1

PROJECT REPORT

Capacity. Capability.

Credibility.

2

SUMMER TRAINING REPORT

On

Role of Loyalty Programs in Communication

NAME OF SIP COMPANY: JK Cement Ltd.

SIP LOCATION: New Delhi

Submitted in partial fulfilment of the requirements of Post Graduate Diploma in

Management

by

Himani Shukla

Batch: 2016-18

Roll No.: 1914

Dr. Gaur Hari Singhania Institute of Management and Research Kamla Nagar

3

Training Completion Certificate from the Company

4

ACKNOWLEDGEMENT

I am using this opportunity to express my gratitude to everyone who supported me throughout

the course of this PGDM project. I am thankful for their aspiring guidance, invaluab ly

constructive criticism and friendly advice during the project work. I am sincerely grateful to

them for sharing their truthful and illuminating views on a number of issues related to the

project.

I express my warm thanks to my college mentor, Dr. Shekhar Trivedi for his support and

guidance.

I would also like to thank my project external guide Captain Uday Shriwas from JK Super

Cement and all the people who provided me with the facilities being required and conductive

conditions for my PGDM project.

Thank you,

Himani Shukla

5

EXECUTIVE SUMMARY

The cement industry is one such industry which generally thrives on B2B, and therefore it has

to promote itself to the dealers and contractors, who purchase from them and also sell their

brand to the end customers.

During the eight-week period of my internship, I tried to analyze various strategies opted by

the cement companies to attract dealers. At JK Super Cement Ltd, I was given the opportunity

to get knowledge about various loyalty programs for dealers as well as contractors. There are

two distinct loyalty programs being run by the company for the dealers and contractors by the

names of Samridhi & JK ke Shoorveer respectively. These programs are a major part of the

sales and promotion strategy of the Company.

I was associated with Samridhi.

I took up this project to analyze the role of communication in designing loyalty programs and

come up with various strategies used by the company or can be used by the company to increase

sales.

My modus Operandi was to accumulate contact numbers of the silver tier dealers of the

company, who exclusively partnered with JK cement, and enjoyed a number of benefits by

being a part of the Samridhi Program. I communicated with them over Phone calls, had them

fill a questionnaire and tried to analyze how good communication skills helped in extracting

minor details from them, so that I can identify unfilled gaps and present it to the company.

By the end of my internship period, I was successful in coordinating with 36 dealers, which

also was the target given by the company. Additional to this, I also helped to design 2

questionnaires on google forms and designed three sample pen pictures of dealers on Microsoft

word which is attached at the end of this report

Cement Company

Dealers Contractors Customers

6

Contents

PART A (Company Profile)

PART B (Project Work) 14-25

Loyalty Program Modus Operandi

Findings

PART C 26-33

Verdict Questionnaire

References

1.1 INDUSTRY STUDY 7-11

1.1.1 Market Size 1. 1.2 Investments 1. 1.3 Government Initiatives 1. 1.4 Road Ahead

1.2COMPNAY PROFILE 12-13

1.2.1 Mission

1.2.2 Vision

1.2.3 Core Values

7

Chapter 2- Company Study

2.1- Industry Study

India is the second largest producer of cement in the world. No wonder, India's cement industry

is a vital part of its economy, providing employment to more than a million people, directly or

indirectly. Ever since it was deregulated in 1982, the Indian cement industry has attracted huge

investments, both from Indian as well as foreign investors.

India has a lot of potential for development in the infrastructure and construction sector and

the cement sector is expected to largely benefit from it. Some of the recent major government

initiatives such as development of 98 smart cities are expected to provide a major boost to the

sector.

Expecting such developments in the country and aided by suitable government foreign policies,

several foreign players such as Lafarge-Holcim, Heidelberg Cement, and Vicat have invested

in the country in the recent past. A significant factor which aids the growth of this sector is the

ready availability of the raw materials for making cement, such as limestone and coal.

2.1.1- Market Size

Cement demand in India is expected to increase due to government’s push for large

infrastructure projects, leading to 45 million tons (MT) of cement needed in the next three to

four years#.

India's cement demand is expected to reach 550-600 Million Tons Per Annum (MTPA) by

2025. The housing sector is the biggest demand driver of cement, accounting for about 67 per

cent of the total consumption in India. The other major consumers of cement include

infrastructure at 13 per cent, commercial construction at 11 per cent and industrial construction

at 9 per cent.

To meet the rise in demand, cement companies are expected to add 56 MT capacity over the

next three years. The cement capacity in India may register a growth of eight per cent by next

year end to 395 MT from the current level of 366 MT. It may increase further to 421 MT by

the end of 2017. The country's per capita consumption stands at around 190 kg.

8

The Indian cement industry is dominated by a few companies. The top 20 cement companies

account for almost 70 per cent of the total cement production of the country. A total of 188

large cement plants together account for 97 per cent of the total installed capacity in the

country, with 365 small plants account for the rest. Of these large cement plants, 77 are located

in the states of Andhra Pradesh, Rajasthan and Tamil Nadu

2.1.2- Investments

On the back of growing demand, due to increased construction and infrastructural activit ies,

the cement sector in India has seen many investments and developments in recent times.

According to data released by the Department of Industrial Policy and Promotion (DIPP),

cement and gypsum products attracted Foreign Direct Investment (FDI) worth US$ 3.117

billion between April 2000 and September 2016. Some of the major investments in Indian

cement industry are as follows:

Emami Ltd, a fast-moving consumer goods (FMCG) company, plans to invest around

Rs 8,500 crore (US$ 1.27 billion) to scale up its cement production capacity from 2.4

million tonnes (MT) to 15-20 MT in the next three to five years.

The Gujarat-based Nirma group, with presence in detergent, soap and chemicals sector,

has bought Lafarge India’s cement business, consisting of 11 MT production capacity,

for US$ 1.4 billion.

FLSmidth, a global engineering company based in Copenhagen, has signed a contract

with India’s Larsen & Toubro Limited for engineering, procurement and supply of

equipment for a complete cement production line with a capacity of 3,000 tonne in

Tamil Nadu.

KKR Mauritius Cement Investments Limited acquired 8.5 per cent stake in Dalmia

Bharat Limited (DBL).

Cement maker Burnpur Cement plans to invest Rs 500 crore (US$ 75 million) for

expansion of its production capacity to 3 MTPA in the next three to four years.

India's largest cement maker UltraTech Cement is looking forward to acquire

Jaiprakash Associates six cement factories for a total value of Rs 16,500 crore (US$

2.475 billion)

Birla Corporation Ltd, a part of the MP Birla Group, has agreed to acquire two cement

assets of Lafarge India for an enterprise value of Rs 5,000 crore (US$ 750 million).

9

Dalmia Cement (Bharat) Ltd has invested around Rs 2,000 crore (US$ 300 million) in

expanding its business in North East over the past two years. The company currently

has three manufacturing plants in the region — one in Meghalaya and two in Assam.

JSW Group plans to expand its cement production capacity to 30 MTPA from 5 MTPA

by setting up grinding units closer to its steel plants.

UltraTech Cement Ltd has charted out its next phase of Greenfield expansion after a

period of aggressive acquisitions over the last two years. UltraTech has plans to set up

two Greenfield grinding units in Bihar and West Bengal.

UltraTech Cement Ltd bought two cement plants and related power assets of Jaiprakash

Associates Ltd in Madhya Pradesh for Rs 5,400 crore (US$ 810 million).

JSW Cement Ltd has planned to set up a 3 MTPA clinkerisation plant at Chittapur in

Karnataka at an estimated cost of Rs 2,500 crore (US$ 375 million).

Andhra Cements Ltd has commenced the commercial production in the company's

cement plants – Durga Cement Works at Dachepalli, Guntur and Visakha Cement

Works at Visakhapatnam.

2.1.3- Government Initiatives

In the 12th Five Year Plan, the Government of India plans to increase investment in

infrastructure to the tune of US$ 1 trillion and increase the industry's capacity to 150

MT.

The Cement Corporation of India (CCI) was incorporated by the Government of India

in 1965 to achieve self-sufficiency in cement production in the country. Currently, CCI

has 10 units spread over eight states in India.

In order to help the private sector companies thrive in the industry, the government has

been approving their investment schemes. Some such initiatives by the government in

the recent past are as follows:

The Union Budget proposed to assign infrastructure status to affordable housing

projects and facilitate higher investments and better credit facilities, in line with the

government’s aim to provide housing for all by 2022 which will boost cement demand.

The Finance Minister, Arun Jaitley, said that the National Housing Bank will refinance

individual housing loans of about Rs 20,000 crore (US$ 3 billion) in 2017-18. The

10

Finance Minister proposed to complete 1 crore houses by 2019. All these developments

are expected to boost cement demand.

The increased allocation to rural low-cost housing under Pradhan Mantri Awaas Yojana- Gramin

scheme to Rs 23,000 crore (US$ 3.45 billion) from Rs 16,000 crore (US$ 2.4 billion) in FY17 is likely

to drive a 2 per cent increase in cement demand, Ambit Capital said in a report.

The Parliament of India has cleared amendments to the Mines and Minerals Development and

Regulation (MMDR) Act, which will enable companies to transfer captive mines leases similar to mines

won through an auction, and wh ich is expected to lead to increased Mergers and Acquisitions (M&A)

of steel and cement companies.

The Government of India is planning to revive the state-run cement factories across India, in order to

give a boost to road and realty projects by bringing down their construction costs.

The Government of India plans to enact a law that will allow the companies which have received mining

licenses without having gone through the auction process, to transfer these leases, in a move that is

expected to make mergers and acquisitions (M&As) easier in the steel, cement, and metals sectors.

The Government of Tamil Nadu has launched low priced cement branded 'Amma' Cement. The sale of

the cement started in Tiruchi at Rs 190 (US$ 2.84) a bag through the Tamil Nadu Civil Supplies

Corporation (TNCSC). Sales commenced in five godowns of the TNCSC and will be rolled out in stages

with the low priced cement available across the state from 470 outlets.

The Government of Kerala has accorded sanction to Malabar Cements Ltd to set up a bulk cement

handling unit at Kochi Port at an investment of Rs 160 crore (US$ 23.5 million).

The Andhra Pradesh State Investment Promotion Board (SIPB) has approved proposals worth Rs 9,200

crore (US$ 1.35 billion) including three cement plants and concessions to Hero MotoCorp project. The

total capacity of these three cement plants is likely to be about 12 MTPA and the plants are expected to

generate employment for nearly 4,000 people directly and a few thousands more indirectly.

India has joined hands with Switzerland to reduce energy consumption and develop newer methods in

the country for more efficient cement production, which will help India meet its rising demand for

cement in the infrastructure sector.

The Government of India has decided to adopt cement instead of bitumen for the construction of all

new road projects on the grounds that cement is more durable and cheaper to maintain than bitumen in

the long run.

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2.1.4- Road Ahead

The eastern states of India are likely to be the newer and virgin markets for cement companies

and could contribute to their bottom line in future. In the next 10 years, India could become the

main exporter of clinker and gray cement to the Middle East, Africa, and other developing

nations of the world. Cement plants near the ports, for instance the plants in Gujarat and

Visakhapatnam, will have an added advantage for exports and will logistically be well armed

to face stiff competition from cement plants in the interior of the country.

A large number of foreign players are also expected to enter the cement sector, owing to the

profit margins and steady demand. In future, domestic cement companies could go for global

listings either through the FCCB route or the GDR route.

With help from the government in terms of friendlier laws, lower taxation, and increased

infrastructure spending, the sector will grow and take India’s economy forward along with it.

Exchange Rate Used: INR 1 = US$ 0.015 as on February 9, 2017

References: Media Reports, Press releases, Union Budget 2017-18

Exchange Rate Used: INR 1 = US$ 0.015 as on December 17, 2015

References: Media Reports, Press releases

Notes: 1 - ‘Emerging Trends in Real Estate Asia Pacific 2016’ report by

PricewaterhouseCoopers (PwC) India, 2 – as per JLL India, 3 – ‘Global Market Perspective

(Q4, 2015)’ report by JLL India

12

1.2- Company Profile

J.K. Cement Ltd is an affiliate of the multi-disciplinary industrial conglomerate J.K.

Organisation which was founded by Lala Kamlapat Singhania. For over four decades, J.K.

Cement has partnered India's multi-sectoral infrastructure needs on the strength of its product

excellence, customer orientation and technology leadership The Company has over four

decades of experience in cement manufacturing. Our operations commenced with commercia l

production at our first grey cement plant at Nimbahera in the state of Rajasthan in May 1975.

Subsequently the Company also set up 2 more units in Rajasthan at Mangrol and Gotan. In the

year 2009 the Company extended its footprint by setting up a green-field unit in Muddapur,

Karnataka giving it access to the markets of south-west India. In the year 2014, the company

further expanded its capacity in the north with brownfield expansion of 1.5 MnTPA integrated

unit at Mangrol and split grinding unit of 1.5 MnTPA at Jhajjar. Today J.K. Cement has an

installed grey cement capacity of 10.5 MnTPA making it one of the leading manufacturers in

the country.

The Company is the second largest manufacturer of white cement in India, with an annual

capacity of 600,000 tonnes in India. We are also the second largest producer of Wall putty in

the country with an annual installed capacity of 700,000 tonnes. J.K. Cement was the first

Company to install a captive power plant in the year 1987 at Bamania, Rajasthan. J.K Cement

is also the first cement Company to install a waste heat recovery power plant to take care of

the need of green power. Today at its different locations, the Company has captive power

generation capacity of over 140.7 MWs which include 23.2 MW of waste heat recovery power

plants.

The Company has made its first international foray with the setting up of a green-field dual

process white cement-cum-grey cement plant in the free trade zone at Fujairah, U.A.E to cater

to the GCC and African markets. The plant at Fujairah has a capacity of 0.6 million tonnes per

annum for White Cement with a flexibility to change over its operation to produce upto 1

million tonnes per annum of Grey Cement. The commercial production from Fujairah Plant

started from Sep'2014.With this, J.K Cement Ltd has become the second largest White Cement

Producer in the World.

13

As a part of its new initiatives, the Company plans to increase the production capacity of Wall

Putty to keep pace with the rising demand. In this direction, the company plans to put up 6 lac

tonnes capacity at Katni in M.P. The first phase of 2 lac tonnes commenced on 25.5.16.

Backed by state-of-the-art technology, access to the best quality raw materials and highly

skilled manpower against the backdrop of India's infrastructural growth in an overdrive, we are

upbeat about the future. Superior products and a strong Brand name, an extensive marketing

and distribution network and the technical know-how represent the Company's abiding

strengths.

1.2.1 Vision

To be the most admired company, to set new benchmark in business practices and fulfilling the

needs and expectations of our customers by giving them value for their hard earned money.

1.2.2 Mission

To go beyond mere offering of quality products to our customers and practice business in

accordance with the highest ethical standards, supporting the community where we work and

live, protecting the health and safety of our employees and safe guarding the environment

where in we do our business.

1.2.3 Core Values

At JK Cements Ltd, we are convinced that staying successful in the business environment

requires more than just striving for economic success.

We must also accept social responsibility and demonstrate environmental awareness. We live

and practice our company values. They serve as the basis for our business practices

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PART-B

PROJECT WORK

Role of Loyalty Programs in Communication

15

Declaration

I hereby declare that this project report titled “Role of Loyalty Program in

Communication” is my own work, to the best of my knowledge and belief.

Neither it contains any material previously written by any other person nor

material which, to a substantial extent, has been accepted for the award of any

other degree or diploma of any other institute, except where due

acknowledgement has been made in text.

Date- 30/06/2017 Name- Himani Shukla

Roll No. 1914

Batch- 2016-2018

16

Project Completion Certificate from Company Mentor

17

Declaration by the Faculty Mentor

This is to certify that Himani Shukla, student of full time PGDM course (2016-18) at Dr.

Gaur Hari Singhania Institute of Management and Research, Kanpur has satisfactor i ly

submitted the summer internship report titled “Role of Loyalty Program in communication”

under the guidance of the undersigned in partial fulfilment of PGDM (FULL TIME) course.

Date: Signature of Faculty Mentor

Name: Dr. Shekhar Trivedi

Designation: Professor

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Loyalty Program

Loyalty programs are structured marketing strategies designed by merchants to encourage

customers to continue to shop at or use the services of businesses associated with each program.

These programs exist covering most types of business, each one having varying features and

rewards schemes.

Customer loyalty is both an attitudinal and behavioural tendency to favour one brand over all

others, whether due to satisfaction with the product or service, its convenience or performance,

or simply familiarity and comfort with the brand. Customer loyalty encourages consumers to

shop more consistently, spend a greater share of wallet, and feel positive about a shopping

experience, helping attract consumers to familiar brands in the face of a competit ive

environment.

Types Of Loyalty

To understand customer loyalty one must recognize there are different types and degrees of

loyalty. There is monogamous loyalty and there is polygamous. There are also behavioura l

and attitudinal aspects. A look at these concepts will clarify what “customer loyalty” really is,

and this is important because having a solid understanding of the concept is critical if one hopes

to design a reward program where loyalty enhancement is the primary objective.

Monogamous vs. Polygamous Loyalty

We live in a world of polygamous, not monogamous loyalty. For example, a person might

shop at Safeway, Thrifty Foods and Save-on-Foods and unfailingly shop at all three. The

person is then loyal to them, but not to others, and yet 100% loyal to none. In their book

Loyalty Myths, Keiningham et al. (2005) suggest that “loyalty can in part be thought of as the

probability a customer will purchase a brand on any particular purchase occasion. For example,

a customer may tend to purchase Brand A 70 percent of the time, Brand B 20 percent, and

Brand C 10 percent of the time” (p.90). The point here is that, in the real world, 100% loyal

customers are rare. In the majority of cases, attempting to make customers completely loyal is

unrealistic. A more realistic goal for businesses is to make customers as loyal as possible – to

maximize customer share of wallet, frequency of purchase and overall profitability. The

objective of businesses, and therefore loyalty programs as well, should be to make the

organization’s share of customer loyalty as high as possible.

According to Dowling and Uncles (1997) from Australia, “‘polygamous loyalty’ is a better

description of actual consumer behavior than either brand switching (a conscious once-and-

for-all change of allegiance to another brand) … or promiscuity (the butterfly tendency to flit

from brand to brand without any fixed allegiance).”

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Behavioural and Attitudinal Loyalty

In the past, many scholars defined loyalty in behavioural terms. If a person made most

purchases in a given product category from one supplier, regardless of the reason, the person

was defined as loyal. As Kumar and Shah from the University of Connecticut’s School of

Business (2004) point out, “a majority of existing loyalty programs follow these measures to

reward behavioral loyalty. That is, the more you spend with the company, the more rewards

you earn”.

A second element of loyalty is attitudinal loyalty. Like behavioural loyalty, attitudina l

definitions have existed for a long time. This second element of loyalty focuses on how strong

the psychological commitment or attachment is to the brand. By itself, it too has limitations.

For example, how loyal are people who rave about a product and promote it to their friends,

but then for whatever reason fail to buy it regularly themselves?

In the opinion of many scholars, as a minimum, an adequate definition of customer loyalty

includes the history of actions plus feelings and intentions toward the brand or commercia l

relationship. Loyalty action and talk (i.e., promotion to others) are both valuable to businesses,

but in different ways.

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Modus Operandi

During my internship period in the company, I was given the task to collect the insights about

the loyalty programs. For the same, I was provided the opportunity to interact with various

cement dealers all across north region. I phone called these dealers and had a one to one

communication with them.

I designed an interactive questionnaire, which worked as a medium to communicate and

thereby cite valuable information from them.

The questionnaire is mentioned at the end of this report.

21

Findings

Around 67% of the respondents agreed that they were aware about the term loyalty program. However, around 20% had no idea, what so ever, about what it was all about while around

12% had a small hint regarding it.

A major segement agreed that they were a part of some or the other form of loyalty programs.

These programs ranged from brands, banks, dealerships etc.

22

Around 80% respondents were a part of some or the other loyalty programs for dealers only.

While 14.3% were enjoying loyalty benefits from retail chains like big bazar, lifestyle etc.

More than half of the population agreed that loyalty programs were not very easy to

understand

23

.

Approximately, 50% respondents claimed that various offers from the loyalty programs attracted them

38% respondents said that they expected their loyalty program to be more transparent and easy to understand, while 31% said that timely delivery of rewards was more of their concern.

24

70% respondents were satisfied with what their loyalty program offered them. While 30%

were unsatisfied.

Around 90% agreed that loyalty programs were good for them. While 10% claimed it was not

of much utility to them.

25

Approximately 80% agreed that choosing certain brand was effected with what loyalty programs certain brand offered them.

Around 87% respondents believed that loyalty programs play a major role in building

relationships between the company and them. While 13% claimed that it had nothing to do with it.

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Verdict

Program Satisfaction

Brands can effectively evolve their Programs by ensuring the Program supports the brand

promise, and by ensuring the Program helps fulfil Members’ needs in a brand-aligned manner.

top drivers of satisfaction:

• Brand alignment—the extent to which the Program experience lives up to, and fulfills, the

promise the brand is making to its customers.

• Meeting needs—the extent to which the Program is meeting Member needs; related to the

ways in which Members count on the brand to do what it says it will do.

• Program enjoyment—a less tangible metric, but highly important, the extent to which

participants deem the Program experience in and of itself, enjoyable

Awareness and Simplicity

The loyalty programs are complicated. The system must be designed in such a way that the

customer can easily understand it. The instructions must be in simple language, explaining step

by step processes involved in the program they are associated with. There is very less awareness

about loyalty programs amongst Indians. Brands must take care that even the cashier involved

in the cash counter must have clear understanding about the loyalty programs, so that he can

impart the same to the customer.

Special Offers for the Premium Members

The premium members must be treated different from that of others.

Given that Customer Experience is a broad and rich topic, we set out to investigate a specific

element of this discipline: live person-to-person interactions between Members and

representatives of the brand and Program.

• Program satisfaction is 2.7X higher for Members who are made to feel special or recognized

by representatives of the brand or Program.

• People-to-people interactions create emotion—both positive and negative—and positive

emotions increase brand loyalty.

• Marketers and Program operators must not overlook the important stakeholders who comprise

the connective tissue between the brand and its customers or Members. When brand

representatives make Members feel special or recognized, it pays satisfaction dividends that

result in increased satisfaction and loyalty to the brand—that is a tremendous opportunity for

Customer Experience in loyalty.

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Questionnaire

28

Name *

Firm's name

Contact Number

Age

Below 35

35-45

Above 45

Marital Status

Single

Married

Married with kids

Have you heard of a term called "Loyalty Program?"

Yes

No

29

Maybe

Are you a part of any loyalty program?

Banks

Dealers

Brands

No

Other:

Before deciding to be a part of any loyalty program, do you care to collect information about

it?

Yes

No

Can you tell any features of loyalty program? What comes in your mind when you come across

any loyalty program?

Do you think that loyalty programs are pretty easy to understand?

Yes

No

Does being a member of a loyalty program develop a feeling of pride?

Yes

30

No

What parts of loyalty programs attract you?

Gifts

Discount

Offers

Rewards

Can loyalty programs affect sales in any manner? Can it increase sales?

Yes

No

Similarly, can it help to retain and gain customers?

Yes

No

Do you feel that loyalty programs are helpful in better communication?

Yes

No

Do you also feel that loyalty programs act like tools through which companies can improve

relationship with the dealers?

Yes

No

Do loyalty programs influence your choice of keeping certain brand?

31

Yes

No

Are you satisfied with the loyalty program you are currently associated with?

Yes

No

Do you find any loopholes in the loyalty program you are associated with? also, can you

suggest something to improve?

How frequently do you receive rewards by the loyalty program you are associated with?

On time basis (e.g. monthly quarterly etc)

On performance basis (e.g. buying a certain units of the product)

How frequently do you expect to receive rewards by the loyalty program you are associated

with?

On time basis (e.g. monthly quarterly etc)

On performance basis (e.g. buying a certain units of the product)

Once you become a part of Loyalty program, what are your expectations?

Customer satisfaction

32

Timely Delivery of Rewards

Awareness

Simplicity and Honesty

Campaign

Are you attracted to Promotional Campaigns done by companies?

Yes

No

Should company send you the information in personal for promotional campaign?

Yes

No

Which medium do you prefer for these campaigns?

News paper Ads

Whatsapp

Text

E-mail

Do you eagerly wait for these kind of campaign to be done frequently?

33

Yes

No

34

References

JK Super Cement

http://www.jkcement.com/

http://www.jkcement.com/the_company

PR Loyalty Solutions

http://prloyaltymarketing.com/customer-loyalty/what- is-customer- loyalty/

Wikipedia

https://en.wikipedia.org/wiki/Loyalty

https://en.wikipedia.org/wiki/Loyalty_program

Springer links

https://link.springer.com/article/10.1007/s11747-011-0272-3

Science Direct

http://www.sciencedirect.com/science/article/pii/S0148296309000198

http://www.sciencedirect.com/science/article/pii/S1057740811000258

Emerald Insight

http://www.emeraldinsight.com/doi/pdfplus/10.1108/08858620910923658

`

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36

RAMESH VERMA

D-140, Swaroop Nagar 208019

+91 123 456 789

Recipient Name

PERSONAL INFORMATION

• Date of Birth- DD/MM/YYYY • Age- XX • Marital Status- Married, With Kids. • Kids Status- Students • Spouse Status- Housewife • Number of Family Members- 5 • Wedding Anniversary- DD/MM/YYYY LIFESTYLE • Favorite Place to Dine - Restaurant • Favorite Accessory(s) - Rings and Watches • Favorite Beverage- Tea • Favorite Car- Mercedes • Favorite Leisure Act ivity- Watching News • Favorite Cuisine- North Indian and Mughlai • Preferred Movie Genre - Biopics VACATIONAL PREFERENCES • Frequency of Vacat ioning - Once 2-3 Months • Adventure Sports- Yes • Nature/Landscape of Vacat ion- Beach • Frequent ly Visit s- Dubai • Wishes To Visit - Paris

ABC TRADERS TIER- GOLD | MEMBER SINCE- XXXX

37

RA M E S H V E RM A

personal Information

Date of Birth- DD/MM/YYYY

Age- xx

Marital Status- Married, with kids.

Kids Status- students

Spouse Status- Housewife

Number of Family Members- 5

Wedding Anniversary- DD/MM/YYYY

Any other special day-

LIfestyle

Favorite Place to Dine- Restaurant

Favorite Accessory(s)- Rings and watches

Favorite Beverage- Tea

Favorite Car- Mercedes

Favorite Leisure Activity- Watching News

Favorite Cuisine- North Indian and Mughlai

Preferred Movie Genre- Biopics

Vacational Preferences

Frequency of vacationing- once in two-three months

Adventure Sports- yes

Nature/landscape of vacation- Beach

Frequently visits- Dubai

Wishes to visit- Paris

TIER- GOLD | Member

since- xxxx

abcd

123456789

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