8% of
respondents were not satisfied by the way PropTiger discharged its social obligation.

81
GRAPH - 4.14
WITH RESPECT TO DISCHARGE OF SOCIAL OBLIGATION BY
PROPTIGER.
INFERENCE
From the above table it can be analyzed that most of the respondents were highly
satisfied by the way PropTiger discharges its social obligation.
0%
10%
20%
30%
40%
50%
60%
70%
Highly Satisfied Satisfied Not Satisfied
60%
32%
8%
percentage
satisfaction level

82
TABLE - 4.15
TOWARDS COMPLAINT REDRESSAL AGENCY OF
PROPTIGER.
( N = 100 )
SATISFACTION LEVEL NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 40 40%
GOOD 36 36%
AVERAGE 16 16%
BELOW AVERAGE 08 8%
TOTAL 100 100%
( SOURCE : PRIMARY DATA )
ANALYSIS
From the above table it can be analyzed that most of the respondents, i.e. 40% rated
complaint redressal agency of PropTiger as excellent, 36% of the respondents rated
redressal methods of PropTiger as good. 16% of the respondents rated it as average and
8% of the respondents rated the complaint redressal agency of PropTiger as below
average.

83
GRAPH - 4.15
TOWARDS COMPLAINT REDRESSAL AGENCY OF
PROPTIGER.
INFERENCE
From the above table it can be analyzed that most of the respondents rated the complaint
redressal agency of PropTiger as excellent.
0%
5%
10%
15%
20%
25%
30%
35%
40%
excellent good average below average
40%
36%
16%
8%
percentage
satisfaction level

84
TABLE - 4.16
TABLE SHOWING WHETHER THE QUERIES OF RESPONDETS
WERE ENTERTAINED PROPERLY.
(N = 100)
TOLL FREE NUMBER NO. OF RESPONDENT PERCENTAGE
YES 95 95%
NO 05 05%
TOTAL 100 100%
(SOURCE: PRIMARY DATA)
ANALYSIS
respondents were satisfied by the way in which their queries were addressed whereas
05% of the respondents did not feel that their queries were addressed efficiently at
PropTiger.

85
GRAPH - 4.16
GRAPH SHOWING WHETHER THE QUERIES OF RESPONDETS
WERE ENTERTAINED PROPERLY.
ANALYSIS
From the above table it can be analysed that most of the respondents were satisfied by
the way in which their queries were handled.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
YES NO
95%
5%
PERCENTAGE
REPONSE

86
TABLE - 4.17
TABLE SHOWING WHETHER RESPONDENTS HAVE BRAND
LOYALTY TOWARDS PROPTIGER.
(N=100)
BRAND LOYALTY NO. OF RESPONDENTS PERCENTAGE
YES 96 96%
NO 04 4%
OTHERS 100 100%
ANALYSIS:
From the above table it can be analyzed that most of the respondents, i.e. 96% of them
have a brand loyalty towards services rendered by PropTiger. Whereas 4% of them do
not have brand loyalty towards services of PropTiger.

87
GRAPH - 4.17
GRAPH SHOWING WHETHER RESPONDENTS HAVE BRAND
INFERENCE:
From the above table it can be analyzed that most of the respondents have brand loyalty
towards services of PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
YES NO
96%
4%
PERCENTAGE
RESPONSE

88
TABLE - 4.18
TABLE SHOWING WHETHER RESPONDENTS ARE INFORMED
ABOUT CHANGE IN SERVICES OR ABOUT NEW SERVICES ON
TIME.
(N=100)
YES 90 90%
NO 10 10%
OTHERS 100 100%
ANALYSIS:
From the above table it can be analysed that most of the respondents, i.e. 90% of them
have information regarding change in services or new services by PropTiger. Whereas
10% of them do not have brand loyalty towards services of PropTiger.

89
GRAPH - 4.18
GRAPH SHOWING WHETHER RESPONDENTS HAVE BRAND
INFERENCE:
From the above table it can be analysed that most of the respondents are aware of new
or change in services of PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
YES NO
90%
4%
PERCENTAGE
RESPONSE

90
TABLE - 4.19
TABLE SHOWING WHETHER RESPONDENTS GET PROPER
DISCOUNT IF THEY GO FOR BULK BOOKING.
(N=100)
YES 80 80%
NO 20 20%
OTHERS 100 100%
ANALYSIS:
think that the discount is attractive if they go for bulk booking by PropTiger. Whereas
20% of them do not think the discount is attractive if they go for bulk booking by
PropTiger.

91
GRAPH - 4.19
GRAPH SHOWING WHETHER RESPONDENTS GET PROPER
DISCOUNT IF THEY GO FOR BULK BOOKING.
INFERENCE:
From the above table it can be analysed that most of the respondent think they get
proper discount if they go for bulk purchase by PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
YES NO
80%
10%
PERCENTAGE
RESPONSE

92
TABLE - 4.20
TABLE SHOWING WHETHERTHE CHARGES OF PROPTIGER
IS NOMINAL WHEN COMPARED TO THE COMPETITORS
PRICE.
(N=100)
YES 70 70%
NO 30 30%
OTHERS 100 100%
ANALYSIS:
think that the Charges of PropTiger is nominal when compared to its competitors.
Whereas 30% of them do not think the charges of PropTiger is nominal compared to its
competitors.

93
GRAPH - 4.20
GRAPH SHOWING WHETHER THE CHARGES OF PROPTIGER
IS NOMINAL WHEN COMPARED TO THE COMPETITORS
PRICE.
INFERENCE:
From the above table it can be analysed that most of the respondents think that the
Charges of PropTiger is nominal when compared to its competitors.
0%
10%
20%
30%
40%
50%
60%
70%
YES NO
70%
30%
PERCENTAGE
RESPONSE

94
TABLE - 4.21
TABLE SHOWING WHETHER THE RESPONDENTS PREFER
TOLL FREE NUMBER WITH PROPTIGER.
(N=100)
YES 90 90%
NO 10 10%
OTHERS 100 100%
ANALYSIS:
feels the need for toll free number with PropTiger. Whereas 10% of them do not think
there is a need for toll free number with PropTiger.

95
GRAPH - 4.21
GRAPH SHOWING WHETHER THE RESPONDENTS PREFER
TOLL FREE NUMBER WITH PROPTIGER.
INFERENCE:
From the above table it can be analysed that most of the respondents prefer to have a toll
free number with PropTiger.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
YES NO
90%
10%
PERCENTAGE
RESPONSE

96
Chapter 6:
FINDINGS, SUGGESTIONS AND
CONCLUSION

97
6.1 SUMMARY OF FINDINGS
The findings are based on the interaction with the present customer i.e. HNI customer
held during the study.
1. It was found that majority of the respondents bought property for end use from
PropTiger.
2. Majority of the respondents engaged in business with PropTiger more than once.
.
3. Most of respondents are aware of the other services of PropTiger like Re-Sales
and NRI Services.
4. Most of the respondents feel that PropTiger has good network tie-ups with
builders & financial institutes.
5. Most of the respondents have a good review regarding the services offered by
PropTiger.
6. Most of the respondents would suggest Andhra Bank to their friends and
relatives.
7. Most of the customers think that the speed of operation is speedy and easy at
PropTiger
8. Most of the respondents think that PropTiger is discharging its social obligation
in a proper way.
9. Most of the customer are with the complaint redressal agency of PropTiger.
10. Most of the customer has brand loyalty towards PropTiger.

98
11. Most of the customer think that the charges of PropTiger is nominal compared
to that of its competitors.
12. Most of the customer prefer toll free number with PropTiger.
6.2 SUGGESTIONS AND CONCLUSION
1. PropTiger is leading the target market with higher market share but the necessity
arises in the stiff competition to stick and improve from the present position to
the delight of customers.
2. The frequency of the transactions with customer are more than once but still It is
the challenge to serve better compare to all other competitive real estate channel
partners to increase the number of customer visit for transacting.
3. Here the market share analysis shows there is a tough competition in the market,
so the need is to retain the present customer from hopping to those firms.
4. The organization can target revenue and profit centre like re-sales and NRI Sales
to enhance the customer base.
5. Most of the customers are happy with the services provided and the importance
of bank specially staff and quality of inventory. It is the bonding of the
organization to delight them through the best possible services in a least
available time.

99
6.3 GENERAL RECOMMENDATIONS
1. The service should offer extra benefits to the customers.
2. The organization can think on cutting the charges slightly in order capitalize the
market in a more efficient way.
3. Promotional campaign can be started area wise.
4. Clear boards and posters can be put inside the premises of some society and
projects so that potential customers can be made aware of the services of
PropTiger.
5. An extension mailer activity can be carried on.
6. Follow up has to be made mandatory, because regular follow up will bring in
new reference from the existing relationship.
7. The organization should provide toll free numbers.

100
6.4CONCLUSION
PropTiger has been ranked first in the study undertaken in the purview of other
competing real estate firms.
This gives us a clear idea that the organization is the best in its area of service but the
stress is on the expansion of customer base and increasing the number of deals by
providing the best services in a least time available at economic charges.
The study results show that the organization is the leader in its area but has to remain at
the same position with higher revenues by expanding the customer base with new and
feasible service plans which delight the customers and more important is retaining the
existing customers.

101
ANNEXURE
BIBLIOGRAPHY
1. C.R. KOTHARI, “ RESEARCH METHODOLOGY ( Methods and
techniques ) ” , 1995, WishwaPrakashan.
2. DONALD R. COOPER and PAMELA S. SCHINDLER , “ Research
Methodology ” , 1999, Tata McGraw Hill.
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INTERNET:
1. GOOGLE.COM
2. SCRIBD.COM

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