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APPLIED LEARNING PROGRAM ANALYSE CUSTOMER FEEDBACK AND DEVELOP STRATEGIES TO ATTRACT AND RETAIN CUSTOMERS OF IDEA SPICE

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Page 1: Analyse Customer Feedback and Develop Strategies to Attract and Retain Customers

APPLIED LEARNING PROGRAM

ANALYSE CUSTOMER FEEDBACK AND DEVELOP STRATEGIES TO

ATTRACT AND RETAIN CUSTOMERS OF IDEA SPICE

Page 2: Analyse Customer Feedback and Develop Strategies to Attract and Retain Customers

Analyse Customer Feedback & Develop Strategies to Attract & Retain Customers of IdeaSpice

PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 1

APPLIED LEARNING PROGRAM

ANALYSE CUSTOMER FEEDBACK AND DEVELOP STRATEGIES TO

ATTRACT AND RETAIN CUSTOMERS OF IDEA SPICE

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PRAJAKTA TALATHI – SP JAIN SCHOOL OF GLOBAL MANAGEMENT, DUBAI Page 2

ACKNOWLEDGEMENT

Sincerely:

Prajakta Talathi (GSEP13CMM031)

I take this opportunity to express my gratitude and best regards for my Academic

mentor Dr. Grandhi for his continuous guidance, encouragement and constant

monitoring throughout the project. Blessings help and guidance provided by him

helped to conduct the research smoothly.

I also take this opportunity to express my deep sense of gratitude toward my

corporate mentor Sajith Ansar, CEO and Founder, Idea Spice. His valuable inputs &

involvement at each stage of the project proved as great help to me.

This acknowledgement cannot be completed without thanking Ms. Jyothsna Singh

and Mr. Anudeep Raghuthaman. Their constant suggestions, feedback and

encouragement helped me complete this project

I am obliged to Dr. Dhrupad Mathur for showing faith in me & providing an

opportunity to work with Idea Spice.

Special thanks to Prof Christopher Abraham for connecting me with key

Entrepreneurs and SMEs in Dubai and facilitating my project.

Last but not least, I thank the Almighty, my parents and friends for their constant

support & encouragement!

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DECLARATION

I hereby declare that the matter included in this ALP report entitled “Analyse

Customer Feedback and Develop Strategies to Attract and Retain Customers of

Idea Spice”, is the result of study and interviews carried out by me. I further declare

that this is my original work and has not been published anywhere before.

This Project Work has been carried out for the sole purpose of submission in partial

fulfilment of Semester Three of Global Master of Business Administration (GMBA) at S

P Jain School of Global Management, Dubai.

The above is true to the best of my knowledge and understanding.

I have read, understood and signed the code of Ethics.

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COPYRIGHT ASSIGNMENT

Date:

Student

Prajakta Talathi (GSEP13CMM031)

Signature:

Project Mentor

Name: Dr. Balakrishna Grandhi

Signature:

FOR THE GOOD AND VALUABLE CONSIDERATION, receipt of which is hereby

acknowledged, the ALP, hereby irrevocably transfers and assigns to S P Jain School

of Global Management (“Assignee”), located at Dubai, Singapore, Sydney, its

successors and assigns, in perpetuity, all right (whether now known or hereinafter

invented), title, and interest, throughout the world, including any copyrights and

renewals or extensions thereto, in Analyse Customer Feedback and Develop

Strategies to Attract and Retain Customers of Idea Spice.

IN WITNESS THEREOF, Assignor has duly executed this agreement.

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Table of Contents Executive Summary ............................................................................................................................... 11

CHAPTER I: INTRODUCTION ......................................................................................................................... 12

Introduction .......................................................................................................................................... 12

Background ........................................................................................................................................... 12

Problem ................................................................................................................................................. 12

Research Objectives .............................................................................................................................. 13

Research Scope ..................................................................................................................................... 14

CHAPTER II: LITERATURE REVIEW ................................................................................................................. 15

Secondary Research .............................................................................................................................. 15

Country Analysis of UAE .................................................................................................................... 16

Political .......................................................................................................................................... 16

Economic ....................................................................................................................................... 16

Social ............................................................................................................................................. 17

Technological ................................................................................................................................ 18

Legal .............................................................................................................................................. 18

Environmental ............................................................................................................................... 18

SMEs in Dubai ................................................................................................................................... 19

Growth in SMEs ............................................................................................................................. 21

Mega Trends ................................................................................................................................. 23

Growing SME Sectors .................................................................................................................... 23

Challenges Faced by SMEs ............................................................................................................ 24

Branding Consultancy ....................................................................................................................... 24

Concept ......................................................................................................................................... 25

Need .............................................................................................................................................. 25

Services ......................................................................................................................................... 25

Idea Spice .......................................................................................................................................... 26

Process .......................................................................................................................................... 26

Idea Spice Known For .................................................................................................................... 26

Customers of Idea Spice ................................................................................................................ 27

SWOT Analysis of Idea Spice ......................................................................................................... 28

Academic Literature Review ................................................................................................................. 28

Net Promoter Score .......................................................................................................................... 28

ServQual – RATER Scale .................................................................................................................... 29

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CHAPTER III: PROBLEM AND METHODOLOGY ................................................................................................. 30

Problem Statements ............................................................................................................................. 30

Objectives ......................................................................................................................................... 30

Scope ................................................................................................................................................. 30

Research Methodology ......................................................................................................................... 30

CHAPTER IV: ANALYSIS AND INTERPRETATION ................................................................................................ 32

Primary Research .................................................................................................................................. 32

Qualitative Research ......................................................................................................................... 32

Face-to-Face In-Depth Interviews ................................................................................................. 33

Telephonic Interviews ................................................................................................................... 34

Employee In-Depth Interviews ..................................................................................................... 35

Identification of Variables ................................................................................................................. 35

Pilot Testing....................................................................................................................................... 40

Survey................................................................................................................................................ 40

Sampling ........................................................................................................................................ 40

Online Survey ................................................................................................................................ 41

Expert Interview ................................................................................................................................ 42

Data Interpretation and Analysis .......................................................................................................... 42

Infographics ...................................................................................................................................... 42

Data Analysis ................................................................................................................................. 42

Interpretation................................................................................................................................ 43

Share of Wallet.................................................................................................................................. 43

Need for Branding ............................................................................................................................. 44

Framework – Factor Analysis ........................................................................................................ 44

Data Analysis ................................................................................................................................. 44

Interpretation................................................................................................................................ 45

Reasons for Choosing Idea Spice ...................................................................................................... 46

Framework – Factor Analysis ........................................................................................................ 46

Data Analysis ................................................................................................................................. 46

Interpretation................................................................................................................................ 48

Framework – Cluster Analysis ....................................................................................................... 48

Characteristics of Idea Spice ............................................................................................................. 50

Framework – ServQual (RATER) Analysis ...................................................................................... 50

Data Analysis ................................................................................................................................. 51

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Net Promoter Score .......................................................................................................................... 53

Data Analysis ................................................................................................................................. 53

Inference ....................................................................................................................................... 54

Media Channel used for Information................................................................................................ 54

Data Analysis ................................................................................................................................. 54

Inference ....................................................................................................................................... 54

Involvement of Key Person ............................................................................................................... 54

Data Analysis ................................................................................................................................. 55

Inference ....................................................................................................................................... 55

Top-of-the-Mind ............................................................................................................................... 55

Data Analysis ................................................................................................................................. 55

Inference ....................................................................................................................................... 56

Qualitative Feedback ........................................................................................................................ 56

CHAPTER V: CONCLUSION AND CONTRIBUTION TO PRACTICE ............................................................................ 57

Recommendations ................................................................................................................................ 57

Leverage Portfolio ............................................................................................................................. 57

Action Plan .................................................................................................................................... 57

Implications ................................................................................................................................... 57

Pamper Brand Ambassadors ............................................................................................................. 57

Action Plan .................................................................................................................................... 57

Implications ................................................................................................................................... 57

Primacy-Recency Effect ..................................................................................................................... 58

Action Plan .................................................................................................................................... 58

Implications ................................................................................................................................... 58

Empowering Leadership ................................................................................................................... 58

Action Plan .................................................................................................................................... 58

Implication .................................................................................................................................... 58

Special Packages ............................................................................................................................... 58

Action Plan .................................................................................................................................... 58

Implications ................................................................................................................................... 59

Promotions ........................................................................................................................................ 59

Action Plan .................................................................................................................................... 59

Feasibility ...................................................................................................................................... 59

Implications ................................................................................................................................... 59

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Form Alliances or Partnership ........................................................................................................... 59

Action Plan .................................................................................................................................... 59

Implications ................................................................................................................................... 59

Limitations ............................................................................................................................................ 59

Data Collection – Random Convenient Sampling ............................................................................. 59

Analysis of Lesser Independent Sectors ............................................................................................ 59

Future Scope ......................................................................................................................................... 60

Internal Branding .............................................................................................................................. 60

Sector-wise Analysis .......................................................................................................................... 60

Industry Practices .............................................................................................................................. 60

Key Learnings ........................................................................................................................................ 61

Appendix ............................................................................................................................................... 62

APPENDIX A1: ALP Meeting Logs ...................................................................................................... 62

Internal Mentor............................................................................................................................. 62

Corporate Mentor ......................................................................................................................... 63

APPENDIX A2 – ALP Mandatory Information Form .......................................................................... 64

APPENDIX A3 – S P JAIN NDA Format ............................................................................................... 66

APPENDIX A4 – S P JAIN Code of Ethics ............................................................................................ 67

APPENDIX A5 - ALP MOM ................................................................................................................. 69

APPENDIX A6 - Timelines .................................................................................................................. 71

APPENDIX A7 - Questionnaire and Transcripts ................................................................................. 71

Face-to-Face and Telephonic Interviews ...................................................................................... 71

Online Survey Questionnaire ........................................................................................................ 72

APPENDIX A8 - Safe Assign Report .................................................................................................... 72

Bibliography .......................................................................................................................................... 74

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Table of Figures

Figure 1: Idea + Spice ............................................................................................................................ 12

Figure 2: Objectives of the Project ........................................................................................................ 13

Figure 3: Scope of the Project ............................................................................................................... 14

Figure 4: Sources of Secondary Research ............................................................................................. 15

Figure 5: Factors for Evaluation of Sources .......................................................................................... 15

Figure 6: Doing Business in Dubai and UAE .......................................................................................... 16

Figure 7: Technology Advancements in UAE ........................................................................................ 18

Figure 8: Environmental Initiatives in UAE ........................................................................................... 18

Figure 9: Operations of Dubai SME ....................................................................................................... 19

Figure 10: Operations of Dubai SME ..................................................................................................... 19

Figure 11: Few Facts of SME in Dubai ................................................................................................... 20

Figure 12: Trends observed in SME ...................................................................................................... 23

Figure 13: Growing SME Sectors ........................................................................................................... 23

Figure 14: Challenges Faced by SMEs ................................................................................................... 24

Figure 15: Concept of Branding Firm .................................................................................................... 25

Figure 16: Need for Branding Firms ...................................................................................................... 25

Figure 17: Services Provided by Branding Firm .................................................................................... 25

Figure 18: Process of Idea Spice ............................................................................................................ 26

Figure 19: Idea Spice known for ............................................................................................................ 27

Figure 20: Customer – Tipping Point and Critical Point ........................................................................ 27

Figure 21: SWOT Analysis of Idea Spice ................................................................................................ 28

Figure 22: Equation for Calculation of NPS ........................................................................................... 28

Figure 23: RATER Scale .......................................................................................................................... 29

Figure 24: Research Approach .............................................................................................................. 31

Figure 25: Data Collection for Primary Research .................................................................................. 32

Figure 26: Purpose of Qualitative Research .......................................................................................... 32

Figure 27: Data Collection Method for Qualitative Research ............................................................... 33

Figure 28: Interview Question Hierarchy .............................................................................................. 33

Figure 29: Interview Types .................................................................................................................... 34

Figure 30: Employee In-depth Interviews ............................................................................................. 35

Figure 31: Identification of Parameters ................................................................................................ 35

Figure 32: Data Collection based on ..................................................................................................... 36

Figure 33: Variables for Needs of Branding .......................................................................................... 36

Figure 34: Criteria for choosing Interview Respondents ...................................................................... 37

Figure 35: Tools used for designing ...................................................................................................... 39

Figure 36: Uses of Pilot Testing ............................................................................................................. 40

Figure 37: Sampling Methods ............................................................................................................... 41

Figure 38: Steps for Cluster Analysis ..................................................................................................... 48

Figure 39: Equation for Calculation of NPS ........................................................................................... 53

Figure 40: Top-of-the-Mind Words about Idea Spice ........................................................................... 55

Figure 41: Empowering ......................................................................................................................... 58

Figure 42: Bundling Services ................................................................................................................. 58

Figure 43: Celebration Event' ................................................................................................................ 59

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Figure 44: Future Scope ........................................................................................................................ 60

Figure 45: Key Learnings from ALP ....................................................................................................... 61

Table of Charts

Graph 1: Real GDP Growth and Per Capita GDP: 2006-2015 ................................................................ 17

Graph 2: Leading SME employer industry ............................................................................................ 20

Graph 3: Application and Productivity Statistics: 2011 and 2013 ........................................................ 21

Graph 4: Growth in SME by Size ........................................................................................................... 22

Graph 5: Growth in SME by Industry .................................................................................................... 22

Graph 6: Relationship Statistics with Idea Spice ................................................................................... 42

Graph 7: # of years in the industry and industry sectors ...................................................................... 42

Graph 8: # of branches and employees ................................................................................................ 43

Graph 9: Share of Wallet ....................................................................................................................... 43

Graph 10: Needs of Customers ............................................................................................................. 44

Graph 11: Reasons for Choosing Idea Spice ......................................................................................... 46

Graph 12: # of cases in each cluster and distance between data points in each cluster ..................... 49

Graph 13: Factors Influencing each Cluster .......................................................................................... 49

Graph 14: Ratings for Reliability of Information from different Media Sources .................................. 54

Graph 15: Importance of Involvement of Key Person .......................................................................... 55

Table of Tables Table 1: Definition of SME as applicable to Industry Group in Dubai ................................................... 19

Table 2: Performance of top 100 SMEs in Dubai .................................................................................. 21

Table 3: KMO and Barlett's Test Values for Factor Analysis on Need for Branding Variables .............. 45

Table 4: Rotated Component Matrix for Factor Analysis on Need for Branding Variables .................. 45

Table 5: KMO and Barlett’s Test Values for Reasons for Choosing Idea Spice ..................................... 46

Table 6: Rotated Component Matrix for Factor Analysis on Reasons for Choosing Idea Spice ........... 47

Table 7: Final Cluster Centres ............................................................................................................... 49

Table 8: Rotated Component Matrix for Characteristics of Idea Spice ................................................ 51

Table 9: KMO and Barlett's Test Values for Characteristics of Idea Spice ............................................ 52

Table 10: Average Ratings for Characteristics of Idea Spice ................................................................. 52

Table 11: Calculation of NPS ................................................................................................................. 53

Table 12: Qualitative Feedback ............................................................................................................. 56

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Executive Summary

The report focuses on identifying the requirements and trends of the SMEs in Dubai which can help

Idea Spice attract new customers. It also focuses on determining the pain points of the existing

customers of Idea Spice and using their feedback and suggestions to improve the service provided by

Idea Spice. For over a decade, Idea Spice has been providing branding services to transform

businesses. Clients for a branding and designing agency may or may not be repeated. Hence, it is

important to retain maximum customers and create more brand ambassadors to help business grow

and sustain.

The objectives of this report are:

To understand the present Brand Image of IdeaSpice and identify the gap if any between its

Brand Image and Brand Identity

To suggest strategies to attract and retain customers

To collect feedback from customers and recommend strategies for improvement of

IdeaSpice

The scope of this project is the Second Generation Entrepreneurs or SMEs in Dubai, UAE.

Secondary Research about Country analysis, Situational Analysis and Industry Analysis was

performed which formed a base for Primary Research. The data collection involved talking to

customers and domain experts and gathering responses from survey. Quantitative methods such as

Factor Analysis, Cluster Analysis, Correlation and NPS are implemented.

Based on the analysis, the Brand image and Unique Selling Point of Idea Spice is identified. A proper

progression of how to attract and retain customers is discussed in the report. Recommendations

such as Primacy-Recency Effects, Forming Alliances, Promotional Methods, etc. are based on insights

drawn from Qualitative as well as Quantitative Analysis. The action plan or feasibility for each

recommendation is provided along with its implication.

The limitations as well as future scope are identified for this project. Key learnings from the research

were Time Management, Leadership, Client Interactions and Tools Usage.

This report will aid Idea Spice to understand and target the SMEs and Entrepreneurs in Dubai.

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CHAPTER I: INTRODUCTION

Introduction The report focuses on identifying the requirements and trends of the SMEs in Dubai which can help

Idea Spice attract new customers. It also focuses on determining the pain points of the existing

customers of Idea Spice and using their feedback and suggestions to improve the service provided by

Idea Spice.

Based on the analysis, the Brand image and Unique Selling Point of Idea Spice is identified. A proper

progression of how to attract and retain customers is discussed in the report. This report will aid

Idea Spice to better understand and target the SMEs and Entrepreneurs in Dubai.

Background For over a decade, Idea Spice has been using design effectively to transform businesses. As the name

suggests, Idea + Spice, is a unique blend of business strategy & creative solutions. With design offices

in Dubai & Mumbai and the experience of global markets allow Idea Spice to work across industries

with deep understanding & insights into the industries’ requirements (Idea Spice Design, 2010).

Idea Spice helps home grown brands compete and grow rapidly in emerging markets. They connect

with the clients’ business as if it is their own and they do whatever it takes for them to rapidly grow

into an inspiring and unique entity (Idea Spice , 2014).

Figure 1: Idea + Spice

Source: (Idea Spice , 2014)

Dubai SME report states that there are 40% home grown brands (DubaiSME, 2014). Home grown

brands are native to or characteristic of a particular area (Webster, 2014). Idea Spice specialises in

creating home grown brands in emerging markets & work with SME’s & start-ups to help them

differentiate their business and stand apart from the competition.

Problem Working with more than 2000 clients since past 12 years, Idea Spice has developed an image of a

very successful Branding and Designing Consultancy. Recently it is observed that SME companies and

existing clients of Idea Spice in Dubai have started believing that Idea Spice has become a big brand

in itself and has moved out of reach for these companies.

Idea Spice wants to know their present customer pain points and what they feel about Idea Spice

and its service. Moreover, CEO and Founder of Idea Spice, Mr. Sajith Ansar feels that the present

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clients are attracted towards Idea Spice due to his reputation in the industry and not due to Idea

Spice itself.

Lastly, clients for a branding and designing agency may or may not be repeated. This has limited the

repeat customers for Idea Spice. Idea Spice does not make any cold calls for lead generation;

majority of the business is generated with the help of Brand Ambassadors who promote Idea Spice.

Hence, it is important to retain maximum customers and create more brand ambassadors to keep

the business growing.

Research Objectives The problems identified form the basis of the objectives of this project. This project is an

engagement between SP Jain School of Global Management, Dubai and Idea Spice, Dubai and will

help Idea Spice:

Figure 2: Objectives of the Project

The objectives are:

1. To understand the present Brand Image of IdeaSpice and identify the gap if any

between its Brand Image and Brand Identity

The main objective of this project is to understand the present Brand Image and Brand Identity of

Idea Spice. Additionally it will also help to identify the main attracting agent of Idea Spice, whether it

is Mr. Sajith Ansar or Idea Spice itself. In case any gap is observed in the Brand Image and Brand

Identity of Idea Spice, this project will suggest strategies to rebrand and reposition Idea Spice.

2. To suggest strategies to attract and retain customers

Branding agencies usually do not have a fixed customer base. Since past 12 years, Idea Spice has not

promoted or advertised using any of the channels. Its sole source of attracting customers was

through word of mouth. In this competitive market, merely relying on word of mouth is not enough,

agencies need to find new and innovative strategies to attract and retain customers. A way to attract

customers is to perform secondary research and gather trends and other customer needs and

requirements and other challenges faced by them so that Idea Spice can use this opportunity to

expand its customer base. After gaining customer insights and analysis of their needs and pain

points, this project will suggest few strategies for customer attraction and retention.

1.

•To understand the present Brand Image of IdeaSpice and identify the gap if any between its Brand Image and Brand Identity

2. •To suggest strategies to attract and retain customers

3.

•To collect feedback from customers and recommend strategies for improvement of IdeaSpice

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3. To collect feedback from customers and recommend strategies for improvement of

Idea Spice

In order to attract or retain customers, the basic step is to understand the pain points of customers.

The source of identification of pain points is primarily by gaining customer insights through primary

research i.e. by conducting customer feedback and talking to customers face to face. Based on the

customer feedback and analysis of the process of Idea Spice, this report suggests strategies for

improvement of Idea Spice.

Research Scope The project timelines and feasibility of the project help determine the scope of the project:

Target Audience: Second generation entrepreneurs or SMEs looking to reinvent themselves

Geography: Dubai, UAE (extended to India-based customers of Idea Spice as well)

Figure 3: Scope of the Project

Source: (World Atlas, UAE, 2014) and (SME Centres, 2014)

SMEs

Entrepreneurs

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CHAPTER II: LITERATURE REVIEW

Secondary Research The exploratory phase of research begins with discovery and analysis of secondary sources such as

(Cooper & Schindler, 2011):

Figure 4: Sources of Secondary Research

Factors considered for evaluating the sources are (Cooper & Schindler, 2011):

Figure 5: Factors for Evaluation of Sources

For this project, using various sources the secondary research conducted was related to Country

Analysis of UAE , SMEs in Dubai, Branding Consultancy, Idea Spice, Customers of Idea Spice, Global

Branding Agencies and Academic Literature Review.

PUBLISHED SOURCES –

Literature review

INTERNAL INFORMATION –

Organisation’s database

TERTIARY SOURCES –

Internet Searches

DOCUMENT ANALYSIS –

Insights from materials

Factors

PURPOSE - explicit or

implicit agenda

AUTHORITY - level of data & credentials of

author

SCOPE - breadth & depth of

topic

AUDIENCE - characteristics & background

FORMAT - presentation & degree of

ease of location

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Country Analysis of UAE Over the past 3 decades, UAE has made a steady and continuous progress and emerged as a

significant global player in both the political and economic arena.

Figure 6: Doing Business in Dubai and UAE

Source: (Dubai Business Advisors, 2012)

Under the leadership of former President Sheikh Zayed, the UAE was transformed from a nation

affected by large-scale poverty to a highly developed and prosperous country (Datamonitor, 2014).

Due to this UAE has developed from Frontier Market to Emerging Market.

The United Arab Emirates (UAE) is a federation of 7 Emirati States: Abu Dhabi, Ajman, Dubai,

Fujairah, Ras al-Khaimah, Sharjah, and Umm al-Qaiwain.

Political

UAE is an absolute monarchy and each Emirate is governed by a prince and all Emirati princes jointly

form the Federal Supreme Council, the largest legislative council.

Politics of the United Arab Emirates takes place in a framework of a federal, presidential, absolute

monarchy. According to convention, the ruler of Abu Dhabi is President of the United Arab Emirates,

the head of state, and the ruler of Dubai is the Prime Minister of the United Arab Emirates, the head

of government. SMEs in Dubai have a major contribution to the GDP and hence Dubai government

intends to encourage SME and entrepreneurs in the city.

A report of Dubai SME published by Department of Economic Development states its mission (DED,

2014) as:

“To create an environment for sustainable economic development and enhance the economic

welfare and prosperity of Dubai and the UAE.”

The DED will achieve this mission by (DED, 2014):

Developing and enhancing policy and regulations

Providing efficient services to local international investors and businesses

Identifying and supporting growth of key sectors

Economic

UAE ranks 23rd in the World Bank’s Ease of Doing Business and 19th in the Global Competitiveness

Index (Euromonitor International, 2014). GDP of UAE is expected to grow at 4.5% this 2015, and is

presently $ 360 Billion (Datamonitor, 2014). Economic prospects for UAE are promising with most of

the momentum generated due to number of megaprojects and upcoming event of Expo 2020.

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Graph 1: Real GDP Growth and Per Capita GDP: 2006-2015

Source: (Euromonitor International, 2014); Data for 2014 and 2015 are forecast.

As tourism and other sectors are prospering, growth in non-oil sector is expected to be more than

4% per year. The government’s target is for 64% of GDP to be generated from non-energy activities

by 2030 (Datamonitor, 2014). UAE has no income or corporate tax at federal level. Each Emirate has

a different corporate tax structure. It takes 6 procedures in the span of 8 days to setup any business

in UAE (Euromonitor International, 2014).

The government seeks to diversify the economy away from the oil sector. To achieve this aim, it

provides a sound business environment characterised by a well-developed infrastructure, strong

macroeconomic fundamentals, low levels of corruption and an advanced information and

communications technology sector (Euromonitor International, 2014).

Social

Expats form 88% of the population of UAE with the highest net migration rate of 21.71 (UAE

Population, 2014). It is predicted that the population of UAE nationals will further decrease and

hence to prevent this, UAE government has initiated Emiratisation.

Emiratisation is an initiative of UAE government to employ UAE nationals in an efficient and more

meaningful manner. As contrary to historic days, today an Emirati is not just placed in government

entities but also in private sectors. Emiratis on board in private sectors offer opportunities and

abilities to connect and interact with government and other local enterprises (Gulf Business, 2014).

Organisations are facing problems to adapt to different work styles, culture and expectations.

Additionally organisations face challenges to deal with the inadequacy of the technical skills present

in the local nationals. Government and certain communities like DAFZA (Dubai Airport Free Zone

Authority) are investing in UAE nationals and providing education, training and career opportunities

to promote Emiratisation (SME Advisor, 2014).

UAE government is also encouraging female entrepreneurs to start their home grown business.

Dubai SME is providing them training and other needed services to establish their businesses at

ease. This service is offered by Dubai Business Women Council (DBWC).

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Technological

The 5 year strategic plan of Dubai SME plans to enhance the SME ecosystem for the lifecycle

development of SMEs from cradle to global and to make Dubai the best place to start, grow, invest

in and expand to global enterprises (DubaiSME, 2014). Some of the technological advancements are:

Figure 7: Technology Advancements in UAE

Source: (Datamonitor, 2014), (Euromonitor International, 2014) and (SME Advisor, 2014)

Legal

The DED is working with the Dubai Courts to establish a Centre of Amicable Settlement of Disputes

to offer a one-stop shop for SMEs to help settle disputes. "This will make lives easier | for SMEs.

Taking cases through the normal process takes a lot of time and is costly, but this centre will add a

lot of value to achieve a resolution in a month” says Al-Janahi (MEED, 2011).

The UAE government protects U.S. intellectual property, including copyright, trademarks, and

patents, in accordance with the laws passed in 2002. However, Internet piracy and the transhipping

of counterfeit goods remain issues in the country (Euromonitor International, 2014).

Environmental

Prevalent water crisis and depletion of energy resource have initiated investments in green

technology. UAE aims to

Figure 8: Environmental Initiatives in UAE

Source: (Euromonitor International, 2014) and (Gulf Business, 2014)

Online payment of taxes and other fees

Positioning UAE as a major attraction to

invest in ICT

Online registration and renewal of license

Networked Readiness Index is 30th; 61% people are using

internet on day-to-day basis

Innovation and Technology; ranks 2nd

in MENA region

R&D to create competitive and

productive economy by 2021 through

innovation.

Promote environmental

security

Reduce carbon

emission

Promote food security

Increase biological security

Increase plantations

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Analysis of UAE indicates that UAE is a very worthwhile country to start or to expand business.

SMEs in Dubai UAE defines SME as “An SME (Small Medium Enterprise) is defined as an entity engaged in an

economic activity, with a legal form i.e. registered as a business either with a Commercial Registry

(DED) or with a free zone / industrial zone and meets the thresholds of employee headcount and

turnover as applicable to the industry group it belongs to (Trading / Manufacturing / Services) as

specified by MBRE” (Dubai SME 100, 2014).

Table 1: Definition of SME as applicable to Industry Group in Dubai

Source: (DubaiSME, 2014)

The operations of SMEs in Dubai are:

Figure 9: Operations of Dubai SME

Source: (Gulf Business, 2014)

Industry-wise GDP contribution is:

Figure 10: Operations of Dubai SME

Source: (Gulf Business, 2014)

5 %

Trading

5%

Services

%

Manufacturing

46%

Trading

41%

Services

1 %

Manufacturing

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The findings suggest that management orientation, technology orientation, alliance and cooperation

and market orientation are important antecedents to SMEs' innovative practices (International

Journal of Innovation Management, 2014).

Some of the facts related to SMEs in Dubai are:

Figure 11: Few Facts of SME in Dubai

Source: (Khaleej Times, 2014) and (DubaiSME, 2014)

SME Service firms are leading employers.

Graph 2: Leading SME employer industry

Source: (Khaleej Times, 2014)

Responsible for driving job creation, innovation, export, new business development and entrepreneurial talent

60% contribution to GDP

43% of total workforce and 40% of the total value added in emirate

95% of Enterprise population

Witnessed a 50 per cent increase in membership in 2013

Service 51%

Trading 33%

Manufacturing 16%

Leading Employers

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Growth in SMEs

Over past 2 years, SMEs in Dubai have witnesses a tremendous growth. Below are some statistics:

Graph 3: Application and Productivity Statistics: 2011 and 2013

Source: (Dubai SME 100 Rankings, 2013)

Performance of top 100 SMEs in Dubai:

Table 2: Performance of top 100 SMEs in Dubai

Source: (Dubai SME 100 Rankings, 2013)

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Statistics of Top SME 100:

By Size

Growth percent in Small and Medium size companies and decrease percent in Micro companies

indicate that companies have grown in size in past 2 years.

Graph 4: Growth in SME by Size

Source: (Dubai SME 100 Rankings, 2013)

By Industry

From the statistics it can be seen that Services dominates the SME market, followed by Trading and

Manufacturing.

Graph 5: Growth in SME by Industry

Source: (Dubai SME 100 Rankings, 2013)

Micro 15%

Small 52%

Medium 33%

Size in 2011

Micro 5%

Small 59%

Medium 36%

Size in 2013

Manufacturing

15%

Trading 24% Services

61%

Industry in 2011

Manufacturing

14%

Trading 26% Services

60%

Industry in 2013

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Mega Trends

Based on the various sources referred, the trends observed in SMEs in Dubai are:

Figure 12: Trends observed in SME

Growing SME Sectors

Figure 13: Growing SME Sectors

Enter into global markets

GLOBAL EXPANSION

In process as well as

techniques to attract

customers

INNOVATION

DWBC encouraging

women to enter into the labour

market

WOMEN ENTREPRENEURSHIP

61% population of Dubai uses

internet-based solutions for

their daily needs

INTERNET-BASED SOLUTIONS

Green Technology

Logistics

Healthcare

Hospitality & Tourism

ICT

Food and Beverages

Retail

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Challenges Faced by SMEs

Dubai SME community had interviewed few Entrepreneurs and SME Founders or CEOs. These

interviews were published in Case Study Report by Dubai SME identified certain challenges or

hindrances faced by SMEs.

Figure 14: Challenges Faced by SMEs

Source: (Dubai Business Advisors, 2012) and (DubaiSME, 2014)

Dubai government is aware of these challenges and is taking steps to overcome them.

Shortage of cash flows is handled with the help of Secondary and Tertiary Finance by government,

NBAD, GFC (Gulf Finance Corporation) etc. Corporate Governance and government initiatives are

handling the Bureaucratic problems.

It can be observed that majority of the challenges faced are due to inadequate marketing and

branding. This also creates a need to brand the organizations.

Branding Consultancy Challenges faced by the SMEs in Dubai indicate that one of their major concerns is Marketing and

Branding. To overcome these challenges, services from Branding and Marketing Consultancies can

be availed.

In order to suggest strategies for improvement, it is necessary to understand the concept, need and

processes followed by a typical Branding Firm.

Some of the famous global Branding Firms who also provide Business Solutions are Ideo, Pentagram,

Ranson, Brand Fever etc.

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Concept

Branding firm mainly does the following:

Figure 15: Concept of Branding Firm

Need

Branding firms are required:

Figure 16: Need for Branding Firms

Services

Typical services provided by a Branding firm are:

Figure 17: Services Provided by Branding Firm

Source: Adapted from (Ate Integrated Communications, 2012)

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Idea Spice Idea Spice is a 12 year old home-grown start-up company In Dubai, UAE. Over the period it

expanded its operations in Mumbai, India. Presently it is a design and branding firm aspiring to be

known as end-to-end business solution provider (Idea Spice , 2014).

Idea Spice is a one-stop-shop for customers branding and designing needs. Specialised and

personalised services are offered to customers as per the business needs.

Process

Idea Spice follows a process of SPICE Model:

Figure 18: Process of Idea Spice

Source: (Idea Spice , 2014)

Idea Spice Known For

Idea Spice is known for its work, creativity, dedication, expertise, etc.

Experience – diverse sectors and organizations

Fun Culture & out-of box thinking

STUDY POSITION INNOVATE

COMMUNICATE ENGAGE

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Specializes in Home-grown companies

Walks in Customers’ Shoes

Indulges right brain (Strategy) and left brain

(creativity)

Customer Focused Figure 19: Idea Spice known for

Source: Adapted from (Idea Spice , 2014)

Customers of Idea Spice

Idea Spice has customers coming from different sectors such as F&B, Real Estate, Finance,

Healthcare, etc. and from Government Institutions to MNCs or SMEs and from Strat-ups to Re-

inventors.

Figure 20: Customer – Tipping Point and Critical Point

The base of the curve is Customer Critical Point. Owing to hard work and momentum the business moves up the curve. The peak of the curve is Customer Tipping Point. From this point, if additional efforts are required to sustain the growth; else it might result in a downfall.

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SWOT Analysis of Idea Spice

The SWOT of Idea Spice is as shown:

Figure 21: SWOT Analysis of Idea Spice

Academic Literature Review

Net Promoter Score Source: Closing the Customer Feedback Loop, Harvard Business Review by Rob Markey, Fred Reichheld, and Andreas Dullweber

Net Promoter is calculated based on the likelihood of customers telling other about the

product/brand/firm/person (Markey, Reichheld, & Dullweber, 2012). The rating scale is:

Promoters’ rate – 9 or 10 (loyal enthusiasts)

Detractors’ rate – 0 to 6 (unhappy customers)

Scores of 7 and 8 are ignored

Figure 22: Equation for Calculation of NPS

•SME sectors growing in Dubai

•Form Alliances

•Competition

•Freelance designers

•Single person management

•Lack of customer database

•No promotional activities

•Creativity

•Work Culture

•Home Grown

•Walk in customers' shoes

Strengths Weakness

Opportunity Threats

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ServQual – RATER Scale Source: Using SERVQUAL to Assess Customer Satisfaction Level of Oregon HITDA ISC Analytical Unit by Chris Gibson

ServQual uses the RATER variables to as a framework for quality management. Variables used in the

survey questionnaire are coded for RATER analysis. RATER stands for – Reliability, Assurance,

Tangible, Empathy and Responsiveness (Gibson, 2010).

There are total 22 variables, some of the variables identified are:

Figure 23: RATER Scale

Source: Adapted from (Gibson, 2010).

•Consistency

•Right Work First Time

•Promises Delivered Reliability

•Knowledge

•Schedule Adherence Assurance

•Creative Solutions Delivered

•Technology Used Tangibles

•Clarity In Communication

•Work Environment

•Flexibility Empathy

•Responsive Team

•Commitment Responsiveness

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CHAPTER III: PROBLEM AND METHODOLOGY

Problem Statements It is observed that SME companies and existing clients of Idea Spice in Dubai have started believing

that Idea Spice has become a big brand in itself and has moved out of reach for these companies. It

is important to retain maximum customers and create more brand ambassadors to keep the

business growing.

Idea Spice wants to know their present customer pain points and what they feel about Idea Spice

and its service. Moreover, CEO and Founder of Idea Spice, Mr. Sajith Ansar feels that the present

clients are attracted towards Idea Spice due to his reputation in the industry and not due to Idea

Spice itself.

Objectives The objectives are:

To understand the present Brand Image of IdeaSpice and identify the gap if any between its

Brand Image and Brand Identity

To suggest strategies to attract and retain customers

To collect feedback from customers and recommend strategies for improvement of Idea

Spice

Scope Second generation entrepreneurs or SMEs in Dubai looking to reinvent themselves

Research Methodology In order to gain customer insights and develop strategies to acquire and retain customers, either

quantitative approach or qualitative approach will not be enough. A mixture of qualitative as well as

quantitative approach is followed in this project.

The below approach was followed in the research project:

1. Country Analysis of UAE

Country analysis will help determine the effectiveness and potential growth of the country.

Macro factors such as government plans, government support, social conditions and

infrastructure and technological developments help in determining the opportunities in the

country.

2. Study and Understand SMEs and Entrepreneurs in Dubai

Secondary research of SMEs will help understand the challenges faced by the SMEs.

Understanding these challenges, Idea Spice can help SMEs to easily overcome their

challenges. Additionally studying the trends in the industry will help Idea Spice to prepare

and plan and accordingly reach out to its potential customers.

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Figure 24: Research Approach

3. Study Branding Agencies

A need for creating a difference leads to the need for Branding agencies. Studying the work

and process of Branding Agencies will aid in understanding the functioning of Branding firms.

4. Study and Understand Idea Spice and its Processes

It is important to understand the internal process of Idea Spice and how they deal with

clients. The process from attending the clients, understanding the needs to creating designs

and delivering the service; everything is studied.

5. Talk to Customers

Gain additional insights by talking to existing and potential customers of Idea Spice.

Understand what they require and what challenges they are facing. This is in the form of

Individual Depth Interviews.

6. Data Collection and Analysis

Information obtained from secondary research and primary research is used to form

variables and parameters. Using these parameters, customer feedback survey questionnaire

is created. Factor analysis and cluster analysis is performed on the responses. Using RATER

(Reliability, Assurance, Tangible, Empathy and Responsiveness), ServQual Technique service

effectiveness of Idea Spice is gauged. NPS (Net Promoter Score) is calculated. Qualitative

analysis on the data is performed to draw down relevant recommendations.

7. Recommendations

Based on the analysis of the data and secondary research, practical recommendations are

provided.

8. Further Scope and Limitations

Limited sample size and time frame, certain biases are introduced causing limitations to the

research. Also, once the objectives are met, next steps are identified.

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CHAPTER IV: ANALYSIS AND INTERPRETATION

Primary Research Post analysis and reviewing the secondary data, the next step is collection of original primary data.

This is done through methods such as questionnaires, interviews, direct observations, etc.

Data collection

Figure 25: Data Collection for Primary Research

Qualitative Research Qualitative research is designed to tell the how (process) and why (meaning) the things happen. It

focuses on in-depth understanding of behavior, knowledge, opinions and attitudes the reasons

behind it. The qualitative method answers why this, how often and how many and not just what,

when and where (Cooper & Schindler, 2011).

The purpose behind qualitative research was three-fold:

Figure 26: Purpose of Qualitative Research

Some of the transcripts are present in the Appendix. The questions asked were around the theme:

1. Customer’s business infographics

2. Need for branding

3. Association with Idea Spice

4. Reasons for choosing Idea Spice

5. Who recommended

Qualitative Data

Collection

Quantitative Data

Collection

Primary Research

Data Collection

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6. Process of choosing a design firm

7. Who attended in Idea Spice

8. Services availed

9. Top of the mind words about Idea Spice

10. Feedback or Suggestions

Data collection method followed for Qualitative Research purpose was:

Figure 27: Data Collection Method for Qualitative Research

Face-to-Face In-Depth Interviews

In qualitative research, in-depth interview is the primary technique for data collection. The interview

responses are used for Exploratory Research (Schindler & Cooper, 2011). In this research, interviews

were mainly conducted in the office of Idea Spice and also during the BNI meeting.

The interview question hierarchy followed was:

Figure 28: Interview Question Hierarchy

Source: (Cooper & Schindler, 2011)

QUALITATIVE DATA

Employee In-depth Interview

s

Telephonic

Interviews

Face-to-Face

Interviews

Discuss Broad Issues

Narrow to One Topic

Narrow the Topic

Narrow to Client's Specific Interest

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Interviews conducted were of three types:

The outcomes of these interviews were documented and transcripts were prepared.

Parameters/variables were created which formed base for Quantitative Research.

Figure 29: Interview Types

Source: (Study Methodology, 2011)

Telephonic Interviews

Similar to face-to-face in-depth interviews, telephonic interviews were conducted. This helped in

contacting to more number of customers in a shorter span.

Interview structure and questions/agenda were similar to face-to-face interviews. The difference

was the way in which respondents replied. In spite of calling up at a suitable time, not many calls

were successful. Some clients were not available in Dubai, some were busy and some transferred the

• A non-directive interview

• Explores general areas of interests

• Helps find deeper insights

• Participants talk freely about their feelings, beliefs and behaviour related to the topic of research

• 2 unstructured interviews were conducted

UNSTRUCTURED INTERVIEWS

• Narrative oriented

• Customised to each participant

• Specific questions were asked

• Helps get respondent's tangents of thought

• 4 semi-structured interviews were conducted

SEMI STRUCTURED INTERVIEWS

• Guided interview

• Detailed specific questions were asked

• Open-ended questions were asked

• Questions forming base for quantitative research were asked

• 6 structured interviews were conducted

STRUCTURED INTERVIEWS

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call to respective personnel. Out of 18 calls placed, 3 comprehensive responses were collected. The

average length of call was 3.5 minutes.

The biggest challenge faced was non-physical environment. Respondents were little hesitant and so

they were explained the purpose of the research and made them feel comfortable. Participants were

ushered to be more responsive and were probed in to get better insights.

The interviews were documented and analysed. It formed the base for quantitative research.

Employee In-Depth Interviews

Employee Interviews were conducted to gain deeper understanding of the subject. Best practices

processes and work culture of Idea Spice were identified. 2 of Dubai employees were interviewed.

Employees are very important part of an organization. Understanding their valuable opinion was

important to gain insights.

Figure 30: Employee In-depth Interviews

Sources: (Employee Engagement, 2013) and (Engagement Survey, 2013)

Questions asked were around the topic:

What employees think of Idea Spice

Involvement in decision making

Work process and practices

Client complaints

Top of the mind words

Suggestions and recommendations

Identification of Variables Analysis of interviews and study of secondary research led to identification of variables. These

variables are chosen after considering economical, sociological, anthropological and psychological

behavior of B2B executives.

Figure 31: Identification of Parameters

Qualitative Data

Secondary Data

Variables for

Quantitative Research

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Variables identified were incorporated in the survey questions for data collection. The data

collection was based on:

Figure 32: Data Collection based on

The 7 variables identified for Needs of Branding are:

Figure 33: Variables for Needs of Branding

CREATE DIFFERENTIATION - Create a unique identity; stand out

INCREASE AWARENESS - Make more people aware; top of the mind

BUSINESS EXPANSION - Look out for other markets or locations

BUILD RELATIONSHIP AND CREDIBILITY - Increase good will

INCREASE EMOTIONAL APPEAL - Make a place in the heart of customers

MARKET COMPANY EASILY - Easier for bigger and popular brand to market

ADVISED BY OTHERS - Well wishers identify the need and inform owners

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The respondents were asked for their reasons for choosing Idea Spice. To get a holistic response and

unbiased replies, respondents were chosen as per the following criteria:

Figure 34: Criteria for choosing Interview Respondents

Customer interaction, in-depth analysis of the interviews, employee interactions and study of

competition and branding consultancies led to identification of variables. Variables identified for

reasons for choosing Idea Spice:

Creativity - Original ideas or concepts or imaginations expressed in

many forms worthy in that subject area

Understanding of Requirements - Clients stated/unstated requirements and needs are clearly understood

Idea Spice Team - Knowledge and skill of the team

Industry Knowledge - Domain knowledge of the client's industry

Types of Customers

Brand Ambassad

ors

Continuous service

customers or One

time projects

Happy or unhappy

customers

Start-ups or

reinventing

Quick decision makers

and time consuming customers

Attended by Sajith or

not

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Past Credentials and Portfolio - Similar work done in the past for

relevant or irrelevant industry

Past Association with Idea Spice - Have already worked and appreciated the past association

Recommended by Friend/ Relative - Idea Spice was introduced by some

known person

Pricing - Value for money and suitable pricing and payment methods

ServQual uses the RATER variables to as a framework for quality management. Some of the

variables which were identified to measure the service quality are coded for RATER – Reliability,

Assurance, Tangible, Empathy and Responsiveness. Each of the parameter considered for the

variable are:

Reliability

Consistency – The work done during the start and end of the project is consistent in quality. Also

there is a consistency between works done by different people on the same project. This guarantees

the reliability of quality of work.

Right Work First Time – There is a common practice of “Do-it-right-the-first-time”. Best work

delivered the first time reduces rework and minimises time for delivery. This instils reliability and

saves time and resources (money as well as man power).

Promises Delivered – in order to be reliable it is not only important to understand the client needs

and promise the delivery but is also important to deliver the promises made.

Assurance

Knowledge – Having knowledge about the work assures the client that the project will be

completed and the results thus obtained will be outstanding.

Schedule Adherence – Adherence to schedules, gives confidence and assurance to the customers

that the work will be completed timely and orderly.

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Tangible

Creative Solutions – For a design and branding firm, the thing visible is its creativity. Creativity in

logos, designs, brochures, fit-outs, etc. is the most tangible and measurable attribute.

Technology Used – Technology can be design tools, client database software, website design tools

etc. Tools used by design firms can be text and font tools, colour, graphics and imaging tools, etc.

Some software used by design firms are:

Figure 35: Tools used for designing

Empathy

Clarity in Communication – How clearly the communication takes place in an organisation?

Communication can be externally with the clients and internally amongst the team members.

Customer requirements need to be clearly understood and communicated within the team. Also,

communicate to build good relation with client.

Work Environment – Work environment means how conducive the work area is for successful

completion of work. It involves geographical location of work, surroundings of the work building,

room temperature, noise on the work floor, compensation and benefits, additional perks, etc. Good

work environment also includes friendliness of the employees with each other and with customers,

amicable work culture, etc.

Flexibility – Flexibility in work timings and schedules or appointments with the customers, work

hours flexibility as per customer requirements and understanding and making changes in services or

processes to best suit the project needs.

Responsive

Commitment – Commitment is towards customers, project, process, etc. Better the commitment of

the employee, more responsive the employee is.

Responsive Team – Responsive team is one who is willing to and ready to help its customers by

replying promptly and timely to all the services.

Adobe Photoshop, Adobe Illustrator,

InkScape, Lineform, FreeHand, Corel Draw,

Painter, Paint Shop Pro, Pixelmator, etc.

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Pilot Testing Pilot Test is conducted to detect weakness in design and instrumentation and to provide proxy data

for selection of a probability sample (Schindler & Cooper, 2011). Pilot testing is intended to reveal

errors in the design and improper control of extraneous or environmental conditions. Pilot Testing

was conducted on peers, mentors and Idea Spice associates. Pilot test helped in identifying:

Figure 36: Uses of Pilot Testing

Based on the outcomes of pilot testing, surveys were designed.

Survey Survey is a measurement process using a highly structured interview; employs a measurement tool

called questionnaire, measurement instrument, or interview schedule (Schindler & Cooper, 2011). A

survey is the most widely used medium to conduct primary research. The most important thing to

note for any survey is that questions should be closed-ended and unambiguous.

Questionnaire was designed using the insights of secondary research and interviews conducted.

Online medium was used to float the questionnaire to the chosen sample.

Sampling

Sampling means by selecting some of the elements in a population, we may draw conclusions about

the entire population (Cooper & Schindler, 2011). The list of elements from which the sample is

drawn is called Sampling Frame and it is closely related to the population being studied (Schindler &

Cooper, 2011).

Benefits of sampling are:

Lower Cost

Accuracy of results

Higher speed of data collection

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The sampling methods are:

Figure 37: Sampling Methods

Source: Adapted from (Cooper & Schindler, 2011)

The sampling method used for this research is Random Convenient Sampling. These are the

unrestricted, cheapest and easiest to collect samples. Convenient samples are not always the most

reliable samples but can be used to seek guidance, test ideas or gain additional insights of the subject

of interest (Cooper & Schindler, 2011).

Direct Survey mails were sent to the existing customers of Idea Spice and the response received

were 33.

Online Survey

Online survey was created on Google Docs and the link was shared with the existing customer list of

Idea Spice.

The survey questions asked were pertaining to:

Infographics

Share of Wallet

Need for Branding

Reasons for choosing Idea Spice

Characteristics of Idea Spice

Likelihood of becoming Brand Endorser

Media Channel used for Information

The online survey questionnaire is attached in the Appendix.

Sampling

Probability Sampling

Simple Random Sampling

Systematic Sampling

Stratified Sampling

Cluster Sampling

Double Sampling

Non Probablity Sampling

Convenience Sampling

Judgement Sampling

Quota Sampling

Snowball Sampling

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Expert Interview Expert Interviews are interviews with those knowledgeable about the problem or its possible

solutions (Schindler & Cooper, 2011). 1 expert interview was conducted to testify the problems of

the research. The expert was Mr. Rahul, who happens to be one of the customers of Idea Spice. He

gave the insights about the Branding and Design Firms and the need of SMEs today.

Another expert interview was conducted with Mr. Burt, one of the Alumni of SP Jain working in one

of the Marketing firms in Dubai. Findings of research were discussed with him and agreed by him.

Data Interpretation and Analysis

Infographics

Data Analysis

Of the mails sent to 1710 mails, responses received were very low, 33 i.e. approximately 2%. But

they were large enough to perform an analysis of data collected.

Graph 6: Relationship Statistics with Idea Spice

Graph 7: # of years in the industry and industry sectors

Less than 1 year 21%

1-3 years 34%

3-6 years 12%

More than 6 years 33%

Known Idea Spice Since

1 to 4 months

15% 4 to 6 months

18% 6 months

to 1 year 18%

More than 1 year 25%

Continuous

24%

Duration of Engagement

Less than 1 year 12%

1 year to 3 years

15%

3 to 6 years 18%

More than 6 years 55%

No of Years in the Industry Food

and Beverag

es 21%

Construction 3%

Healthcare 6%

Hospitality 9%

Retail 18%

Others 40%

Transportation

3%

Sectors

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Graph 8: # of branches and employees

Interpretation

As per the definition of SME stated earlier, the observation of data shows that there were more of

small enterprises followed by medium enterprises with respect to number of employees and

number of branches. Most of the respondents were old associates of Idea Spice and availed the

service for at least one year. Since it was a random sampling and respondents have been long since

associated, it shows that Idea Space has successfully created a space in their hearts and minds,

which is a positive sign to deepen relationship.

There are well-established business executives who are in the industry since more than 6 years and

majorly in the sectors of Retail and Food and Beverages (F&B). This is a good result because, as per

the trends of SMEs in Dubai, Retail is the most growing sector followed by F&B. Thus the

recommendations if implemented can show higher probability of success.

Share of Wallet The most important thing to consider is the customers’ share of wallet in the market. Share of

Wallet is the percentage of spending of customers that’s captured by a given brand/ store/ firm

within a category (Keiningham, Aksoy, & Buo, 2011).

The share of wallet calculated was for the Marketing domain and the next step would be to capture

the share of wallet for Idea Spice in particular.

Graph 9: Share of Wallet

1 49%

2-5 27%

More than 5 24%

No of Branches

Less than 10

15%

10-50 40%

50-100 12%

More than 150

33%

No of Employees

0 - 10% 55%

10 - 25% 45%

Share of Wallet

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Need for Branding

Framework – Factor Analysis

Factor Analysis is a technique for discovering patterns among the variables to determine if an

underlying combination of the original variables (a factor) can summarize the original text (Schindler

& Cooper, 2011).

Factors are the result of transforming a set of variables into a new set of composite variables. Factors

thus obtained do not correlate with each other and are linear (Cooper & Schindler, 2011).

Factoring begins with reduction of variables to simplify the analysis. The reduction process is based

on relationship or inter-correlations amongst the variables.

Principal Components Analysis approach is used. This method transforms a set of variables into

(Cooper & Schindler, 2011):

A smaller number of variables that represents those in the original set or

A completely new set of composite variables or principal components that are not

correlated with each other

The Rotation Matrix clarifies the relationship between the variables and KMO value determines the

credibility and adequacy of the measures of sampling. KMO value should be ideally greater than 0.5.

Data Analysis

Based on the data collected, the needs of the customers are as below:

Graph 10: Needs of Customers

From the graph above, it can be seen that any value above 3 is significant and below 3 can be

ignored. Hence, Advised by Others, which is 2.6 is ignored. Therefore, for factor analysis only 6

variables are considered.

0.00

1.00

2.00

3.00

4.00

5.00 4.45 4.36 4.03 3.97 3.97 3.94

2.61

Needs of Customers

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Table 3: KMO and Barlett's Test Values for Factor Analysis on Need for Branding Variables

Table 4: Rotated Component Matrix for Factor Analysis on Need for Branding Variables

Factors derived from chosen 6 variables are:

1. Gain Competitive Advantage The variables combined were

Create Differentiation

Increase Awareness

Business Expansion

2. Create Loyal Customers The variables combined were

Build Relationship and Credibility

Increase Emotional Appeal

Market Company Easily

Interpretation

1. Gain Competitive Advantage

Insight from the variables combined is that motive behind branding for B2B executive is to increase the awareness of their brand or company stand out amongst competition. The idea behind this is to gain competitive advantage. Expanding business becomes easier once branded and adds on the competitive advantage.

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2. Create Loyal Customers

For any business to survive, simply having share of minds and wallet will not be enough. To gain

sustainable profits, one needs to have higher share of hearts by developing loyal customers. This is

achieved by increasing the emotional appeal of the company or brand and building long term

relationship and good will. This ultimately helps to market the company easily.

Reasons for Choosing Idea Spice

Framework – Factor Analysis

Factor analysis was performed on the several variables for choosing Idea Spice.

Data Analysis

Based on the data collected, the reasons for choosing Idea Spice are as below:

Graph 11: Reasons for Choosing Idea Spice

From the above graph, it can be seen that all values of the variables are above 3 and hence all

variables are considered for factor analysis. KMO value is 0.694 and hence it indicates that the

sampling is adequate.

Table 5: KMO and Barlett’s Test Values for Reasons for Choosing Idea Spice

0.00

1.00

2.00

3.00

4.00

5.00 4.15 3.76 3.61 3.45 3.39 3.18 3.12 3.09

Reasons for Choosing Idea Spice

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Table 6: Rotated Component Matrix for Factor Analysis on Reasons for Choosing Idea Spice

Factors derived from chosen 8 variables are:

1. Work The variables combined were

Past Association with Idea Spice

Industry Knowledge

Idea Spice Team

2. Process of Deliverables The variables combined were

Understanding of Requirements

Pricing

Creativity

3. Recommendations The variables combined were

Recommended by Friend/ Relative

4. Portfolio The variables combined were

Past Credentials and Portfolio

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Interpretation

1. Work

The variables like Past Association with Idea Spice, Industry Knowledge and Idea Spice Team are

associated with the work aspects of Idea Spice. The knowledge of the industry improves the

efficiency of team there by improving the wok quality. The previous association of customers with

Idea Spice also assures the quality work of Idea Spice.

2. Process of Deliverable

Idea Spice team understands the requirements of the customers and charges accordingly. The end

results of creative deliverables add on to the value delivered.

3. Recommendations

Recommendation is when one of the associates (friend or relative) of the new customer endorses or

proposes the service of Idea Spice. The level of trust and belief on the recommender are dependable

to choose the service of Idea Spice.

4. Portfolio

Concrete proof of work speaks for itself and becomes one of the most important reasons to choose

the service of Idea Spice.

Framework – Cluster Analysis

Cluster Analysis identifies homogenous subgroups of study objects or participants and then studies

the data by subgroups (Cooper & Schindler, 2011). It is a set of interdependence technique for

grouping similar people or objects.

In marketing, cluster analysis offers a means for segmentation research and other business problems

such as understanding buyer behaviour, where the goal is to identify similar groups.

Steps for Clustering are:

Figure 38: Steps for Cluster Analysis Source: Adapted from (Cooper & Schindler, 2011)

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Clustering is done using the factors obtained from the Needs for Branding and Reasons for Choosing

Idea Spice. The method used is K-means clustering. K means clustering is an unsupervised method

where the mean position is found, which is at a minimum distance from the data points belonging to

the cluster. This position forms the centre of the cluster.

Graph 12: # of cases in each cluster and distance between data points in each cluster

The distance between 2 clusters is 1.84. The final clusters formed are: Table 7: Final Cluster Centres

Final Cluster Centres

Cluster

1 2

Competitive Advantage .42826 -.31556

Loyalty -.45256 .33346

Work -.56391 .41551

Process of Deliverables -.21410 .15776

Recommendations -.33103 .24391

Portfolio .55047 -.40561

Graph 13: Factors Influencing each Cluster

Based on the cross-tab analysis, parameters of surveys are mapped with the clusters.

1 42% 2

58%

# of Cases in each Cluster

0.000

1.000

2.000

3.000

4.000

0 10 20 30 40

Distance between data points

CompetitiveAdvantage

Loyalty

Work

Process ofDeliverables

Recommendations

Portfolio

Business Oriented

CompetitiveAdvantage

Loyalty

Work

Process ofDeliverables

Recommendations

Portfolio

Emotion Oriented

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Cluster 1 – Business Oriented Customers

Characteristics

# of Branches: Majorly single branch

Years since in the Industry: Established players More than 6 years

Sectors: Retail and Food & Beverages

Need: Increase Awareness + Business Expansion + Create Differentiation

Reasons: Portfolio

Share of Wallet: 10-25%

Inferences

Business Oriented Customers mainly look out for enhancing their business and are more practical.

They have single branch and are hence looking out for Business Expansion. Their main reason for

choosing any service is past work of the provider who can help them increase awareness and create

differentiation. This will help them gain competitive advantage.

These customers are largely from Retail and F&B sectors; these are growing sectors. Hence, these

customers are the most sought out customers.

Cluster 2 – Emotions Oriented Customers

Characteristics

# of Branches: 1-to-many branches

Years since in the Industry: 1-3 years

Sectors: Others

Need: Emotional Appeal + Credibility

Reasons: Team + Industry Knowledge + Creativity + Understanding + Recommendation

Share of Wallet: 0-10%

Inference

The details of the cluster are not very clear from the data obtained. Because the sector is Others and

number of branches are 1 to many. These people are fairly new to the industry and choose any

service by considering lot of parameters. Their basic need for branding is to increase the emotional

appeal and credibility of their respective customers.

Also, since Emotions Oriented Customers are relatively new in the industry, they have many other

expenses and hence try to get the maximum by spending minimum share of wallet.

Characteristics of Idea Spice

Framework – ServQual (RATER) Analysis

As discussed earlier, RATER scale is used to measure the quality of service provided by the firm.

Hence, this method is the most appropriate to measure the Customer Feedback.

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Data Analysis

The above data shows that providing Creative Solutions is the greatest and finest characteristic of

Idea Spice. Idea Spice delivers the most creative and innovative solutions, but they lack in schedule

adherence.

Factor Analysis on the characteristics was performed to draw down to the RATER Factors. KMO

value is 0.799 and hence the sampling was adequate.

Table 8: Rotated Component Matrix for Characteristics of Idea Spice

0.00

1.00

2.00

3.00

4.00

5.00 4.27 3.91 3.82 3.79 3.70 3.64 3.42 3.39 3.30 3.15 3.09 2.94

Characteristics of Idea Spice

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Table 9: KMO and Barlett's Test Values for Characteristics of Idea Spice

Factor Analysis on 12 variables led to convergence of variables into 3 factors. Based on the earlier

coding in the parameters section of this report, the factors thus obtained are:

Empathy and Responsiveness

o Empathy – RateClarityInCommunication, RateWorkEnvironment and RateFlexibility

o Responsiveness – RateResponsiveTeam and RateCommitment

Assurance and Reliability

o Assurance – RateKnowledge and RateScheduleAdherence

o Reliability – RateConsistency, RateFirstTimeRight and RatePromisesDelivered

Tangibles

o RateCreativeSolutions and RateTechnology

The average ratings for each of these parameters are as below: Table 10: Average Ratings for Characteristics of Idea Spice

Characteristics Ratings

Empathy 0.83

Reliability 0.74

Responsiveness 0.74

Tangibles 0.73

Assurance 0.70

Inference

The ratings show that customers value Empathy the most as characteristics of Idea Spice followed by

Reliability.

Empathy and Responsiveness are highly correlated and hence they converge into 1 factor. This

shows that if employees are more considerate about their work and customers, they tend to be

more responsive and committed.

Assurance and Reliability are also very highly correlated. Consistency in the work, right delivery at

the first time and the knowledge and performance of the team gives an assurance and makes the

team more reliable.

Tangibles are the physically evident things. Although Creative Solutions are rated the highest, but

using Technology was rated low and hence it brings down the rating of Tangibles.

From the RATER scale it can be seen that Idea Spice is excellent in the work they do, but they need

to improve and use more technology.

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Net Promoter Score

Data Analysis

Net Promoter is calculated based on the likelihood of customers telling other about Idea Spice. The

rating scale is:

Promoters’ rate – 9 or 10 (loyal enthusiasts)

Detractors’ rate – 0 to 6 (unhappy customers)

Scores of 7 and 8 are ignored

Figure 39: Equation for Calculation of NPS

Table 11: Calculation of NPS

Promoters’ Rate 39%

Detractors’ Rate 9%

Net Promoters 30%

Calculation of correlation between 3 parameters of promoting and re-availing Idea Spice service is:

How likely are

you to share your

experience with

others?

Would you like to hear

more from Idea Spice

through Newsletters,

Articles, Blogs, etc.?

How likely are you to

use Idea Spice service

again?

How likely are you to

share your experience

with others?

1

Would you like to hear

more from Idea Spice

through Newsletters,

Articles, Blogs, etc.?

0.26804473 1

How likely are you to

use Idea Spice service

again?

0.445628681 0.305841 1

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Inference

From the correlation table it can be seen that likelihood of sharing experience, using the service

again and hearing more from Idea Spice are not so inter-correlated. This is an indication to deepen

relation with customers so that they would want to promote and avail the services.

There is little correlation between likely to share experience and likely to use the service. Also, there

is little correlation between likely to hear more from Idea Spice and likely to use the service again.

This means that customers who are willing to work with Idea Spice again are also willing to hear

more from Idea Spice.

Media Channel used for Information Majority of the customers of Idea Spice are generated because of Word-of-Mouth or

Recommendation of others. But with the growing competition it is important to not just rely on

Word-of-Mouth based information sharing but also make use of other promotional medium.

Data Analysis

The survey responses showed the below average ratings of the each of the independent media

channels.

Graph 14: Ratings for Reliability of Information from different Media Sources

Inference

This shows that the industry in Dubai relies on Word-of-Mouth publicity followed by Events such as

Seminars, Trade Shows, etc.

Involvement of Key Person One of the objectives of this research was to find out if there exists any gap between the Brand

Image and Brand Identity of Idea Spice. The idea was to create an identity for Idea Spice as a

company and not as an individual person.

0.00

1.00

2.00

3.00

4.00

5.00 4.27 4.00 3.79 3.73 3.73 3.52

Information Reliability

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Data Analysis

A question in the survey asked to importance of involvement of the Idea Spice representative in the

service. The responses received were:

Graph 15: Importance of Involvement of Key Person

Inference

From the data it can be seen that whenever Sajith and Roy were involved in the work service, there

involvement was needed the most.

Out of 33, 23 replied that involvement of key person is extremely crucial. Hence there exists a gap

between the Brand Image and Brand Identity of Idea Spice.

Top-of-the-Mind

Data Analysis

The question asked was to identify top 3 things that come in the mind of the respondents when they

hear about Idea Spice. The responses obtained were:

Figure 40: Top-of-the-Mind Words about Idea Spice

0.00

1.00

2.00

3.00

4.00

5.00

SajithAnsar

SauravRoy

Sajith +Roy

Sajith +Zee +Amia

Roy +Prashanth

Rashid

4.67 4.25

5

1

4 4

Average Importance of Involvement

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Inference

Creativity and Innovation tops the list. From the analysis of the data obtained from Top-of-the-Mind,

Reasons for Choosing Idea Spice and Rating the Characteristics of Idea Spice it can be inferred that

Creativity is the Unique Selling Point (USP) of Idea Spice.

Qualitative Feedback The feedback received from customers is given the table below.

Table 12: Qualitative Feedback

Feedback Compliments

Price Creativity Timelines Great boss Sajith is great, team should be more responsive Helpful and reliable Consistent attention not paid across Even without domain knowledge, manage to do

great work 1 person effort, hence similar work observed

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CHAPTER V: CONCLUSION AND CONTRIBUTION TO PRACTICE

Recommendations

Leverage Portfolio Business Oriented Customers seek past profile of the service provider. Having an excellent diverse

portfolio is an added advantage for Idea Spice. Having an experience in all the sectors such as SME

Services, MNC companies and Government Offices, Idea Spice should leverage on this.

Action Plan

Prominent visibility of diverse portfolio

Website should include details of case studies similar to Pentagram

Offices can have some brochures or pamphlets of photographs of past work

Pentagram Case Study of United Colours of Benetton

The website gives step-by-step information about the work done on UCB case. The below link can be seen for reference: http://new.pentagram.com/2011/06/new-work-benetton/

Implications

Displaying the portfolio will prove an assurance and reliability of the work of Idea Spice. RATER scale

response show that Assurance and Reliability at the second level. By showing the customers the

portfolio, Idea Spice can improve their credibility.

Pamper Brand Ambassadors Majority of the customers of Idea Spice are generated because of Word-of-Mouth or

Recommendation of others. Thus, Idea Spice needs to pamper their Brand Ambassadors so that they

keep recommending Idea Spice to their associates.

Action Plan

Idea Spice does not give commissions to the Brand Ambassadors but they can maintain a customer

database. Using the contact information and other details of the customers Idea Spice should

Send gifts or wish on anniversaries

Inform about new service

Implications

The impact of maintaining contacts with customers will result into:

The feeling of ownership and importance in the hearts of the customers

Constant reminder will help keep Idea Spice on the top of the mind of its customers

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Primacy-Recency Effect The analysis of Importance of Key Person shows that it is extremely necessary for customers to be

attended by the respective key person.

Action Plan

It is proven scientifically that “first impression is the best impression” and “last impression is the

lasting impression”. Hence, it is necessary for Mr. Sajith Ansar or Mr. Saurav Roy to attend the kick-

off meeting with their customers. Similarly it is necessary for them to attend the last or final closure

meetings of their customers. It will also add to the effect with the intermediate meetings are well-

timed and there are at least 3 intermediate meetings at regular hours.

Implications

Attending timed regular meetings will make the customers feel special and well-treated. This will

also imply a consistent performance and attention to work.

Empowering Leadership From the analysis it was seen that it is important for one person to pay

complete attention to each and every project. However, it is not possible for 1

person to be available for each and every assignment.

Action Plan

Ask someone to assist; take a step back and monitor; give control of

smaller assignment so that the consequences if any are minimised but

the assisting person gets trained

Rather than being the leader, be a supporter and let someone else

take charge under key person’s assistance

Blogs and newsletter signed off by Idea Spice and not by Mr. Sajith Ansar; this will put Idea

Spice in the forefront and increase its visibility

Implication

One-man army will get converted to a team work. This will minimise the burden of one person and

will also help in building up an effective team.

Special Packages Pricing is one of the problems faced by customers of Idea Spice. But

reducing prices is not a feasible solution. Instead for Emotions Seeking

Customers, who are price-sensitive, give packages or bundled offers.

Action Plan

Bundled packages can have services which are generally common for

the sector of the customer which is understood by experience. For

instance, for start-up F&B customers, Branding, Fit-outs, Menu

design can be offered together.

Figure 41: Empowering

Figure 42: Bundling Services

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Implications

Comparison of independent services and bundled service can increase the value of the service. It will

also help in cross selling of other services.

Promotions The growing competition has created a need to rely not just on Word-of-Mouth based information

sharing but also on the use of other promotional medium.

Action Plan

Events such as trade shows, seminars, etc. can be hosted

Seminars/newsletters for Women Entrepreneurs, theme of

preparation for Expo 2020 etc. can be conducted/written

Feasibility

Newsletters and other promotional mails are continuous process and

hence need to be monitored and assisted continuously. Once started,

this has to be continued indefinitely.

Implications

From the data it can be seen that SMEs in Dubai are fond of promotions and are readily willing to

participate in the promotional events. This will help increase the awareness of Idea Spice and keep in

on top of the mind of existing as well as potential customers.

Form Alliances or Partnership Presently, Mr. Sajith Ansar is a member of BNI Dubai chapter. Tie-up can be made with business

organisations like Dubai SME or Business Village.

Action Plan

Business Village presently has 4 Media Planners and 2 Designers and there can be a

Maximum 5 of each type

Scope for forming partnership

Implications

Forming partnership will help in increasing customer base. B2B executives come to offices for SME

related services like issuing and renewing of licenses, registrations, etc. Having alliances will increase

the proximity with the customers and hence make them more likely to avail their services.

Limitations

Data Collection – Random Convenient Sampling Random convenient sampling was used for data collection. Although random sample are easiest to

collect, but still the results obtained may or may not be true to the actual population. The analysis

performed and metrics used like KMO value justify the responses collected. Nonetheless, a proper

planned collection of data will result into more concrete analysis.

Analysis of Lesser Independent Sectors More analysis of sectors and industries particularly can give more insights on them.

Figure 43: Celebration Event'

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Future Scope

Figure 44: Future Scope

Internal Branding Gain Insights from Employees to analyse if gap exists in Internal Branding and External Branding. It is

extremely important for Employees to understand the work practices and processes of Idea Spice.

Additionally it is also important for employees to imbibe in them the values and cultures of Idea

Spice.

Later, happy employees are keys to happy customers. Adequate internal communication will result

into excellent external communication and strengthening of customer relationship.

Sector-wise Analysis Get more sector wise information for analysis of each interested and growing sectors like Retail,

F&B, Healthcare, etc. Additional information about sectors will help gain more insights and deeper

understanding about the needs of these customers.

Sector-wise knowledge will help Idea Spice to prepare for upcoming trends in SMEs in Dubai.

Industry Practices Studying best practices adopted by existing top players can help in improvement of service. Identify

methods and implement them in order to improve service and to acquire larger and sustainable

customer base.

Internal Branding

Sector-wise Analysis

Industry Practices

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Key Learnings

Figure 45: Key Learnings from ALP

KEY LEARNING FROM ALP

CLIENT INTERACTIONS - Dealt with B2B executives & mostly CEOs of the organization

Participated in networking events and interacted with potential & existing clients

Used different modes of comunication such as telephonic, emaill, face-to-face which polished business communication skills

TIME MANAGEMENT - Involed in wide scope and withing limited timeframe

Stakeholders of the project were busy executives and hence had to adjust project timings as possible

LEADERSHIP - As a Point of Contact was in charge of all the communications

Independent project yet there was a team of individuals working on different assignments. Coordinating with different teams and prioritising

work

TOOLS APPLICATION - Tools like Excel, SPSS, etc were used

Gained a hands on experience on these tools

Comfortable in Segmentation and Factor and Cluster Analysis using the tools

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Appendix

APPENDIX A1: ALP Meeting Logs Internal Mentor

Project Title: Analyse Customer Feedback and Develop Strategies to Attract and Retain

Customers of Idea Spice

Name: Prajakta Talathi

Activity PoC to Record Date and Time

Presided by: Brief observation by the presiding mentor and Signature

Meeting Initiation : Lead Mentor: Lead Mentor:

1 Date : 26/05/2014 Dr. Grandhi

Time : 11 AM Communications: IIP Office:

Meeting Date : 12/06/2014 Scope Discussion

2 Time : 10.30 AM Mentor: Mentor:

Duration: 20/40/60 min. Dr. Mathur

Meeting Date : 15/07/2014 Mentor: Mentor:

3 Time : 3 PM Dr. Grandhi

Duration: 20/40/60 min.

Meeting Mid-review: 16/07/2014 Mentor: Mentor:

4 Time : 11 AM Dr. Mathur

Duration: 20/40/60 min.

Meeting Date : 21/07/2014 Mentor: Mentor:

5 Time : 2 PM Ms. Jyotsna and Mr. Anudeep

Duration: 20/40/60 min.

Meeting Date : 10/08/2014 Mentor: Mentor:

6 Time : 12 PM Mr. Anudeep

Duration: 20/40/60 min.

Meeting Pre Submission: Lead Mentor: Lead Mentor:

7 Draft reports : Final Ms. Pooja and Mr. Anudeep

Date : 13/08/2014 Communications: IIP Office:

Time : 9 AM

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Corporate Mentor

Project Title: Analyse Customer Feedback and Develop Strategies to Attract and Retain

Customers of Idea Spice

Name: Prajakta Talathi

Student’s Sign:

Prajakta Talathi

Activity PoC to Record Date and Time

Presided by: Brief observation by the presiding mentor and Signature

Meeting Initiation : Kick-off Lead Mentor: Lead Mentor:

1 Date : 14/05/2014 SP Jain Team Sajith Ansar

Time : 5.30 PM Communications: IIP Office:

Meeting Date : 21/05/2014 Mentor: Mentor:

2 Time : Sajith Ansar

Duration: 20/40/60 min.

Meeting Date : 05/06/2014 Mentor: Mentor:

3 Time : Sajith Ansar

Duration: 20/40/60 min.

Meeting Mid-review : Lead Mentor: Lead Mentor:

4 Date : 07/07/2014 Sajith Ansar

Time : 10 AM Communications: IIP Office:

Meeting Date : 07/07/2014 Mentor: Mentor:

5 Time : Sajith Ansar

Duration: 20/40/60 min.

Meeting Pre Submission: Lead Mentor: Lead Mentor:

6 Draft reports : Final presentation Sajith Ansar

Date : 13/08/2014 Communications: IIP Office:

Time : 9.30 AM

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APPENDIX A2 – ALP Mandatory Information Form

Checklist √

Pre-Submission √

Whether Signed NDA(Non-Disclosure Agreement) with Company & submitted copy Yes/No

Proposal Approved by Internal Mentor □ Corporate Mentor □

Mid Review form filled & reviewed by Internal Mentor □ Corporate Mentor □

Obtained a specific clearance from the mentor for website uploads

Yes/No

Submitted copy of signed Code of ethics to corporate mentor Yes/No

Checklist √

For Panel Presentation

Exact Location of the corporate presentation. With location map □

Lining up transport with Admin Dept.- Timings, pick-up points, drivers’ number □

Informing ALL concerned – obtaining confirmations from both mentors □

Ensure the version of PPT works/ keeping backup pen-drive, handouts □

Internal rehearsals before finals (as per “Corporate Presentation- Best practices” doc) □

Checklist √

Submission/Post-Completion

Final Report (printed) Corporate □ GMBA office □ Signed by all in Original □

CD (with final report & all docs) Corporate □ GMBA office □

Obtained a specific clearance from the company for using data for Research Paper etc.

One page Executive Summary in CD & Report – to GMBA office □

Client Endorsements (video) with permission to publish the same □

At least FOUR Photographs of final Presentations – in CD □

ALP Experience form – on blackboard □

Copy of Letter of Appreciation/Certificate in CD to GMBA office □

Included Code of Ethics and Meeting Logs to the final report □

Courtesy Email to mentors & other commitments (if any) to the company □

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APPENDIX A3 – S P JAIN NDA Format

APPENDIX A3 – S P JAIN NDA Format

CONFIDENTIALITY UNDERTAKING

To,

Sajith Ansar

CEO and Founder,

Idea Spice

Dear Sir,

I/we acknowledge that during the course of my/our project “Analyse Customer Feedback and

Develop Strategies to Attract and Retain Customers of Idea Spice” I/we shall have access to and be

entrusted with Confidential Information (whether of a commercial, technical, scientific, operational,

administrative, financial, marketing, business, intellectual property nature or otherwise), whether

oral or written, relating to your organization and its business that is provided to ourselves pursuant

to this Undertaking.

In consideration of you making Confidential Information available to us, we undertake to you in the

terms set out below:

1. We shall treat all Confidential Information as strictly private and confidential and take all steps

necessary to preserve such confidentiality.

2. We shall use the Confidential Information solely for the preparation of the project deliverables

and not for any other purpose.

3. We shall not disclose any Confidential Information to any other person or firm, other than as

permitted with your prior written consent, to the extent that such disclosure is required by law or

regulatory authority.

4. The institute, however, reserves the right to use the study and its findings for purely academic

purposes such as case discussions, wherein, if the company so desires, the identity of various entities

contextual to the project may be masked.

5. We warrant that we are acting as principal in this matter, and not as agent or broker for any

person, company or firm.

6. This Undertaking shall continue for THREE years from the date of this Undertaking unless and to

the extent that it may be released by you in writing.

Student’s Sign:

Prajakta Talathi :

[Signatory – Company – Designation] [Signatory – S P JAIN]

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APPENDIX A4 – S P JAIN Code of Ethics

S P JAIN CODE OF ETHICS

Application and Scope: Applies to all the students and research supervisors of S P JAIN on their

conduct during their association with the institute across the geographies where S P JAIN operates.

This is to be interpreted in conjunction with the laws of the land.

1. The Research Code of Ethics abides the individual to be

a. Socially Responsible, fair and tolerant

b. Law Abiding

c. Respecting Culture and ethnic diversity

d. Cooperating with authorities

e. Helpful to Fellow students

2. Performance Improvement: Students will consciously endeavour to achieve higher levels of

performance and will strive towards self and institutional development.

3. Professional Conduct: Students are expected to behave in an amicable manner and exhibit a

professional conduct. Any form of anti-social or anomalous behaviour is not acceptable.

Discrimination in any form will call for disciplinary action.

4. Students are to conduct themselves with Honesty and Integrity. Any form of corruption will result

in immediate suspension and dismissal.

5. Approvals: The students will obtain all the necessary approvals and will seek necessary

permissions for the research activity.

6. Infringement of copyrights and Intellectual Property in any form will call for a disciplinary action

and dismissal.

7. Confidentiality: Preserving the Confidentiality of all the privileged and propriety information.

Confidential information must be used only for the purpose of which it was made available.

8. Publication: No student researcher can publish any article, report or the product of research in

any form without the permission of concerned parties.

9. Conflicts: Any type of interpersonal or professional conflicts should be avoided. In case of any

perceived conflict, it is the duty of the student to bring it to the notice of the supervisor

10. Disclosures: Students are required to make necessary disclosures before a research engagement.

This may include situations such as: conflict of interest, existing relationships with the party etc.

11. Liabilities: Student researcher cannot hold unlimited liabilities for the research work with an

organization. They should be conscious to avoid joint liabilities involving S P JAIN as a party or

unlimited liabilities on themselves.

12. Student researchers have their primary responsibility towards the academic research and the

deployed students are not allowed to pursue any commercial activity with the engaging companies.

Also, commercial exploitation of available information, research and its by-products is prohibited.

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13. Misrepresentation of facts, identities and impersonation will result in disciplinary action.

14. Students are expected to be fair and prudent in their dealing with human subjects wherever it

occurs in the course of research. This includes, knowing personal preferences, orientations etc. Also

influencing or canvassing in any form is not allowed.

15. Giving or taking any form of gift, benefit or favour from the research activity is prohibited.

Exchange of cultural pleasantries must be informed to the project supervisor. This excludes sundry

and operational reimbursements from the client company.

16. Research Supervisors are expected to deploy the students in a fair manner ensuring against any

form of discrimination, abuse or exploitation by concerned parties.

17. Supervisors cannot accept any monetary incentive for the research from companies and cannot

claim Intellectual Property rights emerging out of their access to client specific information during

the course of research.

18. Sponsored researches or paid-internship deployments, if any, will have to be identified and

approved separately.

19. This code is enforced by a committee which will be empowered to recommend the remedial

actions and disciplinarily proceedings against the persons involved. The committee is constituted by

the S P JAIN management.

20. Student/teams are required to sign and submit a copy of this document to the program office

and corporate mentor. For all regulations, the decision of S P JAIN Management will be final.

Date:

Prajakta Talathi

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APPENDIX A5 - ALP MOM

ALP Meeting : Kick-off meeting

Date 14/05/2014 Time 5:30 PM Venue Idea Spice Office

Meeting Meeting # 1

Attendees Sajith, Prajakta, Richa, Ankit and Vihaan

Agenda 1

Discussion Brief Introduction about Idea Spice and the project.

Conclusions The project was assigned to the team

Action Items Person Deadline

Read some articles about Branding The whole team On going

ALP Meeting : Scope Discussion Meeting

Date 20/05/2014 Time 11 AM Venue SP Jain School

Meeting Meeting # 2

Attendees Dr. Grandhi, Prajakta, Richa, Ankit and Vihaan

Agenda 1

Discussion

Conclusions Scope and expectations of the project were discussed

Action Items Person Deadline

Read some articles and start with literature review The whole team On going

Study research methods and come up with approach The whole team

Prepare Proposed Approach: Draft Timeline chart Objective and Hypothesis Prepare Proposed Approach Document

Prajakta for her scope of project

ALP Meeting : Scope Finalization and Project Approach Discussion Meeting

Date 21/05/2014 Time 6.30 PM Venue Idea Spice Office

Meeting Meeting # 3

Attendees Sajith, Prajakta and Vihaan

Agenda 1 Discuss the changes required to Proposed Approach and Scope

Discussion Discuss the changes required to Proposed Approach, some parameters influencing consumer buying decision and sampling plan

Conclusions Sajith suggested few changes

Action Items Person Deadline

Revise the Proposed Approach Prajakta

Discuss the Approach The whole Team

Secondary Research The whole Team

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Date 12/06/2014 Time 11 AM Venue SP Jain School

Meeting Meeting # 4

Attendees Dr. Grandhi, Jyotsna, Anudeep, Prajakta, Richa, Ankit and Vihaan

Agenda 1

Discussion

Conclusions Proposed Approach, Scope and expectations of the project were discussed

Action Items Person Deadline

ALP Meeting : Customer Interviews

Date 17/06/2014 Time 4:00 PM Venue Idea Spice Office

Meeting Meeting # 5

Attendees Sajith, Prajakta, Vihaan and Customers of Idea Spice

Agenda 1 Begin Qualitative Research

Discussion Discussion about Idea Spice, Sajith Ansar and Branding of their respective companies

Conclusions Come up with parameters for questionnaire

Action Items Person Deadline

Identification of Parameters and creating of unstructured questionnaire

Prajakta

ALP Meeting : Questionnaire Design and Mid-Review Update

Date 07/07/2014 Time 9 AM Venue Idea Spice Office

Meeting Meeting # 6

Attendees Dr. Mathur, Prajakta and Vihaan

Agenda 1 Questionnaire Design

Discussion Parameters for Questionnaire Design

Conclusions Parameters finalised

Action Items Person Deadline

Create a pilot test questionnaire Prajakta

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APPENDIX A6 - Timelines

APPENDIX A7 - Questionnaire and Transcripts

Face-to-Face and Telephonic Interviews

The interviews were conducted at the Idea Spice office or BNI meeting venue – Dubai World Trade

Centre. The questions were improvised as per the flow of the discussion.

ALP Meeting : Mid-Review Presentation

Date 16/07/2014 Time 10 AM Venue SP Jain School

Meeting Meeting # 5

Attendees Dr. Mathur, Mr. Anudeep, Prajakta, Vihaan, Ankit, Richa

Agenda 1 Mid Review Presentation

Discussion Next Steps

Conclusions Mid Review completed successfully

Action Items Person Deadline

Send the questionnaire Prajakta

ALP Meeting : Final Presentation

Date 13/08/2014 Time 9 AM – 11 AM Venue Idea Spice Office

Meeting Meeting # 5

Attendees Sajith, Anudeep, Pooja, Prajakta, Richa, Ankit, Vihaan

Agenda 1 Final Presentation

Discussion Final Presentation and Recommendation

Conclusions Final Presentation successful and Recommendations accepted

Action Items Person Deadline

Prepare and submit report Prajakta

ALP Meeting : Final Presentation

Date 13/08/2014 Time 9 AM – 11 AM Venue Idea Spice Office

Meeting Meeting # 5

Attendees Sajith, Anudeep, Pooja, Prajakta, Richa, Ankit, Vihaan

Agenda 1 Final Presentation

Discussion Final Presentation and Recommendation

Conclusions Final Presentation successful and Recommendations accepted

Action Items Person Deadline

Prepare and submit report Prajakta

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Questions were like:

1. What business are you into?

a. How many years

b. Numbers of employees

2. When or how did you realize a need for branding or designing?

3. How did you come to know about Idea Spice (non-BNI)?

4. How long have you been associated with Idea Spice?

5. Reason for choosing Idea Spice (over others if you looked out for other agencies)

6. What type of service did you avail?

a. Branding

b. Design

c. Fit-outs

d. Retainer/ Continuous

e. End-to-end Business Solution

7. Top things or words that come to your mind when you hear Idea Spice

8. Constructive feedback for areas of improvement (for older customers)

Online Survey Questionnaire

Questionnaire will be submitted in the form of soft copy. The survey was posted on:

https://docs.google.com/forms/d/1xC_bcMPpN8lBKI27sz-bEDPFbUU2jyExxRvXrwMr-

sk/viewform?c=0&w=1&usp=mail_form_link

APPENDIX A8 - Safe Assign Report The screenshot of the main page of safe assign report is:

The matching content is the name of the author i.e. me and name of the mentors which is common

in other assignments. Declaration and Acknowledgement and such common pages are detected as

plagiarism.

The rest of the content is original. The detailed report can be checked.

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