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How Relationship marketing affects the customers and sales within Tesco
supermarket?





By
HARINDER SINGH RAJPAL
STU 21209



Enrolment date: April 2010
Course: MBA
Date: July 29
th
, 2011
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Page count: 17,255 (excluding abstract, acknowledgement, reference and
appendix page)



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Table of Contents:
Acknowledgement7
Abstract..8
Chapter 1: Introduction.9
1.0. Introduction to problem.9
1.0.1. Problems background10
1.0.2. Statement of purpose11
1.0.3. Rationale.11
1.1. Objectives and Aims for research.12
1.1.1. Research's question.12
1.2. Research methods13
1.3. Suppositions and Limitations..13
1.4. Thesis description.13
1.5. Conclusion.14
Chapter 2: Literature review.15
2.0. The Six Market model 15
2.1. Benefits of RM..19
2.2. Implications of RM..20
2.3. Measuring Customer Loyalty.21
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2.4. Customer Satisfaction.23
2.5. Customer Retention.26
2.6. Conclusion.30
Chapter 3: Research methods...31
3. Introduction31
3.1. Purpose of study31
3.2. Research question.32
3.2.1. Hypotheses..32
3.2.2. Research problem..32
3.3. Instrument.33
3.4. Population.33
3.5. Sample34
3.6. Data collection34
3.7. Research approach...35
3.7.1. The Inductive versus the Deductive approach.36
3.7.2. The Qualitative versus the Quantitative approach..37
3.8. Summary...38
Chapter 4: Analysis of results39
4.0. Introduction39
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4.1. Discussion of results40
4.2. Findings.55
4.3. Conclusions..56
Chapter 5: Findings, Conclusions and Recommendations, Limitations.57
5.0. Introduction57
5.1. Synopsis of findings57
5.2. Recommendations..61
5.3. Limitations.64
5.4. Future research agenda..67
5.5. Conclusion69
Reference70
Appendix 1: Electronic message..81
Appendix 2: Online questionnaire82
Appendix 3: Survey data84





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List of figures and tables:
(1) Figure 1: Deductive versus Inductive approach..36
(2) Figure 2: Survey overview..40
(3) Figure 3.42
(4) Figure 4.43
(5) Figure 5: With Club card.46
(6) Figure 6.47
(7) Figure 7.47
(8) Figure 8: No Club card...48
(9) Figure 9.50
(10) Figure 10: Reach ability of shop.50
(11) Waiting time at the checkouts.51
(12) Figure 12.52
(13) Figure 13: Feel good factor about customer services.53
(14) Figure 14.54
(15) Figure 15.55
(1) Table 1: Cross tabulation43
(2) Table 2: Chi-square statistics for Question no: 1 and 2.44
(3) Table 3: Cross tabulation of Q2 and Q3.46
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Acknowledgement:
I am grateful to my supervisor Mr. Stephen Humphrey for his valuable support
due to which I have able to complete this research. It is very hard to express
but due to his personal support made this possible to reach the journey. His
understanding, backing and encouragement and especially, his swift,
productive and deeply valued feedback and disparagement, were precious for
the study, scribing and finishing point for the research. I am very thankful to
you.













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Abstract:
The various British supermarket retailers roll out different loyalty cards to
retain customers. This research was carried out to study the effect of
Relationship Marketing techniques such as Club card while taking into
account the significant components of Tesco supermarket which helps in
improving the performance. Critics have argued that loyalty cards are just like
a bribe and customers are not loyal to one supplier and also shop at other
supermarkets. The research is centered on the problem outlined to measure
the significant components of Tesco supermarket which helps in improving
performance. The literature review covers the Six Market model and
measures the loyalty of customers, satisfaction level of customers and
retaining the customers to determine the significant components of Tesco
supermarket.
The findings as per literature review shows which could be the significant
components of Tesco supermarket. The research was developed through
libraries and electronic database, books, academic journals and was desk-
based. The primary data was collected through sample population via online
questionnaire in supplement to secondary data. The research approach
followed is deductive one as it allows the researcher to accumulate the data
through literature and through quantitative evaluation of people opinions living
in UK by conducting online questionnaire. The conclusion is based on the
findings of the online questionnaire or web survey and literature review and
the recommendations for the strategic significant components of Tesco
supermarket.




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Chapter 1: Introduction
1.0. Introduction to problem:
The concept behind relationship marketing is not new. RM is a substitute
tactic to the conventional marketing mix approach, a way to obtain sustainable
viable lead and the finest approach to preserve consumers for longer time.
Berry (1983) initially made use of the word 'Relationship Marketing' and since
then the theory has been researched under several other names. RM has still
to attain recognized position and significance (Buttle 1996) whereas Palmer
(1996) argues that conversation of RM has fail to stand the idea and that
therefore elucidate the scope from sales incentive to a principal trade values.
Marketing in relational terminology means to confirm, sustain and augment
relationships with customer and supplementary associates, at a gain in
accordance with purposes of the teams concerned are fulfilled and this is
attained by shared trade and completion of agreements (Gronroos (1997).
Tesco launched its loyalty club card scheme in 1995 and some argued that
loyalty schemes are simply kickbacks and customer don't actually concern
from where they do shopping. 55% of supermarkets purchasers thought that
their supermarket increased price to shell out for its loyalty schemes as per
NOP's September 2002 survey (Blythman 2005).
The relationship marketing means acquire customer as associates, a practice
much distinct than conventional transaction-based marketing (Bowen and
Shoemaker 1998). The purpose of RM is to give a company the capability to
treat its customer as individual and thereby build up a long-lasting trade
relationship among them (Peppers and Rogers 1995). Rosenburg and Czepiel
(1984) reveal this opinion as they assert that 'some corporations appear
bowed on constant amounts of new customers to suppress frequent shortfalls
of presented ones. The significance of retention is emphasized by
investigations that propose the cost of hiring customers, in a grocery
perspective is significantly greater than retention cost (Sirohi et al, 1998)

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1.0.1. Problems background:
In early 1997, contentment at a good job being done was leading way to
disturbance at Tesco and the data promised more than was being delivered
and the demand was to preserve the enormous control that Club card had
attained for Tesco (Hunt et al. 2003). Tesco needed to make some
fundamental business decisions that too with better belief if the information
might be prepared to divulge more of the actual consumer behavior behind
them and for this Tesco needed to address five main business problems
(Hunt et al. 2003):
(1) Price sensitivity: Tesco needed to know which of their million of customer
cared about discounts and which product and commodities they most wanted
to see discounted, so that they could compete the confrontation as intensely
as any competitor however on their own conditions, spending in price cut
where the cash would perform solidly.
(2) Ranging for customers: Tesco want to de-average its offers to customers
and design it more specifically to offer to local requirements and if they get a
clear picture of the tastes if each store's constituency, they could profitably fill
more of the holes in their customers' baskets.
(3) Range creation: Tesco food team wanted to bring in latest ranges aimed at
the rising number of consumers who had particular nutritional requirements
and choice.
(4) Promotions: The measure of the success of the promotions like '20% off'
and 'buy one get one free' has been sales.
(5) Competitive attack: Club card provided Tesco who their customers were
and who were not. Segmenting the customers on the base of crude geo
demographics, RFV and collecting data at store department level was useful
but too bland and unfocused for work but with Club card, Tesco know about
'who, what, when and how much' or but not 'why' and for this Tesco needed
to create a useful measure of loyalty.
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1.0.2. Statement of purpose:
As relationship marketing concern is on the twofold focus of finding and
retaining customers and aims to cover all three factors such as quality,
customer service and marketing under one loop in the context of competitive
marketing strategy (Payne et al. 1995). In an effort to find that how RM does
affects customers and sales in a Tesco, the study will examine the effect of
RM in boosting the sales and retaining the customers. In accomplishing this,
the research will find out the significant factors involved in employing RM
technique.
1.0.3. Rationale:
The 1980s and 1990s saw the rising fame of the relationship marketing idea,
with substantial development in the amount of educational documents being
issued on this subject. Early work on the subject related to the business-to-
business sector or services marketing perspective and contemporary RM
theory originates from interaction and network approach concept being
popularized by International Marketing and Purchasing group in 1976
(Gronroos 1997).
RM adopts a holistic approach to attract new customers and focus on creating
relationships in the way that intimates with relationships that consumer have
with each other and in this way consumer can recommend companies to
which they feel are nearer through RM and RM aim at those who get a good
offer rather than thinking too much about saving and best deals and these
consumers are those who are targeted by companies to know about their
shopping habits and companies try seek information on these consumers so
that their habit form around the company product (Little and Marandi 2003).
As an extended version of the RM approach, several organizations have
brought in loyalty schemes. Firstly, such schemes only gave discount to
customers shopping regularly. Though, retailer such as Tesco has introduced
loyalty schemes out to other fields. Tesco's Clubcard scheme can be used in
several distinct settings and also provides useful information to the business,
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which it can utilize to review the details of a consumer's shopping habit and
aim at that consumer's habit in a very precise way (Hunt et al. 2003).
1.1. Objectives and Aims for research:
The purpose of the research is to find the significant components of Tesco
supermarket which helps in improving performance and to ascertain the effect
of relationship marketing technique such as Club card that which attained
massive lead and which lead Tesco to make some fundamental changes into
business decisions to overcome the pressure.
As inspired by the aim of the study, the primary objective of thesis is to
observe and explore the application of RM technique helps in improving the
performance or not and the loyal customers who use Tesco club card do
shopping at Tesco store or some other store also. In the framework the main
objectives of the research study can be stated as:
To scrutinize the effect of RM on performance.
To check the loyalty of the customer those who make use of RM technique
like Tesco club card.
To know whether the sales boost or not with use of RM technique.
1.1.1. Research's question:
What could be the significant components of Tesco supermarket which helps
in improving the performance and effect of the RM scheme like Club card to
manage the customers?
The research is to carry out to find about whether:
(1) The application of RM improves the performance of Tesco store or not i.e.
is the performance improving or declining and what could be the factors which
can lead to poor performance?
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(2) Do the schemes like loyalty club card helps Tesco store to retain customer
or not?
(3) Do the customers help push the sales within Tesco store with the help of
RM or not?
(4) Do Tesco have the feel good factor about the customer services?
1.2. Research Methods:
The research was developed through libraries or electronic databases, books
or articles and from academic resources and was desk-based. The researcher
accumulated primary data through sample populations via online
questionnaire or web survey in supplement to secondary data. The research
assessed the significant components of Tesco supermarket that help in
improving performance.
1.3. Suppositions and Limitations:
Numerous suppositions and limitations concerned to this research. Firstly, the
research used the online questionnaire or web survey mechanism which
indicates the respondents were bounded to express their judgments' on the
set of questions except have to pick from number of options available. Thus
the responses got may not be that accurate which signifies the respondent's
opinion although nearly corresponds to the opinion.
The sample size was not that too big and doesn't indicate that the sample in
the research is representative of the larger demographic which is the other
drawback of this research. The last drawback is the researcher's less
experience in managing erudite exploration and appraising the information.
1.4. Thesis description:
There are five chapters in this research, chapter one outlines the interested
area and the issues to be dealt with and discusses the research questions,
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limitations and the chosen methodology in brief. The chapter two discusses
the literature review on the Six market model, benefits and implications of RM
and how to measure the loyalty of customers, satisfaction level of customers
and retaining the customers. The chapter three discusses the methodology
and the tactic deployed in collecting primary as well as secondary information
which deduce the rationalization of the definite choices and also
acknowledges certain intrinsic drawbacks. The chapter four discusses the
findings collected from primary as well as secondary information and the
answers to the research questions outlined in chapter one and also exhibits
the breakdown study of the research questions which validates the hypothesis
of the research owing to findings. The chapter five ends the study and exhibits
the recommendations for this research.
1.5. Conclusion: The research focuses on the significant components of the
Tesco supermarket which helps in improving the performance as outlined in
this chapter. The chapter subsequent to this exhibits the literature evaluated
for the research.









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Chapter 2: Literature review
2.0. The Six Market model:
Adrian Payne et al. (1995) recognize six markets that are vital to Relationship
Marketing, and propose that only concentrating on one or two of these
markets is a frequent error that results in unproductive functioning and a
letdown to large extent (Payne et al.1995). Hunt et al. (2003) advise that
much of Tesco's achievement is listed to the corporation having commenced
this Six Markets Model precisely, devotedly and with great notice to key
elements (Hunt et al. 2003), and recognize the several phases of Tesco's
achievement as with completely in link with the six different markets.
Therefore, by examining Tesco's execution of the Six Markets model, it must
be viable to establish not just causes for earlier achievement, but as well
fields where development is still possible.
Internal Markets:
Internal markets comprise a corporation's capability to support worker to
adjust to the corporation's beliefs, and to respond to alter in an optimistic and
practical way. Thus it helps worker to found a compelling association with the
corporation, which has a plenty of advantages:
Workers are pushed to work hard for the corporation and have sense of
belonging within a part of the group (Hunt et al. 2003);
Workers are pleased in their work and this converts to an extra valuable
approach when it appears to do business with customers, thus builds
(probably fragile) staff-customer relationships;
Workers are more probably to stay with the corporation, lessening the
requirement to churn and encourages trained worker to move on within
Tesco's rank.

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Some analyst argues that the plan that internal markets enhance workers
loyalty is a illusion, and is established on conventional observations of
corporation-workers relationship that neglect to keep in mind the environment
of modern corporations, where several administrators are considered to have
only minimal power. Nonetheless, a more advanced understanding of this
kind of association may imply that workers are consequently encourage to
build up an effective mutual emotion amongst themselves, thus create
relationship that assist to produce a particular uniqueness for a store. This
definitely would respond to improved workers retention (Rowe and Barnes
1998).
Supplier Markets:
This is the field where Tesco's strategy has been powerfully criticized. Tesco
itself maintains that it has sound relationships with its supplier, who sees
Tesco as associate (Tesco Annual Report 2009). Though, this proposition is
perceived by few as an advertising approach that fails to show the exact
condition. As Davey (2008) notes that Tesco's supplier have accuse it of
undergoing the forceful stand in the negotiation and just hand them a piece of
document with the price rate they would be compensated but Tesco replies it
is to just negotiate the finest deal with supplier on behalf of customer (Davey
2008).
In the current financial slump, Tesco purportedly tried to influence its supplier
to slash their own cost so that Tesco's store can propose cost reduction with
no damage to the company earnings. Supplier complains that they had
previously been pressurized in earlier years, and that Tesco's demand was
not possible to agree to. Though, Tesco's bazaar controls ensure that it is in
favor of the almost all parts to dictates its term in this field and the relationship
- though sound - is very inequitable. For example, suppliers makes profit as
long as they provide products to Tesco, and the supermarkets know that if
they lose Tesco as their customer would be big loss in compare to meet
demand to lower the cost. This is a important field where Tesco can be seen
to be influencing it unquestionable marketing influence which verge on a
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domination in few area acceptable to take advantage of the short of
equivalence in its relationships with supplier (Tesco Annual Report 2009).
Recruitment Markets:
Recruitment is an imperative component of the achievement of any
corporation, and expands to relationship with recruitment supplier and
advisor. The formation of operative margins that dictates a corporation
internal structure concerning recruitment follows to a noticeably better
recruitment centered, which recognize that everybody functioning within a
corporation such as Tesco is both a suppliers and a customers. As Fisk
(2006) notices that lay off have become a reality of existence for British
industries. Many trained and competent peoples have been force to go back
into job markets and it seems that companies have even better resource of
promising applicants to choose from. The reality is that it has increasingly
become very hard to find good workers. In such vibrant and accomplished
recruitment markets which exist to level afar the corporations limit, it's vital
that sound relationship must be highlighted in terms of (a) promising workers,
(b) staffing consultant, and (c) present workers who may encourage the
choice of those who want to work with the company.
Referral Markets:
Tesco has applied amount of scheme planned to boost referrals, which arise
when consumer push other consumer to use the brands benefits. This type of
tittle-tattle promotion is far less disturbing than any other, and involves the
company exploits relationship between consumers in order to set up new
relationship with new consumer (Sahaf 2001). For eg, the Computer for
School program has seen consumer encourage other shopper to use Tesco in
order to boost the figure of voucher they get; minimal price is believed to
make conversation among shopper, especially during the present financial
slump; talking of Club card benefit result in new consumer opting for the Club
card choice. All these actions strengthen the significance of the Referral
Market and make sure that Tesco is able to benefit upon its achievement
when it comes to encourage consumer to refer other customer. Though,
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Tesco has struggled to get little accomplishment is 'actualized referral', a
familiar marketing practice whereby consumer gets rewarded to refer other
consumer. It's challenging to envisage how this can be included into the
current Clubcard system, but with a slight small change it may be viable to
prompt such a scheme. Though, some analysts think that this type of tactic
imitates the (undesirable) disturbing marketing practice, and Tesco may opt to
avoid this (Roberts et al. 2003).
Influence Markets:
Though Influence Markets permit a company to network with different groups,
as well as lobbyist, stockholder and government regulator, who have authority
to disturb the functioning of the corporation, it's imperative to give definite
assurance that authority is not seen to be as trading service, but considerably
as somewhat that is holistically encouraged. Tesco has wanted authority in
terms of deals with regulator in vital area, but has also been criticized for its
role in dealing with lobbyist and government regulator, especially in terms of
nurturing favorable bazaar clauses. Tesco is exceptionally unbeaten when it
comes to defend its bazaar importance (Jenkins 2005). This tactic, though
flourishing in several instances, risk damaging relationship with consumer,
who may come to see the corporation as dominant and greedy, and as
detrimental to the High Street environment. Tesco has managed to stay within
the limits of suitability on this matter so far, but must evaluate the advantages
of Influence Markets with the requirement to uphold other relationship as well.
Customer Markets:
In this area, Tesco has been especially doing well. Compelling brand loyalty
has been made sure because of the making of several sub-brands within the
Tesco domain, which includes Tesco Value (low-priced goods) and a number
of high-cost goods, all integrated beneath the Tesco excellence warranty. This
create a sequence of relationship with customer from a figure of distinctive
demographics and psychographics category, and it's also clear that these
customer often move from one brand to a different within the period of
shopping, e.g. prefer to buy high-cost goods in one type, and Tesco Value
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goods in a different type. This lets Tesco to take advantages from amount of
variable relationships type, inside which the consumers can shift liberally
(Saren and Tzokas 1998).
As Tesco attempt to acquire new customer and then keep them by offering
reward via the Clubcard scheme. The companies recognize that no customer
relationship will ever engage 100% loyalty, and handiness will each time be
an issue. Tesco therefore offer cost comparison chart inside its store,
highlighting the information that its price is less than those of several of its
competitors. The company identifies that cost cut fulfills the requirement of
one type of relationship (although these cuts are as small as one penny),
while the Clubcard offer a more clear type of relationship. This preservation of
several synchronized relationship allow Tesco to make sure that it has a
succession of exceptionally sound relationship that functions on a amount of
level with every customer.
2.1. Benefits of RM:
RM require customer to entrust them self to a specific trader and to reveal a
vast amount of information about them self to that supplier. This indicates the
customer have to believe the trader and think that the information they supply
will be held with sensitivity and confidence. More notably this promise signifies
giving up the advantage of performing prospectively and not to look for
negotiations, price cut and superior business somewhere else, fancying
instead the feasible long-standing gains of doing dealings with the similar
trader. The benefit which customer can thus imagine can be high excellence
assistance, customized product, a sense of belonging, decline of
nervousness, are often contained in the writing. Customer that has long-term
relationship with their service providers go through 3 initial forms of
advantages: belief, social and unique behavior (Gwinner et al. 1998) and
Bejou et al. (1998) also refer to less recognized danger as an advantage for
RM for consumers.

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2.2. Implications of RM:
The following five possible negative factors as summarized by Belois (1998)
or drawback of absorbing in relationships lay forwarded by Hakansson and
Snehota (1995) are as follow:
(1) Loss of control: Building a relationship unavoidably effect in some loss of
control over issues such as sources, actions and purposes. Tesco had lot of
ground to make up in the Club card as it would lead to a significant
opportunity to increase customer share in the Club card category (Reichheld
et al. 2000).
(2) Indeterminateness: A relationship is questioned to constant changes, with
an unsure prospect which is, in part, concluded by its past but also by recent
affairs and the company's anticipation of upcoming affairs. Before Tesco Club
card launching, decisions such as how big a dividend or cash back should
Club card offer and what about the students or pensioners who spend
modestly, as these factors raised doubt over the success of Club card
(Barnes 2002).
(3) Resource demanding: Endeavor is needed to foster and uphold
relationships. This can be considered as a venture and a preservation cost.
As a larger part of Tesco business have shelved because that degree of
enthusiasm and interest is less apparent, or because the potential for
involvement is not shared by prospective members who have disparate
priorities and tastes (Aspinall et al. 2001).
(4) Preclusion from other opportunities: Each time it is needed to prioritize the
utilization of reduced reserves and therefore, it might not be probable to follow
all of the separately appealing prospects. Furthermore, certain relationships
might be incompatible with the present relationship. As if without the forename
and home-address specifying who the associate is and particulars of the
family, Club card would be no further helpful to Tesco than the store's
everyday till-roll, and no more inspiring to consumers than a concession card
(Belois 1998).
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(5) Unexpected demands: Known that the 2 companies in a relationship would
also have extra relationships, maintaining a relationship indicating being
connected, if only inactively, into a group of relationships. Such relation to or
attachment of a set of contacts might carry with it commitments or hopes by
others of particular actions. A Club card team at Tesco interrogated the
customer data and listened to customers in groups just to know whether the
emotional equity would substantially add to Club card and Tesco brand or not
(Blois 1999).
So absorbing in a relationship needs time, price and endeavor on the basis of
the companies concerned and so these must be considered beside the
probable benefits.
2.3. Measuring Customer Loyalty:
Critics of service quality and satisfaction monitoring generally advocate the
monitoring of loyalty or repeated purchases (Reichheld et al. 2000). The
measurement of attitudes such as satisfaction and perceived quality has not
been found to be reliable or accurate predictor of customer behavior (Boulding
et al. 1993). Although they can provide useful general information on
relationship performance and diagnosis of problems, many researchers argue
that information on customer's past behavior provides a firmer foundation for
future planning (Rechheld et al. 2000). The loyalty can be monitored without
additional customer surveys, provided that the supplier captures the data
necessary to identify the customer at a later date, though it is not easy to state
that monitoring of loyalty is either cheap or easy, but the fact that loyalty
monitoring can be built into sales data means that customers need not be
troubled by requests to complete satisfaction or quality surveys (Reichheld
1993).
As RM assess achievement in a way that how long a consumer is reserved in
the relationship and the portion of 'customer wallet' and RM comprises
assessing consumers lifespan values and holding in relationships build on the
values of those relationships more than a amount of years which means that
consider supplier, consumer and other as associates instead than opposed
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companies (Gummesson 1999). Tesco measures its customer loyalty with the
use of basic measurement i.e. RFV (Recency, Frequency and Value) and the
benefit of RFV is that it can be computed precisely and the statistics it gives
could be an experimental base for helpful, valuable achievement, as RFV
study could underline a category of susceptible consumers that want
additional consideration to hold, or it can give a proportional compute among
stores, or it may assist a seller generate unfussy consumer segment that can
be of use for differentiating communication and offer (Ahmad and Buttle
2001).
RM entails a long-term relationship and discarding of other supplier by the
consumers, and shared swap of statistics rely on nurturing a tie among the
consumers and the suppliers which is joined with understanding (Callaghan et
al. 1995). As Tesco recognized that analytic skills are vital for its prospect
commerce that came in 1997 and it established a team called 'customer
insight unit' and the scheme was to join the expertise of people from its site
investigation group, who prepared propositions for new store developments
established on a cocktail of native statistical sources, with new competencies
from advertising and business-related (Berry 2002).
RM swings the stress from focusing on acquiring market share and satisfying
its workers for the fresh dealings which they fetch in. But, it focuses on
keeping customers and attempts to achieve a larger stake of their wallet by
trading more of the similar products or by cross selling to existing customers
(Peppers and Rogers 1995). Blois (1999) argues that these peoples are
geographer, statistician who had spend very large amount of time applying
those skills to understand how customers would behave and they might
chomp through the things that come from Clubcard, see the patterns in it and
they might begin to assist the running of the business. But it is not cheap for
the suppliers to spend in long-term relationship with all customer and not that
all customer should essentially need such relationships and RM cost a lot and
keeping customers can be pricey and hence long-term customer ought to be
chosen sensitively (Bejou 1997). As Tesco model is not centered on crude
averages, but on person choices i.e. you are what you purchase and instead
pushing a profile into families by means of comprehensive information from
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their zip code, the customers behavioral approach start from the distinct acts
of consumers and create real one mind group of consumers having same
likings and activities from actual buying preferences they formulate (Reichheld
and Detrick 2003).
RM facilitates two-way dialogue among the suppliers and the consumers in
order to distinguish requirements and to obtain results and is eventually about
associating and associations build upon, and preserved by, conversation and
interaction (Gummesson 1999). As Tesco analyzed customer behavior over
time through the use of Club card and establish that in any particular store,
the top purchasing hundred consumers were as precious as the bottom four
thousand (Roberts et al. 2003).
Due to RM, service provider obtains improved understanding of the
consumer's requirement and also customizes the products and
communications of every consumer (Berry 1995). As Club card provides one
piece of information via application form about the age of the group of the
cardholder, which make it simple to create meaningful customer segments
based on the age and family make-up of the household and no one at the
Tesco claimed at the time that this was a right way to find common interests
between customers 'young adults' for example has to combine a wide range
of attitudes, behaviors and priorities (Reinartz and Kumar 2000).
2.4. Customer Satisfaction:
Heskett et al. (1994) claims that satisfaction is one of the mainly significant
requisites of loyalty, while the practical facts states that satisfaction is a
dependable analyst of a consumer's intent to repurchase (Liljander and
Strandvik 1995). The measurement of customer satisfaction levels is
generally utilized to observe relationships quality, as it is a quite ephemeral
and prejudiced condition, and consumers frequently realize it's hard to make
dependable reasoning's about their own satisfactions levels, especially from
observation (Gummesson 1999). As satisfaction surveys are often linked to
poor quantitative measure of relationship performance but in determining
satisfaction means that customer satisfaction levels may change without any
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influence from the supplier but such surveys can provide qualitative feedback
which helps to identify problems or major shifts in customer expectations
(Reichheld et al. 2000).
A large fraction of satisfied consumers do actually fault to rivals and that
supplier should attain great satisfaction level or customers delight in order to
encourage the retaining of customers (Reichheld et al. 2000). As loyalty
program tries to attain a somewhat bigger stake of the consumers spend and
Tesco has 'Every little helps' as its trademark guarantees to consumers and
this motto is centered on the reality that frequent yet reasonable
improvements in Tesco's offer and services are valued by consumers and
gather their generosity and that evenly stable but minor changes in
consumers behavior are very much beneficial to Tesco's commerce (Roberts
et al. 2003).
But a degree of subjectivity for quality is 'fitness for purpose' and the
assumption is that the producer should recognize the utilization to which
product will be placed by the consumers, as the product capacity to
accomplish that value will shape the source for thoughts on quality and
subjectivity criteria is based on design, brand reputation and corporate image
in customer's perception of quality (Juran and Gryna 1988). For Tesco Club
card, the CRM is to enhance their functioning at each moment of
communication with their consumers, to render them more contended and the
corporation richer (Berry 2002).
A consumers will frequently be prepared to shell our more for products if that
extra spending gets mind tranquility and the degree to which a customers are
ready to stand monetary and mental costs in reply for a distinguished
advantages will based on their personal situations, hence consumers
perception of worth must be observed regularly if the producer hopes to
please its consumers (Bejou 1997). As Club card offers a free bulk
contribution unpaid plan that push users to recognize in their own while they
do shopping and excellent consumer information rich in data, appropriate and
latest are indispensable for a CRM policy but a lack of one end i.e. IT and not
sufficient to consumers and for corporations like Tesco, the loyalty program is
25

a consumers initial tactic to generate effectiveness via CRM (Stone and Foss
2001).
For every transactions observed in segregation, satisfaction is originated by a
favorable evaluation of the awareness of quality with opportunities and the
result of every transactions influence the consumers attitudes toward his
complete relationship with the suppliers and if transaction constantly results in
satisfaction, trust gets build up (Parasuraman et al. 1994). Whereas Stewart
(2000) concluded that handling a data is like to drink through fire hose and
million containers a day, million things get scanned, so that the amount of
information should be very high to yield meaning of it and finally, they
understand slightly regarding their consumers that they may perhaps not
perceive.
A corporation that concentrates on customer satisfaction possess the danger
of turning into undistinguished trademark whose consumers trust simply that it
encounters the least functioning criterion for the type and everlasting
customer retention in aggressive marketplaces require the suppliers to go
further than simple fundamental satisfaction and find out means to establish
relations of loyalty that would assist in evading opponent move (Clark 2001).
The lots of articles about how much loyalty was worth were carried by UK
Press in 1990's, and also draw tables to compare the rewards, rather like a
evaluation of mobile phone tariff plans and not be too confused by
concessions, selected offers that retailers offers after surveying seven loyalty
cards in August 1996 (Grewal et al. 2003).
As trust is a keenness to depend on trade collaborator in whom one has belief
or it highlight on mental temperament regarding a collaborator belief or
dependence on the collaborator (Moorman et al. 1993). No one would
contend that a card-based loyalty scheme is a substitute to being the correct
value, giving exceptional services, inventive goods and customer care
because if trade avoids features like these is very improbable to have
everlasting achievement for customer loyalty (Stone et al. 2000). Often, the
commitment acts as trade collaborator considering that an unending
relationship with a different is so significant as to secure pains at preserving it
26

(Morgan and Hunt 1994). Once a substantial number of customers embrace a
loyalty program, they are probable to be very reluctant to have it taken away
and customers quite reasonably believes that the gains they got from the
loyalty scheme have the right to claim as their own, and respond
disapprovingly to any perceived cutback in the price they get from the
corporation (Piercy 1995).
2.5. Customer Retention:
It is the customers who must be considered 'first among equals' because
customer loyalty has to be received almost every day, as they usually have
the slightest emotive and monetary fund's spend in the corporation and
commonly can go wherever else with the smallest attempt, even though
accountants, cash flow statements overlook this fact, all cash flow originates
in the customer's wallet and it is marketing's challenge to manage this life-
giving wellspring of customer loyalty by ensuring that the firm attracts the right
customers whose loyalty the firm is able to earn and keep and that they
consistently receive superior value from the firm (Ahmad and Buttle 2002). It's
simply doesn't concern if we possess and utilize amount of spirited loyalty
cards as million consumers hold a Nectar card, a Boots advantage card, Club
card and further but till the mutual talk go on, then all of those trademarks has
the chance to attempt and convince us to remain a bit more extra 'loyal', if the
conversation dries up, then it's a sign that the relationship is faltering, that as
a customer we are less engaged with the brand, maybe we're not hearing
propositions that are as relevant to us as before or maybe the brand isn't
listening closely enough to what we have told them through our actions (Allen
et al. 2001).
A customer retention field ought to have additional consideration on 2 counts:
Effectiveness: In additional situations than it is implicit, advertising can do well
in constructing loyal subsequent of recur purchasers instead than frequently
wooing fresh workforce. This movement can guarantee a justifiable and
increasing market share.
27

Efficiency: It is anticipated that the standard corporation invests 6 times extra
to acquire another consumer than it do to preserve the present one. A
consumer lost lessens corporation earnings by $118; compared with a $20
price to maintain customers happy (James 1983).
An inactive tactic to keep customers might prove detrimental to corporations
and an advertising tactic that goes behind both fresh and long-standing
consumers is usually not efficiently tackling the existing consumers and
certain corporations appear to be keen on constant amounts of new
consumers to deal with consistent shortfall of existing consumers (Ahmad and
Buttle 2001). As customer satisfaction is complex to compute and determine,
it has rarely been a highest precedence both with bosses or workers, as the
importance of preserving consumers is for organization to underline the
money importance of all consumers, so that employees now recognize that
what they carry out or speak can lead to extreme monetary penalties afar the
earnings and everyone at the storehouse, from phone machinist to the
delivery worker, nowadays recognized that how significant it is to guarantee
that the consumers are happy and approach to customer satisfaction differ
from corporation to corporation and even from, organization to organization
(Churchill and Suprenaut 1982).
The short of managerial synchronization and handling commonly plays a part
in the shortfall of consumers and this problem takes two basic forms: a lack of
sensitivity to customer turnover rates, and insufficient linkage between the
marketing function and the operations group as customer turnover is an
accepted fact of life, it often goes unmeasured, so the marketers set
acceptable target turnover rates for evaluating market performance and in the
absence of clearly defined limits on customer turnover, organizations find it
easy to rely on promotions to recruit new batches of customers, as in
consumer goods companies, the prized assignments are on new products,
while established brands are favored less (Andersen 2001). While Tesco,
Boots, Sainsbury's and some other large retailers have competed fiercely with
each other using a variety of loyalty marketing techniques, the whole influence
of their loyalty tactics has been to switch the money they spend on small
28

retailers else invest anywhere else and it's certainly not good news for smaller
supermarkets (Aspinall et al. 2001).
Inadequate coordination between marketing and the operations group
characterizes many type of firms and this lack applies especially to service
businesses where marketing has done less to determine product attributes
and where customers find product quality difficult to measure, sometimes
coordination problems frequently result in overselling, where marketing sees
its task solely as attracting customers by promising virtually anything, as
expectations of the product or service benefits generated by such an
approach become so inflated that the consumers will invariably be
disappointed by the actual functioning (LaBarbera and Larry1980). As Club
card had altered consumers behavior and mind-set and provide unmatched
stages of challenging records that no additional sources can give and it had
helped Tesco create new businesses which resulted in incremented sales and
profits (Barnes 2002).
To accomplish improved selling and earnings, most corporations might be
doing additional further to nurture commerce from their existing consumers,
but keenness for consumers retaining tactics should not jeopardize reliable
consumers getting's effort (LaBarbera and Larry 1980). But to intensify to
reach to previous consumers while seeking fresh consumers, for several
corporations, will mean alteration in bazaar analysis, development techniques,
administration incentive, and Advertising Corporation (Andersen 2001). But
consumers marketer tends to consider achievement as stemmed from
acquiring new consumers though inadvertently reducing the significance of
pleasing previous consumers, hence companies must discern among their
getting's and preserving tasks, to evaluate the stability among them, and to
cure any inadequacy in customer retention (Takeuchi and Quelch 1983). As
Tesco was not the market leader in early 1990's which it is now and being
pressured to remain unbeatable bazaar leader in Sainsbury and with an
ominous danger posed from lower cost-cutter like Asda and Kwiksave to clash
alongside the rivalry, Tesco wanted to look after its present market share by
maintaining and upholding the significance of its consumers sources (Arantola
2002).
29

Just attracting fresh consumers turn into a dangerous approach to flourish, at
the same moment, the earnings improves by retaining onto consumers plus
receiving more commerce from consumers and kept for future as there is
lesser augmentation of peoples and earnings in the decade forward values
the assets of present consumers and demand to lessen customer
dissatisfaction produces a requirement for enhanced concern for consumers,
particularly after the trade (Day 1977). Customer loyalty corrodes when there
is an extensive variety of a parallel product all over the country and retailers
available and most advertising executives grow up in the period when
advertising fundamental task was to get new consumers, but now the
requirement is to preserve a corporation's consumer's source and to expand
its purchasing activities (Aldisert 1999). When Tesco launched a Club card
and the cost of issuing membership cards and reward vouchers , Tesco
calculated that a 1.6 percent uplift in sales was required and early results
shows sales nearer 4 percent an almost unheard of sales spike from a single
marketing initiative and settling well above 2% (Ahmad and Buttle 2002).
The vital value of customers and prospect records as a source of market
research has been highlighted and despite this most surveys have reported a
low level of sophistication of customer information held within information
systems (Anton and Vilsoet 2002). In an early study (Fletcher 1983) found
that the vast majority of systems could supply information about customers
and sales, customer and competitive analysis was seldom reported as the
reason. As in 1994, Tesco could only get the information about the amount of
all consumers had spend, and the date and place they spend it but now Tesco
know about the summary of several consumers build on the grouping of
supermarket divisions they used, highlights the divisions that lacked to draw
consumers who bought profoundly in additional fields, by analyzing the
access of club card relationship by zip code, the Club card data gives a clear
picture, stores by stores, of how significantly worthy consumers were
prepared to journey for shopping (Arnett et al. 2003).


30

2.6. Conclusion:
Birchall (2009) observes as a corporation develops its requirements in the
marketplace vary. Strategy that did fit for Tesco while it was making its
supremacy might not be suitable now that such domination appears to be
promised. The corporations either need to embrace a fresh model for its
recent state, or to discover a tactic to employ its present model to a varied
stance in market. The current state so far indicates that Tesco will go for the
later method and indicates that the corporation is looking to carry on its
progress though boosting the solid inter-connected advertising relationships
that had already proven to be doing so well, as for eg., the Clubcard format is
growing to include an uniform larger variety of stores, and Tesco is likely to
boost the suppleness of Clubcard points in the online atmosphere (Blythman
2005).
At the heart of its importance of associations, yet, Tesco remain an industry,
and one among insatiable craving for revenue, as all that the corporation does
no issue how it is wrapped and collected draw closer down to a wish to
enhance monetary functioning and one key lesson from Tesco's execution of
RM and, in specific, the Six Markets model, is that the corporation has
flourished as outcome of undertaking a long- term outlook than several of its
competitors (Blythman 2005). The Clubcard format, for instance, took several
years to build up, and the corporation had to respond to amount of changes
that took place in market, in due course, let the Clubcard to form into a loyalty
scheme that had receive support from customers (Ali 2009). Tesco was left
with a very huge and significant data available related to customer activities,
and this data was recognized to have a significant use, in the recent era it is
considered to of great use, as the Clubcard format lets Tesco to aim
customers very sensibly, and the corporation has computerized techniques to
use the Clubcard data functioning to throw nonintrusive marketing that
support the scheme of a relationship among customer and business, as it's
obvious that Tesco has accepted that its potential achievement rely on
improving Six Markets model and ensures that it carries on to meet the
customer's needs (Blythman 2005).
31

Chapter 3: Research methods
3. Introduction:
This section exhibits a chosen research methods. It would get noticed; the
persuaded methodology is through a principle of the report plus is centered at
estimation through a most favorable tactic for solution to the research's
issues. While, the recent chapter examines the principle of the report, put
forward the research's issues and hypotheses, and discuss the data analysis
and data collection methods and the research drawbacks.
3.1. Purpose of Study:
This study purpose is to analyze the effect of relationship marketing technique
such as Club card that which attained massive lead and which lead Tesco to
make some fundamental changes into business decisions to overcome the
pressure. The rationale to carry out this is to conclude the application of RM
technique helps in improving the performance or not and the loyal customers
who use Tesco club card do shopping at Tesco store or some other store
also. To carry out this rationale, it could be essential to evaluate the literatures
on how do the principles of relationship marketing apply to the supermarket
chain Tesco. This demanded an assessment of the description of the work
practices in supermarkets, the task to check the loyalty of the customer those
who make use of RM technique like Tesco Club card. Simultaneously, it was
imperative to look at whether the schemes like loyalty Club card facilitate
Tesco store to preserve customer or not. This was entirely done to prepare in
supplement to the point of fulfilling the prime objective of the research which is
the application of RM technique helps in improving the performance or not. As
it could be inferred as of now, the present study depicts explanatory purpose.
The rationale of explanatory research is to study a condition or a difficulty so
as to justify the relationships among variables (Bryman and Bell 2007). This
study points to elucidate the application of RM technique helps in improving
the performance or not and has an explanatory objective. Yin (1994)
differentiate between the explanatory and exploratory purpose of research in
relation to approach to explanation building, which commences with a
32

theoretical proposition, may be appear to similar to inductive theory approach
but this hypothesis testing approach is related to explanatory case studies, so
here the researcher will examine the significant components of Tesco
supermarket which helps in improving the performance on the basis of
explanatory research purpose.
3.2. Research Question:
What could be the significant components of Tesco supermarket which helps
in improving the performance and effect of the RM scheme like Club card to
manage the customers?
3.2.1. Hypotheses:
The research hypotheses depend upon studying the following factors such as
measuring customer loyalty, retaining the customers and to determine
'customer satisfaction' level.
3.2.2. Research Problem:
The research, as it could be understandable since the hypotheses, chapter 1
and research question, scrutinizes a specific difficulty. The issue is the
significant components of Tesco supermarket. The dilemma of the
investigation surfaces from this point. Easily stated, when Tesco embarked on
its loyalty Club card scheme in 1995 and some argued that loyalty schemes
are simply kickbacks and customer don't actually concern from where they do
shopping. 55% of supermarkets purchasers thought that their supermarket
increased price to shell out for its loyalty schemes as per NOP's September
2002 survey. They can only formulate definite reason for it when they
comprehend the attributes of Tesco supermarket and employ all of the
significant components within their particular processes. Appropriately, the
research problem, as put in plain words, is how RM does affects customers
and sales in a Tesco and in accomplishing this, the research would come
across the significant components such as measuring customer loyalty,
33

customer retention and customer satisfaction involved in employing RM
technique.
3.3. Instrument:
This study conducted the web survey questionnaire designed with the help of
'QuestionPro' (Bhaskaran 2007) to get the feedback from people living in UK
and the questionnaire was posted on the social networking websites like
facebook and Linkedin to get a feedback from people. The company in
question, when Tesco launched its club card which lead a way to disturbance
at Tesco and the data promised more than was being delivered and the
demand was to preserve the enormous control that club card attained which
would help in studying the key significant components of Tesco supermarket.
The survey instrument was posted online on social networking websites and
around 49 peoples responded back who were based in UK. The web survey
or online questionnaires which collected information like who shopped at
Tesco store or other store, who have Tesco Club card or not, how much they
shop with or without Tesco club card, do they feel that Tesco have the feel
good factor about the customer services, and also they were asked about
their satisfaction level based on the factors listed in the questionnaire. The
questionnaire was accompanied by a heading at a start that it is for
dissertation purposes and all the responses will be held confidential and the
contact number and email of the researcher was given if anyone has query or
want any information. The questionnaire was brief so as to make clear that it
should take only 2-3 minutes to respond not more than that and consequently,
encourage to participate. The questionnaire included four lines at starting
which explains that it is for dissertation purpose only.
3.4. Population:
The researcher had asked for at least for 40 to 50 responses for its online
questionnaire, however, within the period of two weeks, only 49 responded to
the online questionnaire. Since it was voluntary participation, it couldn't be
feasible to obtain further replies, particularly when no face to face
communication existed among the researcher and the online respondents.
34

Even though the questionnaire was short, the researcher got only 49
responses from online respondents.
3.5. Sample:
In support of the objective of the research and concerning position of the
circulation of questionnaire, it should be impracticable to utilize the methodical
form of sampling method. If the population is less than 50, then it is not
advisable to go for probability sampling and if one is collecting data on the
entire population, as the impact of a specific utmost case on succeeding
numerical analyses is more definite than for bigger samples (Henry 1990).
Therefore, convenience sampling was used which is a form of non-probability
sampling, as it is most appropriate and concerns selection of those instances
which are the easier to acquire for your sample and sample selection
procedure is repeated till your necessary sample size has been achieved,
possibly saved on computer and suitable for collecting data from
geographically dispersed area or meeting the persons through technological
means like internet or conducting online questionnaire (Sharp et al. 2002).
The response from 49 online respondents represented both sexes and one
nationality.
3.6. Data Collection:
The desk-based research is used primarily for collecting secondary data. The
significance of this research is associated to its data collection techniques and
prominently, it might be or not, it also incorporates secondary data as well as
primary data (Jackson 1994). The secondary data, as it is a discreet data
collection technique, relies on the site of relatable and demonstrable
availability of scholastic studies and theories in the past (Creswell 2003). After
pinpointing the whole of data, it should decisively assess by the researcher in
direction to formulate definite, so it could be applicable and dependable. In
short, the well referenced secondary data available from verifiable articles and
scholastic research will be incorporated in the report by the researcher
(Creswell 2003). Beyond this matter, researcher just utilized information which
was attained from libraries or electronic databases, books or articles and from
35

academic resources. The researcher accumulated primary data through
sample populations, as elucidated above in supplement to secondary data.
The response rate can vary considerably when collecting primary data and
Dillman (1978) research documented response rates among 50% and 92%
for questionnaire surveys, as there is wide variation in response rates (Healey
1991).
The data collection technique such as online questionnaire or web surveys
allows researcher to accumulate the significant amount of useful data only
with a narrow finances within a very brief period (Creswell 2003). Web
surveys functions by requesting probable respondents to go to a website at
which the questionnaire is posted and complete it online and questionnaire
must be designed in a way that, when there is a filter function or can also be
automated so that only one query appear on the screen or so that respondent
can scroll down and have a glance at all queries beforehand and finally,
respondents answers can be automatically programmed to download into a
database, thus eradicating the ciphering of a sizeable amount of
questionnaires (Bryman and Bell 2007). It ought to be noticed that online
questionnaire was posted on the social networking websites and researcher
got response from 49 online respondents. It must be ensured that whatever
the personal information is accumulated via questionnaires is kept secret. In
fact, it was ensured to the participants in the questionnaire that individual
information will be held secret and would not be make public for promotional
purposes at all, apart from as function of the analysis outcomes. The
Microsoft excel was used for the analysis of data collected.
3.7. Research Approach:
The designing gets influenced by research approach which furnishes the
researcher with the possibility to consider about how each of the abundant
techniques could be a factor, or restrict, his research (Creswell 2003). The
qualitative/quantitative and deductive/inductive approaches are referred here
for research approach.

36

3.7.1 The Inductive versus the Deductive Approach:
Saunders et al. (2009) outlines the testing of theories as a deductive
approach. The set of theories are there in researcher's mind in the beginning
and hypothesis is formed on that source. After that, the hypothesis gets tested
by researcher. Additionally, the well composed pragmatic information forms
concept and theories on the source of that information for the inductive
approach (Saunders et al. 2009). When the research project is commenced
from a deductive position by the researcher, then researcher seeks to utilize
the theory which exist to figure the approach and researcher adopt that
approach for the qualitative research method also and also for data analysis
aspects, on the other hand, where the research project is commenced from
an inductive position by the researcher, then researcher seeks to foster the
theory which is satisfactorily established on the amount of pertinent rationale
and the qualitative research design expects researcher to distinguish this
option, so that an appropriate strategy gets devised to deduce our research
project (Riley 1990).
Figure 1: Deductive Versus Inductive Approach

Source: adapted from Trochim (2001)
The above figure shows that the approach one which follows a top-down and
the other a bottom-up approach which is the basic difference among the
deductive and inductive approaches.
37

There are 2 reasons for which the deductive approach has been followed for
the research. Firstly, it is far ahead of the researcher academic knowledge
and expertise to propose a theory which could be tested via observation.
Secondly, the deductive approach seems to be suitable for the objective of
the research, in order to accumulate the significant components of Tesco
supermarket which improves the performance through literature and
subsequently establish how they transform into preparation in an attempt to
assess existing procedures and recommend approaches for further progress.
3.7.2. The Qualitative versus the Quantitative Approach:
The quantitative tools that are borrowed from physical sciences for data
analysis are ordered in such a way which guarantees objectivity,
generalisability and reliability up to as far as possible (Creswell, 2003). Here
the research results are numerical and the researcher is objective. But,
quantitative tools are accessible in non-numerical layout and are based on
content analysis, among other things. Even though the topic that researcher is
investigating which allows researcher to obtain an incredibly precise depth
impending into the subject, they are not suitable for all sorts of researches.
Besides that, the quantitative tools are absolute for assessing the validity of
specified hypotheses and are uncomplicated and objective. As Creswell
(2003) elucidates that the value of qualitative data analysis allows researchers
to conduct in-depth explorations of a specific fact even though that value
cannot be denied, especially since it might not be utilized in this research. The
researcher has decided not to use qualitative data analysis but utilizes
quantitative data analysis because of the two reasons behind it. The
qualitative data collection and analysis can be approached from either a
deductive or an inductive perspective possibly but here the researcher
decides to go with the deductive approach as explained above and decides to
use quantitative data analysis for the two reasons. The first is that for
qualitative data analysis, there is no possibility for conducting interviews in
order to accumulate the data. The second is that the key significant
components of Tesco supermarket on which it operates have been already
identified by the researcher and wishes to test them via quantitative
evaluation of people opinions living in UK by conducting online questionnaire.
38

3.8. Summary:
As this chapter has claimed that the most suitable study for the research
methodology is that which makes use of primary data, as well as, secondary
data, that is quantitative and deductive approach. The following chapter will
exhibit the outcomes of the questionnaires posted online on social networking
websites to get the people views and exhibit the study's findings on the source
of these outcomes.














39

Chapter 4: Analysis of results
4.0. Introduction:
This chapter provides the detailed analysis of online survey that has been
conducted since the last two weeks which clearly shows the link with the
research issues and researcher hypothesis. The research question was what
could be the significant components of Tesco supermarket and effect of the
RM scheme like Club card to manage the customers. The results are based
on the people who responded to the online questionnaire. The questionnaire
was conducted to know whether peoples those who have Club card are loyal
for any particular store from where they do shopping or also shop at other
supermarkets, as critics has argued that people those who have Club card are
not necessarily loyal for the one particular supermarket.
As discussed in chapter 2, to satisfy a customer, it is a loyal customer who
withstands opponents reduced deals, prevents a corporation promotion and
advertising dollars, suggests a services or products to other and enhances a
corporation's self-esteem internally. As noted earlier, the purpose of the study
is to determine the significant components o Tesco supermarket. To fulfill this
objective, the analysis was carried out on the basis of secondary and primary
data. With the help of academic journals, books and in few occasions,
websites were used to collect the secondary data. The literature gathered and
evaluated the theory of relationship marketing by carrying out the deep
analysis of the Six markets model in respect to supermarket chain like Tesco
and highlighted the benefits and implications of RM and the factors such as
measuring customer loyalty, retaining the customers and customer
satisfaction to determine the significant components of Tesco supermarket.
The primary data was collected through online survey to which 48 online
respondents filled the questionnaire and one dropped out.
This chapter will present the findings pursued by the discussion of the study's
result as linked to the purpose of the research, the research question, and the
statement of the problem.
40

4.1. Discussion of results:
The researcher emailed customer care at Tesco to conduct a questionnaire
but in reply the researcher got the message from customer care that we don't
allow to conduct field questionnaire at their store premises and even if you will
try to contact store manager then your request will be denied as it is against
company policies as shown in Appendix 1. As noted earlier, the researcher
then decides to do online questionnaire which were posted on the social
networking websites like facebook and linkedin and 49 respondents replied to
the web survey and 48 completed it. The appropriate sample size was 50 as
102 viewed the web survey and only 48 responded and one dropped out
within the two week period as shown in figure 2.

Figure 2: Survey overview.
Out of the 49 respondents, 25 were males and 24 were females and one who
dropped out was male. There were 10 questions for the online survey and the
result of each question will be discussed in next section.
Significant components of Tesco supermarket:
The significant components of the Tesco supermarket that comes from the
literature review are:
41

(1) Measuring customer loyalty
(2) Customer retention
(3) Customer satisfaction
Measuring customer loyalty:
Loyal customers frequently think that they receive superior assistance due to
their loyalty and they sense that their loyalty must be rewarded except the two
repercussions which are: (1) Loyalty tactics must try to distinguish the
relationships and services packages offered to loyal customers from the
normal level and (2) Techniques of paying unique acknowledgment at the
instant of contact with the customer must be utilized (Stone et al. 2000). The
center of the ensuing loyalty tactic will be on securing a unique space in the
psyche of customers and to make them believe that the loyalty of the
customer gets compensated through better and stronger relationships with the
customers, made noticeable, possibly in an advanced degree of services.
Managing the loyalty is like to devise an advertising plan to emphasize the
behavior and status of customers psyche who purchase extra and except a
plan devised to alter behavior reinforcement and adds value to the trademark
customers altered behavior would just continue slightly more than the plan,
except where the scheme is used to encourage trial by new users and
administering loyalty signifies that not just administering behavior however
also administering a psyche condition, it indicates that the attitude of the
customers gets affected in the long run in purpose to deal with the supplier
not just till they visit next time or until they purchase again which indicates that
well administered tactic to loyalty should prepare customers desire to do
further trade among the supplier which could be long standing or at any rate
keep up their business up to the existing stage (Stone et al. 2000).
The analysis of the 1
st
and 2
nd
question asked in the web survey is shown in
figure 3 and figure 4.
42


Figure 3.
As shown in figure 3 to check the customer loyalty, how many times a
customer makes a visit to a Tesco store and those who have Club card often
made more visits during once in a week time and other made visits more than
once in a week or once every two weeks as shown in table 1. As critics said
that customers having loyalty card also shop at other supermarkets as the
customer is not loyal to some specific store. It can be analyzed from table 1
that those who didn't have Tesco Club card also visited Tesco store. The
purpose is not to build all customers loyal however; to enhance loyalty of
those customers largely expected to react. The customer may even buy from
the competitors if the suppler provides the right product, as those who have
Club card also visited other stores as asked in the question no: 8 of the online
questionnaire.
43


Table 1: Cross tabulation

Figure 4.
It could be noticed in figure 4 that 28 customers didn't had Tesco Club card,
but some of them still visited the Tesco store. As eight customers visited once
in a week and15 customers visited once every two weeks as shown in table 1.
44

Customers will remain loyal to the supplier, only if the benefits which get
perceived overshadow the benefits which doesn't gets perceived or gets
sacrificed the most important thing is that cost doesn't have a liberty to
achieve benefits from temporary gains that arises from challenging deals
(Sheth and Parvatiyar 1995). In attempt to win new customers many
organizations reinforce this perceived sacrifice by themselves targeting new
customers with introductory deals that offer better terms than those afforded
to existing customers. Table 2 shows the Chi-square statistics.


Table 2: Chi-square statistics for Question no: 1 and 2.
It can be noticed p=0.004 specifies that this is not a significant correlation and
hence the loyalty of the customer cannot be judged upon having a Club card
or not.
Feature such as loyalty cards might carry out a role to perform in the
maintenance of relationships though they cannot practically be regarded as
substitute for the RM viewpoint, as loyalty programs are not the advertising
panacea and are only the sophisticated sales promotions where costs may
repeatedly overshadow rewards (O'Malley 1998). Loyalty schemes work as
the reinforce mechanisms, since it appears, on the whole, that only the loyal
ones gets rewarded by the supplier though somebody as well (Ward et al.
1998). Many loyalty schemes might provide advantages which might be good
45

to possess although these cannot certify of continuous loyalty and are
frequently unimportant to their trademark selection preference from customer
point of view (Uncles 1994). It would become gradually more clear that loyalty
schemes encompass very small effect on fundamental concerned loyalty
(Palmer 1998) or do not have to do much to exactly influence the likelihood of
retaining the accounts (Bolton et al. 2000). Fundamentally, loyalty schemes
might not change the structure of the market but may assist to shield those
who are serving and may be considered as a genuine element of the
advertising armory, however at the cost of increase in marketing expenses
and in many cases, loyalty schemes might be an expensive misnomer
(Dowling and Uncles 1997).
Relationships are naturally energetic and by no means developed in a manner
that allows us to get an ethical review (Smith and Higgins 2000). However,
some companies seem to have the knack of handling relationships and the
customer might return if the relationship is very well handled by the supplier
(Gronroos 2004). The danger comes when the relationship metaphor
becomes accepted as truth and treats consumer-organizational relationships
as though they were literally true when realistically they will never be more
than associations (O'Malley and Tynan 1999). Loyalty is greatly used a lot and
mistreated word, but loyalty marketing and RM have numerous familiar
mechanisms such as use of IT, customers understanding and straight
customer's interactions, it is doubtful if the association is very profound (Hart
et al. 1999). Loyalty programs and other behavior-based initiatives
recommend that this picture of relationships development is further akin to a
spur reaction meaning than whatever thing similar to the relationships (Barnes
and Howlett 1998). Seldom are loyalty programs other than refined selling
endorsements where the loyalty is to the plan but not the trademark (O'Malley
1998). Whereas loyalty schemes may perform a role in maintenance of
relationships, they can't be realistically used as substitute for the RM
philosophy (Pressey and Mathews 1998).
As there is not a significant relationship but the peoples were asked about
their spending with the Club card and without Club card through online
questionnaire and eight of them spend around 100 to 150 pounds and seven
46

spend between 50 to 100 pounds and four spend around 150 to 200 pound as
shown in Table 3.

Table 3: Cross tabulation of Q2 and Q3.

Figure 5: With Club card.
The figure 5 shows the people spending the money those who have Club
card. It can be noted that 8 people spend between 150 to 200 pounds with the
use of Club card and 7 people between 50 to 100 pounds and so on. The
question no: 4 asked in the online survey was regarding the people spending
on shopping without the use of Tesco Club card as shown below in Figure 6.
47


Figure 6.
Most of the people spent between 10 to 50 pounds without the use of Tesco
Club card and other 15 people spent between 50 to150 pounds without Club
card as shown in figure 6. It was established that 18 people those who have
Tesco Club card also spent money on shopping without using the Club card
as shown below in figure 7.

Figure 7.
48

The people those who had Club card normally spent around 10 to 50 pounds
on shopping without using the Club card as shown in figure 7 whereas people
spending with the Club card was generally scattered and didn't had much
people spending in the range of 10 to 15 pounds as shown in figure 5. The
people who had no Club card, as 11 people from those normally spend
between 10 to 50 pounds and other 6 peoples spend in the range of 50 to 100
pounds and other 8 peoples in the range of 100 to 150 pounds as shown
below in figure 8. Loyalty cannot be measured by the number of people
having the Club card or most number of peoples spending more with the use
of Club card on shopping. It generally depends upon the supplier that what
kind of product is selling, if it is of good quality then more customers will go to
that supplier to buy that product or item and hence the supplier can build the
customer loyalty or customer can be loyal to that supplier if the supplier gives
the good quality of products to their customers and good customer service.

Figure 8: No Club card.
Relationships are build on understanding and when customers tells a
corporation a little bit regarding themselves, then it is the liability of the
corporation to modify its present to that customers and since that moment the
relationships gets in progress (Peppers and Rogers 2000). The relationships
gets smarter and smarter with every interaction and the relational review of
building useful leads recognizes learning of relationships as an imperative
49

means to build distinct lead (Selnes and Sallis 2003). There might be a
situation when any benefits associated with the relationship are outweighed
by lost opportunities elsewhere and some companies offer improved terms for
exclusive agreements and customers may decide to choose instead to open
up the contract to other suppliers and by forgoing any benefits of the
relationship in favor of the benefits of plurality, although the implications could
be that consumers might be inclined towards the reduced choice and forego
all the choices when the customers feel that there is excessive pressure to
conform to belief of others and then customers react against that pressure
(Sheth and Parvatiyar 2000).
Customer satisfaction:
The customers lifetime value is the drive to execute retention guidelines and
the downside effect is that there is no assurance that the customers will carry
on to shop at a supplier at the similar point as earlier or undeniably the
customers would still remain with the corporation and this is mainly actual in
businesses with short way outs, e.g. retailing and in rapidly changing,
competitive markets. It may also be the case in industries where substantial
sales promotion is used, indeed, if customers perceive that the only distinction
among substitute corporations is the range of the kickback presented to them
they are probably to turn out to be more immoral, actively looking out for the
maximum kickback obtainable as only the satisfaction to be derived from the
trade (Tynan 1997).
The question no: 5 asked in the online survey to know about the customer
satisfaction level with the Tesco services. There were 14 factors to judge the
satisfaction level and many of them were not satisfied two factors such as
reach ability of shop (location) and waiting time at checkout. The figure 9
shows the overall response of the question no: 5 asked in the online survey.
50


Figure 9.

Figure 10: Reach ability of shop.
It can be noted that the respondents were not satisfied with two factors i.e.
reach ability of shop and waiting time at the checkouts. Out of 49
respondents, 29 were somewhat dissatisfied with this factor as shown above
in figure 10. This is quite a high figure and customers generally don't like
going afar for shopping until and unless there is a heavy sale or promotion on
products. Almost 19 respondents showed their dissatisfaction at the 'waiting
51

time at the checkouts' factor as shown in figure 11. This might be due to the
large queue and fewer counters for checkouts.

Figure 11: Waiting time at the checkouts.
Many of the respondents were satisfied with other factors such as overall
appearance of store, shopping hours etc as shown in figure 9. The three
important factors out of fourteen were asked to choose in the question no: 6 in
the online survey as shown below in figure 12. As it can be noticed that
responses are almost scattered but 26 respondents chose Tesco has 'value
for price' and 19 respondents also chose that Tesco has 'choice of products'
and 15 respondents market that Tesco has 'staff helpfulness'. But the
respondents were dissatisfied with the two factors as discussed before, and
hence this is not the bone of contention when the many of the respondents
were satisfied with the other factors. The point here is to say that if the
supplier offer its customers good quality of products, good customer care,
great offers and promotion on products or items then customer will definitely
value that supplier regard of the these factors such as 'reach ability of shop
(location)' and 'waiting time at the checkouts', hence it is obvious that if there
will be good offer available on products or heavy sale then there will be heavy
rush of customers at that particular store and it can take long time at the
counters to checkout because of the long queues.
52


Figure 12:
The feedback from the customers about how they feel about customer
services of that particular supplier is essential these days in order to gain
useful lead and compete in the bazaar among other players (Hart et al. 1999).
It gives supplier the indication that what its customers wants and what could
be the probability that same customer will come again and again for shopping
at that particular supplier store, hence the probability for forming the
relationship with that particular customer gets higher (Palmer 1998). The
assessment of the customer satisfaction depends upon many factors and few
of them discussed above, also the supplier has to take these factors into
consideration to retain the customer and give better customer service to the
customers (Egan 2004). As it was tried to assess from the online survey in the
question no: 7 that do the Tesco have the feel good factor about the customer
services and 29 out of 49 respondents marked option 'Yes' which indicates
that Tesco have feel good factor about its customer services as shown below
53

in figure 13 and out of these 29 respondents 16 have the Club card which
indicates that Tesco has feel good factor about the customer services and 20
respondents marked option 'No' which indicates that Tesco had no feel good
factor and out of these 20 respondents 5 have the Club card.

Figure 13: Feel good factor about customer services.
Customer retention:
Customer retention is an expensive concept and these days more companies
are dealing in a sense to keep their existing customers happy rather than
making extra effort to acquire new customers (Egan 2004). No corporation
can possibly secure continuously all its customers even in monopoly
situations or total customer retention is never attainable as there is constantly
certain loss as some customers would shift, others will die and in a highly
aggressive environment customers may swap to different goods or benefits
on the source of factors that might not inevitably within the direction of the
corporation. As it could be noticed in figure 7 that those customers having
Club card also spent money on shopping at some other places as it was
asked in the online survey in the question no:8 and question no:9 that which
54

other supermarkets people shop at rather than Tesco as shown below in
figure 14.

Figure 14.
It can be noted in figure 14 that respondents who replied to the online survey
those who had Club card also shopped at other store rather than Tesco as
this was a multiple choice question and many respondents chose more than
three options also. So it can be said that concept of total customer retention is
not completely achievable and it's a very expensive concept as present
customers doesn't cost much to preserve than to employ and acquiring a
customer's loyalty after a while delivers higher earnings (Egan 2004).
55


Figure 15.
The figure 15 shows that the respondents who didn't shop at stores shown in
figure 15 mostly shopped at 'Netto' and 'Supervalu' and only two respondents
had Club card.
4.2. Findings:
The point here is to note that the responses got for the research questions
can be deduced from the literature review and the online survey. So
significantly it can be said that do the results of the online survey conform to
the earlier findings regarding the research question.
The research question was: what could be the significant components of
Tesco supermarket which helps in improving the performance and effect of
the RM scheme like Club card to manage the customers? It gives a good
indication that there have been very satisfied responses for this question as
per the literature review and the findings of the online survey. The significant
components of Tesco supermarket as per the secondary and primary data
are:
56

It's good to measure 'customer loyalty' regularly as it gives a supplier to know
about its customer.
It is important to know for the supplier 'Customer satisfaction' level
It is difficult for the supplier to acquire new customer and not focusing on its
existing customers, so the concept for 'Customer retention' for existing
customers is much more significant rather than putting much more effort to
acquire new customers.
Regular 'Customer feedback' is also necessary.
So the successful supermarket is that which provides the good quality of
products, good customer satisfaction, products that can be valued for price,
presentation of shop, and availability of staff for information and advice, act
according to customer feedback in order to retain loyal customers. These are
the significant components of Tesco supermarket which helps in improving
the performance.
As per research question findings summarized above, this is understandable
that the validity of hypotheses is applicable:
The significant components of a Tesco supermarket which helps in improving
performance are a regular measurement of customer loyalty, proving good
'customer satisfaction' level, a regular customer feedback and retaining the
existing customers.
4.3. Conclusions:
So far the research has exposed the significant components of the Tesco
supermarket that helps in improving the performance. The research question
responses and the primary and secondary data findings validate the study of
the hypothesis. The dissertation will get conclude and the implications of
these results will be discussed in next chapter.


57

Chapter 5: Findings, Conclusions and Recommendations, Limitations
5.0. Introduction:
This chapter introduces a synopsis of findings on the basis of problem
statement, research purpose and research question. The distinctive
conclusions are drawn depending upon the derived data analysis in chapter 4.
This chapter also discusses the limitations and future research
recommendations.
5.1. Synopsis of findings:
As the critics said that Loyalty programs are just like a kickbacks and people
really don't care with whom they shop with as long as they get a best offer and
good quality of products from the supplier. Also the NOP's September 2002
survey show that 55% of supermarket purchasers increase price to shell out
for its loyalty schemes (Blythman 2005). The research adds to the main part
of academic data by presenting latest findings which particularly summarize
the significant components of Tesco supermarket in lieu of improving the
performance.
To consider the characteristics of the significant components, one hypotheses
and one research question was projected for the research. The research
question is: What could be the significant components of Tesco supermarket
which helps in improving the performance and effect of the RM scheme like
Club card to manage the customers? The research hypotheses depend upon:
to study the factors such as measuring customer loyalty, retaining the
customers and 'customer satisfaction' level and regular feedback from
customers to improve 'customer service' which could determine the significant
components of Tesco supermarket. The findings of the research might be
sum up as the confirmation from hypotheses mutually.
To restate again the findings in further succinct way or in more precise form, it
can be derived from the research which offers an in depth analysis into the
relationship among customer satisfaction and loyalty scheme such as Club
58

card offered by Tesco to its customers to build the loyalty and retain them.
The outburst of commerce dependability at lowest levels of the corporation,
determined by the necessity for customer responsiveness, cost effectiveness
and customer satisfaction, had altered the responsibility of organization (Cram
1994). Loyalty programs are just like added supplementary crude efforts to
augment interim deals with no addition to the durable relationships with the
customers or it's a form of measurement for customer loyalty (Bejou and
Palmer 1998). It is indispensable to emphasize that the research largely
derive the findings regarding the significant components of Tesco
supermarket which helps in improving performance from the literature review.
Earlier customer data was considered to hold significance and probable to
augment the relationship but today loyalty programs are in use and a lot of the
captured and stored data seems to be additional to recent necessities, though
it keeps out the option of being consumed at a later date (Egan 2004). RM's
setting is not merely the bazaar and civilization in broad-spectrum however
also incorporates the corporation and it is reliant on organizational design
changes (Gummesson 1994). The success of RM is itself dependent to a
sizeable scope on the outlooks, dedication and functioning of employees
(Gronroos 1996), as the most of the online respondents who had Tesco
Clubcard also shopped at other stores and some of them even think that
Tesco doesn't have good feel factor as shown in figure 13.
It was found that customers had to stand for a long time during checkouts as
shown in figure 11, as many checkout and other shop floor personnel in
companies certainly appear to got a message regarding customer care, as
when the customers comes first, we have to smile and make them feel
welcome for better 'customer service' level. Customers behavior cannot be
consistent and entirely fixed and the circumstances differ, and consequently,
a noticeable culture like service-oriented is required that conveys staff how to
act in response to latest, unpredicted and even embarrassed circumstances
(Schneider 1986), as the regular comment from the customers in order to
know how they feel about customer services of that particular supplier and the
factors shown in figure 12 were carried out in web survey to know about the
'customer satisfaction' level and most of the respondents were satisfied with
59

price value and products choice. To produce customer commitment, it is focal
to recognize the influence of customer retention on corporation productivity
whichever via managing relationships among supplier and customers of that
supplier and corporations might do new something to nurture commerce from
existing customers and by concentrating on the issues of customer retention
and the loyalty based management, the corporation is capable to add spirited
improvement and enhanced productivity (Payne et al. 1995).
Customers are costly to attain and difficult to hold and ignoring the
acquirement and retention of customers could invite lofty advertising
expenses comparative to any opponents that take extra concern, as obtaining
customer is costly and over the interval of customer's relationship with the
supplier, customer might purchase several times, within several of the
supplier goods variety (Stone et al. 2000), however still it's hard to win total
customer loyalty as asked in web survey even if the respondent had the Club
card but still they shop at other places also as shown in figure 14, so the
concept of total customer retention is expensive.
Performance measurement of the scheme like loyalty Club card whether
helps to improve the performance or certain depend on that if everything is
well planned and implemented, then the desired customer relationships will be
created and Tesco uses Clubcard to build an effective relationship with their
customers, but as seen in figure 3 only those who have Club card visits Tesco
once a week in comparison to non-club card users but possessing the Club
card doesn't conform to loyalty as they also shop at other supermarkets as
shown in figure 14. The viability for relationship to continue for longer period
of time depends upon the quality of 'customer service' the supplier gives to its
customers and frequent visits and purchasing more doesn't guarantee a
loyalty (Stone et al. 2000), as respondents those who had Club card normally
spend less as it appears from figure 5, rather than those shopping without
Club card spends more in the range of 10 to 50 pounds as shown in figure 6,
so one thing is confirmed from findings that total customer retention is not
attainable.
60

Corporations need to vary both the loyalty and value of their customers.
Customers can be internal (workers), intermediate (such as delivery channel),
or external. It had been implicit that customer satisfaction was the mean to
depict customer behavior for several years, i.e., loyalty and continuous
buying. This implicit relationship among what customers say about their
satisfaction with supplier performance and what they do in regard to continue
their relationship has, indeed, been continually contradicted for the majority of
the dealings (Hart et al. 1999). As for a replacement, simply assessing
customer satisfaction, which would probably be ambiguous at the lowest
possible point, loyalty and customer retention, checks those distribution
characteristics and matters which typically connects to customer bazaar
engagements and commitments - a indication of their awareness of worth -
towards their suppliers (Ward et al. 1998). Customer views and outlooks,
however valuable, are greatly very unpredictable to be dependable and
achievable, whereas customer satisfaction predominantly assesses opinions;
and it have been established, in the considerable bulk of corporations studies,
that customer loyalty is not properly associated with satisfaction levels (Bolton
et al. 2000).
Supposed assessment of a supplier's functioning by the customers and a
point of trust in that supplier's capability to afford benefits is the correct
measurement of loyalty, as it is, eventually, an immeasurably distinctive
notion than customer satisfaction; and the conception of customer loyalty
wants distinct, which can be a new practical move in favor of a corporation on
which it could thrive on and it commences when a corporation identifies and
prioritizes that what generates and propels values in support of customers
(Sirohi et al. 1998).
Advertising with customer data is an extremely advanced and expensive
exchange, but it has to be in return and forward among the suppler and the
customer, and suppler must pay attention to what the customer conveys you
(Stone 2001). Customer loyalty is the upshot of properly handled customer
retention programs like Club card schemes; customers pursued via retention
programs reveal superior loyalty to a corporation and all customer retention
programs depend on connecting with customers, pushing them with
61

confidence to continuously being involved and choose to do trading with the
corporation (O'Malley 1998). Through this framework, the primary data serves
the reason of analyzing the significant components in the lieu to explore the
validity through customer point of view, whereas also evaluated the effect of
RM scheme like Tesco Club card in the question through the outlook of these
significant components. Through these findings, these significant components
are applicable and via their use, it is found that Tesco supermarket in query
needs much more significant ways to remain competitive.
5.2. Recommendations:
Tesco has an exceptionally influential place in the British bazaar. Though, the
subsequent recommendations might facilitate the corporation to equally build
up and sustain this place:
(a) Widening the Club card scheme shall witness the remuneration practice
turn into an even larger component of consumer's movements, thus
expanding the Customer marketplace. Here is noticeably probable for the
scheme to enlarge extremely, though it should moreover continue to focus on
its main promotions.
(b) Incentivizing referrals may be a valuable tactic, i.e. pushing peoples to
secure Club card points by serving the corporation to determine further
relationships with fresh customers. Still, there are lots of matters concerning
this Referral market tactic, and a complete assessment is needed initially.
(c) Enhancing supplier affairs may benefit the corporation build up its image
within the public. Yet, in accurately financial requisites, it's comprehensible
that Tesco have somewhat of domination, and to facilitate it can prolong to
ratify its existing strategy through slight concern of a main supplier revolt.
(d) Synchronized effort on Recruitment and Internal markets should possibly
facilitate the Tesco to build a durable inner vigorous, so internal development
may be enhanced.
62

(e) Influence markets are nonetheless exceedingly essential. Tesco need to
make certain that its image in the public is not spoiled by rumors regarding its
plans in this field. It's feasible to facilitate the substantial opening out of Tesco
stores may be nearing a normal threshold, which possibly will facilitate in this
respect.
The quantitative study of the significant components of Tesco supermarket
which helps in improving performance or not can also be studied with the help
of Lifetime-Value (LTV), which is the predictable net profit a customer will add
to your commerce throughout the Life Cycle, the interval of time a customer
continues to be your customer. By having link between LTV and Life Cycle,
Tesco can use RFM technique as an alternative for the potential productivity
of commerce (Hunt et al. 2003). Customers with high RFM score symbolize
good business opportunity for future, as customers are agreeable and
concerned in doing commerce with that supplier, and possess prominent LTV
(Stone et al. 2000). By employing RFM, Tesco can score customers which
would enable it to choose to whom to endorse to and forecast the response
rate, optimize promotional discounts by raising response rate whereas
dropping while reduction expenses, and establish which element of the
activities or site draws high value customers and concentrate on them to
augment customer loyalty and productivity. Tesco could also employ balance
scorecard approach to manage its business which would focus on staff efforts
around people, customers, finance, operations.
Another recommendation would depend upon the profitability of customer
promotions which rely on 2 data points- cost of the offer and response rate.
Some customers are probable to react than others at any given time. This
probability to respond is then subjective to the range of the offer Tesco can
make the good deal or concession. A customer who did not responded to a
10% reduction may have retorted to a 20% cut rate. Likewise, a customer
who would have retorted to a 10% cut rate might be presented a 20% cut rate,
and grasp it. Both these states of affairs could cost Tesco money; whichever
in further concessions or lost response Tesco would not give anything. The
consistent way to identify the likelihood of customer response, Tesco might
have to determine the most profitable offer made to each customer before the
63

promotion is send out and customers are probable to respond to low value
offers and customer those who retort very less must be given high value
offers, so that Tesco may get more response with reduced advertising cost
(Stone et al. 2000).
The other recommendation would be that Tesco might employ Permission
marketing technique which in the present terminology is politically a accepted
approach to cope a particular suppliers customer relationships, also
'Permission marketing' is a part of RM which handles gentler communication
matters (Godin 1999). Permission marketing predicts every customer
determining the target actions of marketer (Godin, 1999). Consumers
authorize a marketer to forward them advertisement mails in particular
categories of interest. Habitually, asking the customers to fill-up a survey
signifying interest when signing in favor of help do this. PM states to
communicate with customers will lead Tesco to be personal, be relevant and
be anticipating, so the classification of customers on these 3 ideas would
obviously alter with time, as the supplier has to pay attention to the customers
and engage in conversation (Godin 1999).
The another approach is target your existing customers which gives the
supplier new source of business, as existing client gives the prospect of
higher profits, cost of marketing to win a given volume of new commerce are
lower, 'follow-on' engagements are much more productive from existing client
than from first-time engagement from fresh customers, and corporations are
able to strongly enhance their market presence which usually depends upon
the business that customers gives (Payne et al. 1995). The findings gives the
good indication for the study of various significant components like measuring
loyalty of the customer, satisfaction level of customer and retaining the
customer and the findings reveal that total customer retention is not
achievable, loyalty cannot be measured in terms of possessing a Club card or
spending power and service to the customer depend on the quality of service
the supplier provide to its customers. The technology has played a vital role
and made easier to get an instant feedback from customers for many
companies and communities' forum and blog gives consumers a
comprehensive explanation of mutual positive and negative experience within
64

a corporation and also online consumers are invisible which makes easier for
the supplier to convince them sensitively (Solomon 2010). Online loyalty is
other way to measure customer loyalty and if the customer is delighted, then
customer often comes back frequently, thus that customer is rewarding
(Young 2007). Suppose, to estimate a lifetime value of a customer through
online loyalty, if the average online shopping for cart-size is 60 pounds, then
consumer places an order 6 times during a year, so the price of that shopper
is 360 pounds and twelve hundred pounds for 5 consecutive years and if the
supplier profit margin is 20% from the online shopper, so would the supplier
would invest 72 pounds of its one year profit to preserve that 1 customer to
continue for lifespan.
Tesco should spent more money on customer service or customer acquisition,
as it is more cost effective and turns a one-time customer into a loyal
customer (Reichheld et al. 2000). An average cost for making a customer
service telephone call at Tesco cost 6p and additional 2p per minute from BT
calling plans which is cheaper than making a normal phone call cost between
10p to 20p per minute within UK (Tesco 2011). These days 2/3
rd
of the
consumers uses online helpdesk services as they look for websites which
have superior customer service attributes, as customer service is more
influential to shoppers spending $500 or more online per year, as 40% of this
group tries to seek online customer service (Kongthon et al. 2009). To build a
loyalty in new segments take time and investment and loyalty is not the
attribute for experimenting individually to direct customers into fresh market,
whereas the corporation positioning stands upon perception of the customer
in regard to corporation's competitors (Cram 1994). The more such issues
regarding supermarkets needs a detailed investigation but the
recommendations discussed above are appropriate for this research and
comprise immeasurable practicable usefulness.
5.3. Limitations:
The limitation of the study is that the web survey findings didn't support the
conclusion. The web survey indicated that upshot of customer satisfaction
depends on quality dimension. It has turn into yearly custom accepted for
65

satisfying the requirements of programs like quality management, instead
than being the support for tactical judgments. In consequence, corporations
finish up evaluating what went wrong that caused customer dissatisfaction,
which is not equivalent as generating customer satisfaction, as the survey
revealed that respondents were not satisfied with the 'reach ability of shop'
factor as shown in figure 10. The problem gets complex when quantitative
web survey yields a jumble of intricate data that could be useful to improve
quality deficits but hardly sheds any reflection on customer expectation and
delights. It is hard to determine 'customer satisfaction' level when the supplier
doesn't know what customer wants and do the customers gets that what
customer thinks, as competition is very intense, the suppliers strive to attain
bazaar headship not only by matching customers expectation but also beyond
their customers delight (Egan 2004).
There were only two factors with which respondents were somewhat
dissatisfied that are waiting time at the checkouts and reach ability of shops,
but in general these are not the major factors which indicates the poor
'customer satisfaction' level as long as the supplier continues to provide good
customer service and better quality of goods to its customers, so that the
customer keep on coming or the supplier can get the benefit of being in trade
with that special customer who often visit their stores by giving them sort of
additional benefits. Even the five respondents who had Club card pointed out
that Tesco didn't had feel good factor about customer service but this is not
the major point for worrying as other 16 respondents felt that Tesco do have
feel good factor as shown in figure 13. The another disadvantage was that the
respondents who had Club card also shopped without Club card and the
buying range was between 10 to 50 pounds as shown in figure 7 in contrast
with the buying with Club card which was almost scattered in different ranges
as shown in figure 5. From the above discussion, it is true that loyalty of the
customers cannot be measured by merely possessing the loyalty card.
The major limitation of the measuring the customer loyalty can be that
sometimes consumers cannot or do not want to alter a service or product
since the disturbance occupied in altering it. For example if consumers cannot
preserve their initial cell phone information they don't want to swap cell phone
66

supplier as the disturbance involved in changing it. We in that case have the
long-established loyalists who don't wish to alter as they are contended with
the service or product and by via that service or product has developed into
subsequent character, accordingly to that they don't desire to even care about
different substitutes, as chunk of it arrives from the consumers not to willing to
endeavor somewhat innovative, as they do not intend to transform till they are
enforced to (Bolton et al. 2000). The significant facet of measuring customer
loyalty is that how to continue a relationship with an existing consumer rather
than going for the acquirement of the new customer, if the supplier goes for
acquiring new consumer while ignoring its existing customer then it is
invaluable loss for that supplier business and hence will lose the loyal
customers, as Tesco spends lot of money on its Club card but still the
respondents who replied to the web survey were somewhat loyal to the Tesco
but not in whole as they shop at other stores14 as shown in figure and also
spent money on shopping without the use of Club card as shown in figure 6.
The loyalty cannot be measured by how often you visit a store for shopping,
as shown in table 1 that 13 respondents who had Club card visited Tesco
store once in a week, 5 visited more than once in a week and 3 visited once
every two weeks in contrast to 8 respondents who didn't had Club card visited
once in a week and 15 visited once every two weeks. This is also the
limitation that you cannot measure the customer loyalty in terms of how much
you often shop at store or make the repurchases (Dowling and Uncles 1997).
The other disadvantage is that loyalty programs draw the slightest needed
consumers for a supermarket desiring to augment its trade those who are
previously loyal and nearly do all of their buying at your supermarket (Hart et
al. 1999)
The total customer retention is not achievable as found from the study, as the
respondents having Club card also bought things without using Club card and
visited other stores as shown in figure 14. The other 28 respondents who
don't have Club card and often shop at Tesco as shown in table 1 can be
targeted so that they become regular customers but those who visited often
and do business with you but had stopped coming for shopping at your store
is of major concern and what should the supplier do so that its previous
67

customer who came regularly for shopping must come regularly and be
profitable for its business (O'Malley 1998). It is perpetually unbeneficial to
endeavor to accomplish whole retention as the expenses concerned in
serving this are liable to be exorbitant (Gummesson 1999). Tribulations might
not inevitably point to continuing dissatisfaction or abandonment, if the
supplier gives the pleasing response which could lead to the transformed level
of contentment's (Bejou and Palmer 1998). But the sizeable exchange
expenses are prevailing obstacles to discontinuity in relationship with a
specific supplier (Stewart 1998a).
The drawback of the study is that the population for the online survey was
exceptionally inadequate and the researcher didn't have the occasion to get
acquainted with the persons who replied to the online survey to take notes on
surveys or persuade the persons who replied to contribute for the research.
The researcher even tried to contact customer service of the supermarket
through email for conducting the field survey but the researcher was denied to
conduct the survey on supermarket premises as the customer representative
replied that we don't allow outside people to conduct survey as it is against
the company policy and even if you try to contact with the store manager then
you will not be granted permission to conduct the field survey. There were
only 49 respondents who responded to the online web survey which indicates
the population of the survey is relatively lesser, therefore it's hard to
generalize the findings obtained from the online respondents within larger
population.
5.4. Future research agenda:
The future need of the supermarket need not be numerous years afar or as
advanced as one may contemplate. Future supermarket would merely be
customized to suit the requirements of all customers who do shopping or buy
something at that store. So that all stores would sense adapted to every
purchaser although loads of numerous consumers would be buying there at
the similar moment (Kwong et al. 2011).
68

How would this be achieved? It can be new store layouts and shelf designs.
The approaches such as making use of smart shopping carts, RFID (radio
frequency identification technology), interactive media could play a role, but to
make all customers believe that the store has the appropriate goods at the
appropriate rates, supplied and positioned in a manner to customers liking
and this realization would simply happen by putting the laborious
concentration on consumers insight (Bagchi and Li 2011).
Consumer's insight would be the decisive separator for the future of
flourishing supermarket and probably the strategic tactic to ensure not to
simply survive however also flourish. The customizing of all stores holds the
key to consumer's insight for the personal requirements of the consumers who
bought or purchase something at that store. As each buyer or purchaser act in
a distinct manner and through comprehension of these numerous aspects and
actions and how the consumers framework fluctuates by stores, supermarkets
would be proficient to genuinely make the buying or purchasing experience
personally (Smith and Sparks 2009). The consumers insights allow the
supermarkets to recognize through 100's of 1000's of stock keeping units that
may possibly be reserved which mixture provides the appropriate value,
endorsement and prices mixed for the particularized stores; how these goods
could be exhibited to paramount appearance; and what additional benefits
and deals are ingredient of that store settings. This is specifically what buyers
or purchasers looks for when they shop or buy something and be a factor to
their keen to continuously stay loyal towards that store or outlet trademark for
a long time (Bagchi and Li 2011).
The triumphant supermarkets in the coming 5 years would comprehend that
customer retention occurs from consumer's insights--the absolute solution to
corporation achievement. Entirely this is doable, however simply when
grocery merchants accurately comprehend their consumers. What is the
requisite to empathize with the consumers? In the future, this consideration
would widely surpass the existing outlook of immediate consumer
advertisings, comprehensive cumulative sales records and plain
demographics. To foster the paramount consumer's insights program,
supermarkets retailer should formulate judgments established on consumer
69

activities i.e., the capability to acquire accessible consumer information
(Henderson et al. 2011).
5.5. Conclusion:
Supermarket industry is not a new concept in British market but many of the
supermarket retailers come up with different loyalty programs in order to
retain customers. The retailers like Tesco, Sainsbury and Asda are the top
three supermarkets in UK but Tesco has the largest market share. The
intention of the research was to determine the significant components of
Tesco supermarket which helps in improving performance and effect of the
RM technique like Club card and this was done by studying factors like
measuring the loyalty of customer, retaining the customer, checking the
satisfaction level of customer and via feedback from customer. The chapter
four shows the primary data results exhibited in tables and figures to conform
the findings as per literature review i.e. the significant components which
helps in improving performance can be applied in Tesco supermarket.









70

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81

Appendix 1: Electronic message



82

Appendix 2: Online questionnaire

83





84

AA
Appendix 3: Survey data
Response ID IP Address Timestamp (MM/dd/yyyy)Duplicate Time Taken to Complete (Seconds) Seq. Number Country Code Region Q1:How many times you shop at the TESCO store? If you don't shop at Tesco, please go to Question 8. Q2:Do you have a TESCO CLUBCARD? If you have Tesco Club card then go to Question 3 or if you don't Tesco Club card then go to Question 4 Q3:If you have Tesco Club card, then how much purchasing do you do with your Tesco Club card? Q4:How much you normally spend on shopping without the use of Tesco Club card? a)Availability of staff for information and advice b)Staff Helpfulness c)Make up of Shop(Overall appearance of store) d)Presentation of products (On shelves) e)Cleanliness of Shop f)Quality and freshness of goods g)Choice of products h)Value for Price i)Reachability of Shop(Location) j)Shopping Hours k)Waiting time at checkout l)Ways of payment m)Price marking on goods n)Availability of special offers and promotions Q6:Please select THREEimportant factors from the above list. Q7:Do Tesco have the feel good factor about the customer services? Q8:Which other superstore you normally shop other than Tesco? If you don't shop at store listed below then please go to Question 9 Q9:Please specify at which store do you shop which are not listed in the Question 8 Q10:Please specify your gender
a b c d e f g h i j k l m n ASDA SAINSBURY MORRISONSICELAND WAITROSE LONDIS COST CUTTER Never
2191925 92.6.204.111 6/17/2011 1:23 FALSE 102 1 GB P2 2 1 2
30 pounds
per week 4 4 2 2 2 2 2 2 4 4 4 2 2 2 1 1 1 2 1 1 1 1 1
2191945 94.5.210.18 6/17/2011 2:26 FALSE 123 1 GB D8 3 1 3
40 pounds
per week 2 2 3 3 2 2 2 2 4 2 4 2 2 2 1 1 1 1 1 1 1 1
2191959 92.21.221.28 6/17/2011 15:29 FALSE 118 1 GB S2 2 1 2
40 pounds
per week 2 2 3 2 1 2 2 2 4 4 4 2 2 2 1 1 1 1 1 1 1 1 1
2191980 82.43.225.45 6/18/2011 13:33 FALSE 206 1 GB H2 2 2 6
70 to 80
pounds per
week 4 4 2 2 2 2 2 2 4 2 4 2 2 2 1 1 1 2 1 1 1 1
booths,
mace 1
2191998 82.32.243.110 6/18/2011 14:36 FALSE 106 1 GB K4 2 2 6
100 to 150
pounds per
week 4 4 2 3 2 2 2 2 4 3 3 2 2 2 1 1 1 2 1 1 1
netto,
ocado 1
2192027 92.24.218.55 6/18/2011 16:40 FALSE 196 1 GB H9 2 2 6
80 to 90
pounds per
week 2 2 3 3 2 3 3 2 4 3 4 1 1 1 1 1 1 1 1 1 1
booths,
centra 1
2192068 79.78.202.34 6/19/2011 14:45 FALSE 105 1 GB C5 2 2 6
60 to 70
pounds per
week 2 3 2 2 3 3 2 2 4 3 3 2 2 2 1 1 1 1 1 1 1 1
2192087 92.6.251.122 6/19/2011 15:35 FALSE 119 1 GB K2 4 2 6
50 to 60
pounds per
week 2 2 3 3 2 2 2 2 4 3 4 2 2 2 1 1 1 1 1 1 1
2192104 92.6.223.224 6/20/2011 13:50 FALSE 97 1 GB E4 2 1 3 40 pounds 2 1 2 2 2 2 1 1 4 3 3 1 2 2 1 1 1 1 1 1 centra,netto 1
2192134 92.8.229.212 6/20/2011 14:55 FALSE 85 1 GB H9 2 1 2
30 to 50
pounds 2 2 2 2 2 2 2 2 4 3 3 1 1 1 1 1 1 1 1 1 1 1
2192156 92.23.209.234 6/21/2011 11:57 FALSE 84 1 GB L3 2 2 6
100 to 150
pounds per
week 2 2 3 3 2 2 2 2 4 3 4 2 2 2 1 1 1 1 1 1 1 1
2192176 94.11.188.220 6/21/2011 12:59 FALSE 110 1 GB Q3 2 1 4
40 pounds
max 2 1 2 2 2 1 1 1 2 3 4 1 2 2 1 1 1 1 1 1 1
dunnes
store, lidl 1
2192188 86.13.155.177 6/21/2011 14:01 FALSE 64 1 GB N7 2 1 2
50 pound
atleast 2 2 2 2 2 2 2 2 4 2 2 2 2 2 1 1 1 1 1 1 1 1
2192198 86.12.205.155 6/22/2011 10:02 FALSE 66 1 GB W2 2 1 3 20 pounds 2 2 2 2 1 1 1 1 2 2 4 1 1 1 1 1 1 1 1 1 1 1 1
2192207 93.96.208.29 6/22/2011 11:03 FALSE 260 1 GB P3 5 2 6 3 4 2 2 1 1 1 4 4 4 5 4 4 4 1 1 1 2 1 aldi 2
2192220 93.96.245.59 6/22/2011 12:04 FALSE 88 1 GB H9 4 2 6
100 to 150
max 3 3 2 2 2 2 2 2 3 3 3 2 2 2 1 1 1 1 1 1 1 1
2192282 92.12.219.176 6/22/2011 14:11 FALSE 88 1 GB U4 4 2 6
100 to 130
atleast 2 2 3 6 2 2 2 2 4 4 3 2 2 2 1 1 1 1 1 1 1
netto,mase,
mark and
spencers 1
2192304 92.14.221.172 6/23/2011 9:14 FALSE 99 1 GB K2 4 2 6 150 pounds 2 2 3 3 2 2 2 2 4 3 3 2 2 2 1 1 1 1 1 1 1
ocado,
supervalu 1
2192338 94.11.172.165 6/23/2011 14:18 FALSE 175 1 GB D3 3 1 4 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1
2192375 92.9.169.31 6/24/2011 11:22 FALSE 151 1 GB X5 4 2 6
120 to 135
pound 2 2 3 3 2 3 2 2 4 4 4 2 2 2 1 1 1 1 1 1 1 1
spar,
supervalu 1
2192393 86.8.245.123 6/24/2011 14:23 FALSE 60 1 GB H9 4 1 3 30 pound 1 1 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1
2192722 90.210.163.38 6/24/2011 15:02 FALSE 150 1 GB H9 4 2
10-15
pounds 3 3 3 3 2 2 3 3 3 2 3 2 2 4 1 1 1 2 1 1 1 1
2192952 90.218.179.49 6/25/2011 9:31 FALSE 70 1 GB A3 3 1 4 30 pounds 1 1 2 2 2 2 1 1 1 3 4 2 2 2 1 1 1 1 1 1 2
2192982 90.199.175.49 6/25/2011 10:33 FALSE 138 1 GB C7 4 2 6
120 to 140
pounds 2 2 3 2 2 2 2 2 4 4 4 2 2 6 1 1 1 1 1 1 1 1
netto,aldi,su
pervalu 2
2193002 86.12.219.113 6/26/2011 9:35 FALSE 71 1 R3 T5 2 1 3
45 pound
last week 2 2 2 2 2 1 1 1 4 2 2 2 1 1 1 1 1 1 1 1 1 1 2
2193019 90.194.184.42 6/26/2011 11:38 FALSE 121 1 GB H9 4 2 6
i spend
around 115
to 140
pounds last
week 2 2 3 3 3 3 2 2 3 3 3 2 2 2 1 1 1 1 1 1 1 1 2
2193068 92.9.205.55 6/27/2011 11:43 FALSE 217 1 GB P5 3 1 4 1 1 1 1 1 2 2 2 2 3 3 1 6 4 1 1 1 1 1 1 1 supervalu, 2
2193232 92.5.201.43 6/27/2011 12:34 FALSE 83 1 GB P8 4 2 6
20 to 30
pounds 2 2 1 1 2 2 2 2 4 2 3 2 1 3 1 1 1 2 1 1 1 aldi 2
2193266 86.7.209.125 6/27/2011 16:02 FALSE 108 1 GB N7 5 2 6
10 to 15
pounds 2 2 2 2 2 3 2 2 4 6 3 2 2 2 1 1 1 2 1 1 1 1 2
2193292 86.13.201.139 6/27/2011 17:06 FALSE 98 1 GB P2 4 2 6
20 to 30
pounds 2 2 1 2 2 2 2 2 3 2 4 2 2 2 1 1 1 2 1 1 1 1 netto 2
2193335 90.201.179.49 6/28/2011 11:10 FALSE 124 1 GB P6 4 2 6
20 to 35
pounds 2 2 2 2 2 3 2 2 4 3 3 2 2 1 1 1 1 2 1 1 1 2
2194283 92.11.219.79 6/28/2011 12:55 FALSE 85 1 GB H9 4 2 6
40 to 50
pounds 2 2 2 2 2 3 2 2 4 1 4 2 2 2 1 1 1 2 1 1 1 2
2194345 86.13.219.126 6/28/2011 13:03 FALSE 171 1 GB N4 2 1 3
10 to 15
pounds 1 1 2 2 2 3 2 2 4 2 4 1 2 2 1 1 1 2 1 1 1 lidl 2
2194367 92.4.203.56 6/28/2011 14:06 FALSE 107 1 GB N4 4 2 6
50 to 60
pound 2 2 3 2 2 2 2 2 2 2 4 2 2 2 1 1 1 2 1 1 1 2
2194407 90.197.215.37 6/28/2011 16:08 FALSE 68 1 GB D3 2 1 2 20 pound 2 2 2 1 1 2 2 2 4 2 2 2 2 2 1 1 1 2 1 1 1 2
2194468 90.194.203.28 6/29/2011 11:14 FALSE 112 1 GB I2 5 2 6
50 to 60
pound 3 3 3 3 3 3 3 3 3 3 3 3 3 3 1 1 1 2 1 1 1 1
netto,
supervalu 2
2194491 92.3.216.23 6/29/2011 13:16 FALSE 69 1 GB H9 4 1 2
20 to 30
pounds 2 2 2 2 2 2 2 2 4 2 3 2 2 2 1 1 1 2 1 1 1 1 1 2
2194517 86.7.193.131 6/29/2011 14:20 FALSE 78 1 GB N7 4 2 2
10 to 20
pounds 2 2 2 4 2 2 2 2 4 2 4 2 2 2 1 1 1 2 1 1 1 2
2194557 86.3.188.143 6/29/2011 14:24 FALSE 134 1 GB F2 2 1 3
30 to 50
pounds 1 1 1 2 2 2 2 2 4 2 4 2 2 2 1 1 1 1 1 1 2
2194590 86.9.187.136 6/30/2011 9:28 FALSE 75 1 GB I5 2 2 6
30 to 40
pounds 2 2 2 2 2 2 2 2 3 4 2 2 2 2 1 1 1 2 1 1 1 2
2194627 92.1.201.46 6/30/2011 12:33 FALSE 72 1 GB L8 4 2 1
20 to 30
pounds 2 2 2 2 2 4 2 2 4 2 4 1 1 1 1 1 1 2 1 1 1 1 2
2194663 90.193.223.64 6/30/2011 13:37 FALSE 71 1 GB N4 2 1 3
20 to 40
pounds 2 2 1 1 1 1 2 2 4 4 2 2 2 2 1 1 1 1 1 1 1 1 2
2203674 92.25.247.194 6/30/2011 16:48 FALSE 231 1 GB H8 2 1 2 30 pound 3 3 2 2 3 2 2 2 1 1 2 1 3 3 1 1 1 1 1 1 1
marks and
spencer 2
2205307 77.97.175.143 6/30/2011 17:17 FALSE 106 1 GB O7 2 2
10-
15pounds 2 3 2 3 3 4 2 3 1 1 2 4 2 2 1 1 1 1 1 1
2205745 77.99.156.139 6/30/2011 18:12 FALSE 140 1 GB H9 3 2 2 2 3 3 3 2 2 2 1 2 3 2 2 2 4 1 1 1 2
2206939 86.11.251.125 6/30/2011 18:35 FALSE 206 1 GB F2 3 1 1 70 pounds 2 3 1 1 4 2 3 3 1 1 2 2 2 3 1 1 1 2 1 1 1 1 1 2
2207135 94.169.45.125 6/30/2011 18:55 FALSE 274 1 GB A7 5 2 6 0 6 6 6 6 6 6 6 6 6 6 6 6 6 6 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1
None. I
grow my
own f ood. 1
2220596 188.221.128.244 6/30/2011 19:15 FALSE 0 1 2 2
approx 15
pounds on
each visit 2 2 2 2 2 2 4 3 1 2 2 2 2 4 1 1 1 1 1 1 1 1
2252710 94.13.181.189 6/30/2011 19:48 FALSE 194 1 GB Y6 4 1 1 2 3 2 2 2 3 2 2 3 1 3 3 2 3 1 1 1 1 1 1 M&S 1