Leveraging Technology For Human Satisfaction: Sydenham College of Commerce and Economics

LEVERAGING TECHNOLOGY FOR HUMAN SATISFACTION
CHAPTER 1
Introduction
Technologies are transforming firms’ customer-side operations and firms are

increasingly looking for effective digital business strategies to harness these
technologies. Recurrent discontinuities, due to the rapid pace of innovation shorter
life cycles, ever changing customer needs, and growing internationalization of
business, have made customer performance critical for firm survival. There is
substantial evidence that 40 percent of customers who experience poor customer
service stop doing business with the target company. Hence customer side operations
are gaining center-stage in many firms. For instance, Wachovia bank, now part of
wells Fargo group, popularized a “sun down” rule ensuring that the employees of the
bank establish contact with an unhappy customer on the same day a customer
complaint is received . With a focus to serve customers with what they want it, and
when they want it, firms are increasingly adopting varied digital technologies in their
customer-side operations.
Often, firm adopt these digital technologies to better sense and respond to customer
needs. For instance, Continental Airlines has adopted a data warehousing platform to
gain access to – real time customer flight information that helps them better
understand and meet their passengers’ needs and wants. To better sense and better
respond to customer’s needs, customers-digital initiatives of firms are often focused
on their local operations. For example, Barclays bank a major financial player with
118,000 employees and operations in over 60 countries, is focusing on various
internet technologies, such as Web 2.0, blogs, wikis, podcasts, folksonomies, and RSS
feeds, to enhance customer service performance across its local branches. Similarly,
best buy focuses on the use of digital technologies, such as those used for data
synchronization, to enhance customer services across its stores, and implemented an
internal product management system for improvement in the quality of information
provided to in customer. However despite widespread digitization leveraging digital
technologies in customer side operations continues to be a challenge for many service
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SYDENHAM COLLEGE OF COMMERCE AND ECONOMICS
organizations. To cope with such challenges many third parties such as cisco internet
business solution group have started to offer consulting services to help firms leverage
their customer side digital technologies for enhanced performance.
The traditional view of digital business strategy points development of large scale
systems, such as ASAP, the run of centralized infrastructure technologies , such as
mainframes to gain a competitive advantage in the industry due to size and related
network effect of such system. However a contemporary view of digital business
strategy emphasizes that to realize their impact on performance digital technologies
may be better harnessed by building organizational capabilities. Such capabilities may
help a firm to sense and respond to business opportunities and threats quickly. Indeed
prior research has focused on digital business strategies to develop production side
capabilities in various upstream domains such a new product development supply
chain and manufacturing operations. However customer side digital business
strategies are less studied.
Following the research studying production side digital business strategy most prior
research on customer side digital business strategy has studied link between an
organization centralized information system resource possessions, such as
investments, technical skill, and generic technologies, and customer service
performance. However customer side operations are markedly different from
production side operations. Because service creation and delivery is inherently a local
activity a theory of customer side digital business strategy needs to focus on local
dynamics. Unlike goods, production and consumption of services are often concurrent
and services may not be inventoried because of exact configuration of a service
interaction may not be known s priori. Finally customers who can be cocreators of
services, are becoming more demanding and localized personalized is the key to
effective customer service performance. Despite the importance of localized dynamics
in service organizations little research on customer side digital business strategy that
suggest development of localized customer service capabilities to harness digital
technologies for enhanced service performance.
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In developing our theory, we examine the relationship betweenthe information quality

of a customer service unit (CSU) and its customer service capabilities to locally sense
and respond to customers’ needs. We focus on capability buildingdynamics that help
develop two customer-sidecapabilities—namely, customer orientation capability and
customer response capability—across CSUs of a service organization. Using a
coordination perspective, we propose that information quality enables strategic and
operational coordination required to build customer orientation Capability and
customer response capability, respectively. In addition,because we examine
capability-building dynamics in the context of a CSU, our study examines the role of
the CSU’sProcess characteristics in capability-building dynamics. To empirically test
the proposed relationships, we collected datafrom customer service processes across
170 branches of a large bank in India (hereinafter called BANK). In addition to
finding positive impacts of a CSU’s information quality on its customer service
capabilities, our results suggest that the effectiveness of information quality in
building customer service capabilities is contingent on the sophistication of the CSU’s
customer service process.
By presenting a theory of customer-side digital businessstrategy, our work contributes

to research on digital business strategies in multiple ways. First, our theory
contributes to the literature studying the impacts of digital technologies in the context
of services (Bardhan et al. 2010; Lusch and Vargo2008; Lusch et al. 2010; Ray et al.
2004; Vargo and Lusch2004). Prior research has largely focused on the direct impacts
of digital technologies on service performance. We extend this literature by studying
new relationships between digital technologies and the mediating localized customer
service capabilities (Ray et al. 2005; Tallon 2010). Further, prior research in the
customer service domain has assessed how acquisition of digital technologies
influences customer service performance (Ray et al. 2005). Our work seeks to extend
such research by assessing how digital business strategy related to building
information quality (an aspect of digital design) enhances customer service
performance. We demonstrate that the focus on information quality needs to
incorporate the nuances of the local context.
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Characteristics on the relationship between digital technologies and customerside

organizational capabilities, we extend prior research that calls for a process-level
examination of digital technologies and their consequences (Banker et al. 2006; Barua
et al. 2004). Second, by examining the customer-side capabilitybuilding dynamics, we
extend the stream of research on digital business strategies related to building
production-side capabilities (e.g., Banker et al. 2006; Pavlou and El Sawy 2006).
Finally, this work extends the literature on globalization— an emerging theme
amongst contemporary researchers studying global strategy (Cavusgil and Cavusgil
2012; Ghemawat 2007; Sheth 2011). Although prior research on global strategy
focused on the strategic choice between aggregation (global economies of scale) and
adaptation (local responsiveness),recent literature suggests a move toward
glocalization— that is, customization of a firm’s offerings according to local
customers’ needs while retaining the benefits of globalization, such as economies of
scale (Cavusgil and Cavusgil 2012; Ghemawat 2007; Sheth 2011; Steenkamp and de
Jong 2010). Digital technologies are a key to coordination acrossglobal operations.
Our study adds to the literature on globalizationby focusing on ways to leverage
digital technologies toenhance localized adaptations in globalizing operations.
With the growing recognition of the customer’s role in service creation and delivery,
there is an increased impetus on building customer-centric organizations. Digital
technologies play a key role in such organizations. Prior research studying digital
business strategies has largely focused on building production-side competencies and
there has been little focus on customer-side digital business strategies to leverage
these technologies. We propose a theory to understand the effectiveness of a
customer-side digital business strategy focused on localized dynamics—here, a firm’s
customer service units (CSUs). Specifically, we use a capabilities perspective to
propose digital design as an antecedent to two customer service capabilities—namely,
customer orientation capability and customer response capability—across a firm’s
CSUs. These two capabilities will help a firm to locally sense and respond to
customer needs, respectively. Information quality from the digital design of the CSU
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is proposed as the antecedent to the two capabilities. Proposed capability building

dynamics are tested using data collected from multiple respondents across 170
branches of a large bank. Findings suggest that the impacts of information quality in
capability-building are contingent on the local process characteristics. We offer
implications for a firm’s customer-side digital business strategy and present new areas
for future examination of such strategies.
For future research, our findings also highlight the vast anduntapped research
potential at the intersection of IS and marketing. Although digital technologies offer
the technical platform to realize the economic impacts of varied marketing processes
(Reinartz et al. 2004), little prior research has examined the dynamics to harness these
technologies for superior marketing outcomes. Building on our study, future research
may examine how marketing outcomes are influenced by other aspects of digital
design, such as IS infrastructure portfolios (Byrd and Turner 2000), flexibility of
ITassets (Duncan 1995; Ray et al. 2005; Saraf et al. 2007), andsharabilityand
reusability of IS (Duncan 1995). A focus on digital design is especially important as
the marketing literature highlights the complexity in leveraging digital technologies,
such as those related to sales or Internet marketing,that often have limited or even
negative effects (Hunter andPerreault 2007; Lee and Grewal 2004). More research on
effective digital business strategies to harness digital technologies may lead to
enhanced marketing performance.Forexample, future research may examine
mechanisms by which firms leverage their digital technologies to enhance their
marketing capabilities. Studies on good digital design will further contribute to
marketing research studying dynamics related to acquisition and development of a
robust technological infrastructure for enhancing marketing effectiveness (Reinartz et
al. 2004; Srinivasan et al. 2002), and offer insights to the IS literature by studying
organizational design and performance impacts of digital technologies (Nevo and
Wade 2010; Pavlou and El Sawy 2006; Rai and Tang 2010).
One of the limitations of our work is the focus on two capabilitiesto study customer-
side digital business strategy may be considered adhoc. Indeed, firms build specific
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capabilities that are most suited to their business context, competition in markets, and
past commitments. In his work on marketing capabilities, Day (1994) argued that “as
yet little is known about how to identify these distinctive capabilities”(p. 50), and
suggests that criteria that may guide the selection of capabilities are the ease with
which such capabilities may be identified in an organizational context and their
relevance for core processes in the domain. In the marketing context, Day identified
two capabilities: market sensing and customer linking capabilities. Our study is more
narrowly focused on one domain of marketing: customer service. Analogous to prior
work, we believe that the two capabilities—customerorientation capability and
customer response capability—represent two critical customer service capabilities of
a CSU. These represent a CSU’s propensity to monitor and strategize with a customer
focus, and respond to customer needs and wants respectively. Logically, the two may
represent the abilities that enhance a CSU’s disposition to customer service and
enable customer-focused actions, respectively. Although there is theoretical and
logical validity in our choice of the two capabilities, we note that future research may
identify other relevant customer-related capabilities that enhance the overall customer
service performance of a firm.
Given our focus on localized capability-building dynamics,we collected data from

multiple CSUs of one organization. Although the focus on only one organization
helps control for extraneous factors that may influence the results in a
multiorganizationalstudy, it may limit the generalizability of our findings. Such a
tradeoff between generalizability and internal validity is often a dilemma that
researchers face in deciding on an appropriate research design (McGrath et al.1982).
We chose a research design that offers greater internal validity and offers a good test
of our theory of customer-side digital business strategy. Future research should
address this limitation by examining the generalizability of our model to other
settings. For example, future research may examine if effective customer-side digital
business strategy for localized operations is as effective as it is for nonlocalized
services.
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1.1History of Technology
The history of technology is the history of the invention of tools and techniques and is
one of the categories of the history of humanity. Technology can refer to methods
ranging from as simple as stone tools to the complex genetic
engineering and information technology that has emerged since the 1980s. The term
technology comes from the Greek word techne, meaning art and craft, and the word
logos, meaning word and speech. It was first used to describe applied arts, but it is
now used to describe advancements and changes which affect the environment around
us.
New knowledge has enabled people to create new things, and conversely, many
scientific endeavors are made possible by technologies which assist humans
in traveling to places they could not previously reach, and by scientific instruments by
which we study nature in more detail than our natural senses allow.
Since much of technology is applied science, technical history is connected to

the history of science. Since technology uses resources, technical history is tightly
connected to economic history. From those resources, technology produces other
resources, including technological artifacts used in everyday life.
Technological change affects and is affected by, a society's cultural traditions. It is a

force for economic growth and a means to develop and project economic, political,
military power and wealth.
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History of customer service
Humans figured out trade very early on. By 3000 BC, humans were setting out on
missions of water bound trade, and by 1000 BC, merchants were becoming a part of
societies. There were ideas about how to treat customers. The butcher, the baker and
the local perfumier had to meet the needs of the customer with custom products as
well as nascent marketing techniques.
The beginning of the industrial age brought the vast new challenge of a customer base
the proprietor would likely never meet in person.
The Internet makes that problem more extreme but it also offers new opportunities to
bridge the gap. Here is a brief overview of some of the milestones in Customer
Service and where we might go in the future.
Today’s customer service technology is the stuff of former sci-fi pipe dreams. Once,
tapping touchscreen interfaces to communicate with people across the world was
something only conceivable in a Star Trek episode. And as little as a decade ago,
many of us thought the concept of AI-powered bots handling our customer service
needs was nothing but a futuristic fantasy.
Fast-forward to today. Bots are popping up on more and more websites across the
world, and capable of completing ever more complex tasks. Intelligent assistants are
serving us through our voice alone – no interface required. Websites know what we
want before we ask for it, algorithms serve us information best suited to our interests,
and we’re even seeing augmented reality make its way into customer service.
But it wasn’t always this frictionless. Customer service technology has evolved
beyond recognition since its earliest clay engraving form, and there’s still room to
grow. Here, we explore the evolution of customer service technology, and the
potential for the future.
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1.2Meaning of technology
 Technology refers to methods, systems, and devices which are the result
of scientific knowledge being used for practical purposes.
 The branch of knowledge that deals with the creation and use of technical
means and their interrelations with the life, society, and the environment,
drawing upon such subjects as industrials arts , engineering, applied science,
and pure science.
Meaning of leveraging
 In information operations, the effective use of information, information

systems, and technology to increase the means and syenergy in accomplishing
information operations strategy .see also information , informations operation,
informations systems, operation.
Meaning of customer service
 Customer service is the act of taking care of the customer’s need by providing
and delivering professional, helpful, high quality service and assistance before,
during, and after the customer’s requirements are met.
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1.3 Function of Technology
Management technology consists of a wide range of hardware and software solutions

created to enhance managers' performance in their key functions. Since technology is
adapted to serve the functions of management, the functions of technology can be
described in the same terms: communication (or leading), planning, monitoring and
control. Understanding how technology can enhance each function is key to using
technology effectively to gain competitive advantages.
 Control:-Control is the necessary counterpart to planning and monitoring.

Managers must be involved personally in the operations they oversee to ensure
that plans are enacted successfully. After spotting areas of needed attention
through monitoring technology, managers can use a range of control-focused
technology to make changes, solve problems and increase productivity.
Managers can use purchasing software to initiate repeat purchases with a
single click of a mouse, for example, or to alter shipping routes in transit.
 Monitoring:-Managers are responsible for keeping plans on track once they

are enacted, whether it be for short-term projects, like marketing campaigns,
or ongoing projects, like production setups. Hardware and software
technology aid in quality control monitoring, productivity monitoring and the
basic supervision of employees. Quality-control software can alert managers
when the number of mistakes coming off a production line begins to grow, for
example, and electronic time-clocks can aid managers in keeping tabs on
hours worked by each employee.
 Planning:-The planning function of management involves collecting,

arranging and analyzing large sets of data on a range of metrics, and
technology is suited perfectly to assist in these tasks. Budgeting software can
help management teams to construct detailed, informed and reasonable
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budgets, for example, while materials requirements planning (MRP) software

provides feedback on the ideal quantities and dates for inventory purchases.
Managers can take advantage of logistics planning tools, demand forecasting,
workforce planning tools and a range of solutions for virtually every planning
need. Not only can technology simplify the planning process, but it can ensure
reliability by aggregating large volumes of data that would be impossible for
managers to remember and extremely challenging to record manually.
 Communication:-The first function of management is leading others, and

communications technology can enhance managers' leadership skills when
installed and used properly. Communications networks allow managers to
speak with employees quickly via email and interoffice chat, while
telecommunications technology allows managers to communicate quickly
with employees inside and outside of the office via phone. Video conferencing
software can allow managers to meet with employees “face-to-face” when
they are geographically distant, even on opposite sides of the world.
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Functon of Customer service
 Public Relations:-The customer service department is largely responsible for

establishing and cementing the relationship of the company with the public.
Customer service representatives are the first line of contact with the public
for many companies. Companies that have a strong reputation for customer
service exhibit helpfulness in assisting customers. Members of the customer
service department may even establish long-term relationships with customers
through continued interaction and repeat business.
 Customer Retention:-Customer retention is directly related to the public

relations function of the customer service department. Through continued
interaction with the public, the customer service department creates an image
of the company that leaves a lasting impression on the customer or client.
Customer retention is not always dependent upon the product produced or the
price that products are sold for. Instead, some customers are willing to pay
slightly more for a product in exchange for above average customer service.
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1.4 Features of Technology
There are a few major areas in which technology now is able to help provide key
advantages to businesses in engendering customer loyalty by improving customer
service:
 Websites. Providing areas on your website where customers can answer their
own questions or seek answers from others.
 E-mail. Using e-mail as a way to improve customer service and more quickly
respond to certain needs or help requests.
 Communications. Unifying communications so that you know that the
customer who left a voice mail also sent an e-mail with the same request a few
days ago.
 Software. Better managing customer relationships with more sophisticated
data-gathering tools, such as customer relationship management software.
The goal of your business in terms of its customer interactions is the generate
loyalty. There's no better way to do that than to offer quality products and
services and to be responsive to your customers. But as new technologies have
come to market to make it easier for businesses to provide customer service,
they may also be increasing the number of channels through which you
interact with customers and the complexity of those interactions. Accenture,
the technology consulting firm, suggests that businesses that want to use
technology to raise the quality of their customer service focus on the
following:
 Data management and analytics. Using data collected from customer to

analyze their preferences.
 Insight-driven marketing. Gaining insights into your business from customer
data so you can more effectively target marketing.
 Marketing automation. Streamlining and automating business processes to
improve efficiency and keep costs low.
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 Self-service optimization. Finding ways for customers to interact with your

business when they want.
 Workforce effectiveness. Encouraging your staff to embrace new ways
improving customer treatment by providing tools and training to deliver better
service.
Features of Customer service
Any successful company owner or employees can tell you that quality customer
service is a cornerstone to the success of the business. Without a service department
that is satisfying customers, loyalty may not form and customers may not return. Poor
customer service spreads by word-of-mouth and discourages new customers from
trying your product or service. Several characteristics should be present in a quality
customer service representative.
 Listening Skills:-A customer service representative must be able to listen to

the needs of the customer. They take notes and summarize the customer’s
words back to them to ensure understanding. Instead of planning their answer
or retort as the customer is speaking, they listen with the goal of
comprehension.
 Asking Skills:-Those in customer service know that asking the right questions
can yield the answers that are necessary to solve the problem or address the
issue. Quality questions help to uncover the actual needs, goals, objectives and
concerns of the customers so the representative can work to meet those needs
and alleviate the concerns.
 Responsible:-To work in customer service, responsibility is a must. This

responsibility is two-sided, as it covers the agents’ responsibility in
attendance, service, loyalty and attitude. It also covers the ability of the agent
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to take responsibility for mistakes and results--to know that their own actions
determine the results in customer situations.
 Responsive:-Each need, question or concern is addressed in quality customer

service. Bypassing a question because the answer is not known can leave a
customer feeling ignored. Many service-related inquiries are multi-faceted so
it is important to fully respond to one inquiry before moving to another.
 Knowledgeable:-Customer service agents should be completely

knowledgeable in the department/product/service for which they are
responsible. Along with this knowledge comes confidence, which leads to
customer satisfaction. If a situation arises where an agent does not know an
answer, he must be willing to admit not knowing, and find the answer or pass
the client to a representative that can answer the question.
 Complete:-A customer service representative should work through a situation

to its completion. Instead of being quick to hand off the problem or hesitant in
working through a customer’s needs, the agent should be thorough and work
through each situation step-by-step until it is resolved.
 Timely:-Customer service is at its best when it is prompt. Allowing a

customer to sit on hold or wait in the store for an available representative is
unacceptable. The timely response to a request, question, concern or problem
is the first step to a solution. This may not always be speedy, but it should be
efficient and thorough.
 Accurate:-Any information relayed from a customer service representative to

a customer must be 100 percent accurate. Whether it is instructions on
assembly or performance, or information on warranties, everything must be
factual. Along with accuracy in fact, the representative should be precise in the
actions performed on the customer’s behalf.
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1.5 Customer service process

A process is often defined as “structured sets of work activity that lead to specified
business outcomes for customers”(Davenport and Beers 1995, p. 57) or as activities
underlying value generating processes (transforming inputs to outputs),such as
inbound logistics, manufacturing, sales, distribution, and customer service (Melville
et al. 2004). For example, a customer service process in the insurance industry has
been defined as the set of activities that involve episodes of interaction between
customers (and agents acting on the behalf of customers) and employees of a firm
when customers make inquiries, request changes to a policy, or conduct
financialtransactions (LOMA 1993; Ray et al. 2005). In general, customer support and
service comprises the way that a product is delivered, bundled, explained, billed,
installed, repaired, renewed, and redesigned (El Sway and Bowles 1997). We define
customer service process as comprising the set of activities that are associated with
the creation and delivery of products and services to customers. Based on this
definition, localized customer service capabilities represent a CSU’s ability to build
specific routines for such activities within the customer service process.
1.6 Localized customer service capabilities

Contemporary digital business strategies often focus oncapability-building dynamics.
In general, capabilities define“ways of organizing and getting things done, which
cannot beaccomplished by using the price system to coordinate activity”(Teece and
Pisano 1994, p. 540). Because these may not be bought in open markets, capabilities
need to bedeveloped in-house. Capability-building often entails routinizationof key
tasks and activities within a firm’s processes(Eisenhardt and Martin 2000; Teece et al.
1997). Such capabilitiesare an important aspect of contemporary businessstrategy as
these may enhance the ability of an organization to sense and respond to a changing
business environment (Haeckel 1999; Roberts and Grover 2012). Digital technologies
are known to be a key enabler of organizational capabilities(e.g., Banker et al. 2006;
Mithas et al. 2011; Pavlouand El Sawy 2011; Tanriverdi 2005). However, because of
the localized nature of service creation and delivery, capability-building dynamics
within service operations are likely to be different from such dynamics in production-
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sideoperations (Froehle 2006; Vargo and Lusch 2004). Unlike goods, services may
not be inventoried and, hence, are often produced and consumed simultaneously
(Bardhan et al. 2010; Vargo and Akaka 2009; Vargo and Lusch 2004). Further, given
that customers are often cocreators of services, firms may have to develop capabilities
to locally sense and respondto customer needs. Hence, we propose that customer-
centric firms may enhance their service performance by building localized customer
service capabilities.
1.7 Types of Technology
 Chatbots:-Chatbots are the latest revolution in the business landscape. With

the help of AI-powered chatbots, businesses are better equipped to handle
customer service functions. These virtual assistants fulfil a customer’s demand
of getting instant service support from a business.Chatbots are easy to deploy
for a business and can provide instant support via voice, mobile app, instant
messaging, SMS, or website. As these bots promise quick response times,
customer queries are handled efficiently, improving customer satisfaction and
experience with a business.
 Big data analytics:-According to a survey by Salesforce, 57% of the total

consumers willingly share personal data with companies that promise to send
personalised offers and discounts. With massive data inputs received by a
business through various activities, it becomes increasingly important for them
to analyse this data and use it for delivering a better experience to end
consumers. This is where big data analytics come to a business’ rescue. With
the help of big data analytics, growing businesses can conveniently gather
useful insights into consumer preferences and behaviours that help them
provide personalised services. The nature of personalisation helps a business
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build a loyal customer base and improve revenues over the long term. Big data
analytics is transforming the way businesses interact with customers. The
technology helps a brand/business understand customers’ problems,
aspirations, and expectations, which help in quicker resolution and providing
tailor-made solutions according to personal expectations.
 Artificial intelligence:-Artificial intelligence has taken the business landscape

by storm, owing to the enormous potential benefits it projects for business
growth. With the help of artificial intelligence-powered tools, businesses can
pump up the business process automation and can strike up conversations that
are relevant to the individual customers.AI is empowering customer support
conversations and improving decision-making abilities within organisations
through automation. AI helps humans to provide proactive and actionable
responses to customers quickly, improving customer satisfaction, eventually.
Pypestream – a progressive tech company made use of artificial intelligence to
improve the customer experience using a B2C messaging app. This app,
developed by the startup, enabled businesses to chat with customers securely
using mobile devices. Being a quick, secure, and reliable portal for businesses,
as well as customers, the app helped consumers to switch on the ‘Pypes’ for
the businesses they want to interact with. At the same time, the ‘Pypes’ helped
businesses message the end consumer using subject-specific channels, called
‘streams.’As these interactions are completely private and are of interest to
both the businesses and consumers, the app helps businesses avoid wasting
time due to handling multiple customer support channels, and provide quick
service resolution to end consumers.
 Internet of Things (IoT):-Numerous scientific studies and industry surveys
already predict that businesses will be the greatest beneficiaries and adopters
of IoT solutions in modern times. As IoT solutions help businesses lower
operational costs, and increase productivity and expansion, businesses are
actively adopting such solutions to engage customers with delightful
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experiences.AsIoT solutions enable a business to deploy effective promotional

campaigns across different platform through a relationship between digital and
real world activities, these have a great potential to attract consumers towards
a business service or product. The biggest example of success of IoT for a
business enterprise is the adoption of FitBit in common lives. FitBit, a fitness-
monitoring device, ideally depicts how real-world hardware promises valuable
social capital for a user.As the device monitors fitness activities in real time
and helps users directly upload the same to social platforms to receive
appreciation, it motivates other prospective users to buy the device and engage
with the brand, thus, improving business prospects. Simply, the adoption of
IoT by FitBit has helped the brand start a fitness revolution online and engage
customers in a better way than any other method.These modern technologies
are transforming nearly every domain in the customer experience for business.
Many businesses have already benefitted from using these technologies, and it
is on the business to improve efficiency, productivity, and growth prospects by
continuously evolving, using such modern technologies.
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Types of Customer service
Quality customer service is an essential component in the day-to-day operation of any

company that wants to remain in business. Nowadays, dissatisfied customers have the
power of social media at their fingertips to vent their frustrations about a poor service
experience. What restaurant owner hasn’t cringed after seeing a negative review on
Yelp? On the other hand, a satisfied customer will return again and again and happily
refer your company to friends and strangers alike.
Employees on the front line who deal with customers face to face play a critical role
in guaranteeing a positive customer experience. Servers in restaurants, firefighters and
paramedics, and grocery store employees are a few of the many workers who can
provide you with valuable feedback on what your customers want and need.
1. Self-Service Knowledge Base:-Some customers are comfortable getting

their questions answered by searching through a self-service knowledge base.
These customers don’t need a lot of hand-holding. They want to be able to easily
access the information they need for a quick answer to their questions. Moreover,
there’s little to no wait time when the knowledge base is well organized and
includes rich descriptions, images, videos, and instructions. A big plus for your
company is that this channel doesn’t require a huge monetary investment like
some of the other channels described below.While customers can quickly access
general information, a knowledge base may not have information that addresses
their unique situations. You also need to keep the information up to date as
company policies and procedures change. Despite these disadvantages, a well-
conceived knowledge base gives your customer support staff the time they need to
address customer concerns the knowledge base isn’t equipped to handle.
2. Social Media Support:-Just about every company on the planet has a social
media presence, whether it’s Facebook, Twitter, and/or Instagram, to name a few.
As a result, customers have begun using a company’s social media accounts to get
product- and service-related information, pose questions, and – yes – to complain.
As a result, these accounts require a dedicated social media managerto make sure
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your customers’ concerns are promptly addressed.The biggest downside to social

media as a support channel is that customers often complain about poor
experiences they’ve had with a product or service. However, you can turn these
situations into a “win” for both you and your customers by publicly addressing
their complaints with honesty and diplomacy. Other customers will see that you
care about them and are willing to take whatever steps are necessary to get their
issues resolved.
3. Live Chat Support:-Live chat offers is an excellent option for customers who
want to speak with a human being to get their issues resolved, but who don’t
necessarily want to use the phone or email. Depending on your chat hours of
operation, a customer can get immediate support, often while in the middle of
purchasing your product or service. Recent research revealed that 73 percent of
the customers who used live chat were “satisfied” or “very satisfied” with the
experience. It can, therefore, be an effective means of increasing sales.In order for
this system to work well, your live chat agents must have excellent written
communication skills and be able to successfully handle multiple inquiries during
high-volume periods. And when chat isn’t available, you’ll need to provide
customers with alternative channels to get their questions answered.
4. Email Support:-Email is a fast and easy-to-use way for customers to get their
questions answered. It is cost-effective in that it only requires an email address
where customers can contact you and support staff to answer their questions.
Email also lets your support team include links to your website and attach files
that provide the specific information your customers are searching for. Of course,
customers don’t want to wait forever for a response, so you’ll need to get back to
them within 24 hours of their initial contact. And by all means, don’t be one of the
62 percent of companies that don’t even bother to respond to emails they receive
from their customers.
5. Phone Support:-Phone support is probably the oldest form of customer
service available today. Whether you have a fully staffed call center or just a few
individuals responding to customer calls, they need to know your products and
services inside out and have excellent oral communication skills. Your phone
21
support team also needs to be courteous, patient and attentive to customer

needs.You’ll also need a dedicated Interactive Voice Response (IVR) system for
phone support to work well. While IVR systems are able to route calls to the
department where customers will get the best answers, an over-reliance on
automated voice response may turn off customers .
22
CHAPTER 2
Literature Review
The present study is undertaken with different objective related to various aspects of
different technology use for customer satisfaction. There is great significance of
technology to develop Indian economy. Internet is a favourite tool for market
research. Internet is used as an alternative medium for traditional method which is a
behaviour of the consumer . Internet is an affordable tool for marketing research
which gives more offer and many oppourtunities. Professionals are skeptical about the
usage and benefit of digital marketing as it is a compact tool to promote the product.
Social media can identify the advantages to be gained by digital business. Large
section of the popultion uses internet for doing retail marketing though epayment
which is more beneficial for both marketer and consumer. Retailer can increases
awareness of their brand by being creative when engaging customers on social media
sites. Global smartphones sales are estimated to grow from 1.5 billion in 2015 to 1.7
billion by 2017.
Social networking sites have become an avenue where retailers can extend their
marketings campaigns to a wider range of coarsenes.
Use of internet as a competitive world that effects the consumer behaviour. There is a
strong link between consumer behavior and digital shopping which affects the
consumer behaviour. Digital and social media marketing include consumer digital
culture, response to digital advertising,effect of digital environment on consumer
behavior , mobile environment and on line word of mouth.
23
2.2 REVIEW OF LITERATUTE OF STUDY OF LEVERAGING

TECHNOLOGY FOR HUMAN SATISFACTION
1. DR.SHAUKAT ALI
A IIBM’s Journal of Management Research of(vol-1&2) December 2018, edited of
published EKTAARA, new delhi. It is been written by dr.shaukatali and
hadhibandhupradhan. It is a outstanding material and documentation to understand he
consumer behaviour. This book is a real guide to the organizations who provide
services to consumers. It has given detail information about the leveraging technology
and how to deal with consmers. To better sense and better respond to customers
needs, customers-digital initiatives of firms are often focused on their local
operations. For example, Barclays bank a major financial player with 118,000
employees and operations in over 60 countries, is focusing on various internet
technologies, such as Web 2.0, blogs, wikis, podcasts, folksonomies, and RSS feeds,
to enhance customer service performance across its local branches. Similarly, best
buy focuses on the use of digital technologies, such as those used for data
synchronization, to enhance customer services acrossits stores, and implemented an
internal product management system for improvement in the quality of information
provided to in customer . However despite widespread digitization leveraging digital
technologies in customer side operations continues to be a challenge for many service
organizations. To cope with such challenges many third parties such as cisco internet
business solution group have started to offer consulting services to help firms leverage
their customer side digital technologies for enhanced performance.
1
1
Dr. shaukatali and hadibandhupradhan (2018), IIBM journal of management research
, MC Graw Hill, International Editions.
24
2. MR. PANKAJ SETIA

Mr. Pankaj setia and vishwanathvenkatesh has written book of Mis Quarterly in 2013
with the growing recognizition of the customer’s role in service creation delivery
there is an increased impetus on building customer centric organizations. Digital
technologies play a key role in such organizations. Prior research studying digital
business strategy has largely focused on building production side competencies and
there has been little focus on customer side digital business strategies to leverage
these technologies. We propose a theory touderstand the effectiveness of a customer
side digital business strategy focused on localized dynamics here , a firms customer
service units. Specifically we use a capablities perspective to propose digital as an
ancedent to two customer response capablity across a firms CSUs. These two
capablities will help a firm to locally sense and respond to customer needs
respectively.
3. MS.SALIGRAMA AGHIHOTRI
Ms. Saligramaaghihotri has written in his article ‘INTERNATIONAL JOURNAL OF

SERVICE INDUSTRY MANAGEMENT’ in year 2013 that the capablities of the
leader will help a firm to locally sense and respond to customer needs respectively.
while technology adoption is a major stream of research in information system few
2
Pankaj setia and vishwanathvenkatesh (2013),MIS QUARTERLY Southern
Economist Monthly, Vo1.37, No.7, August 1998, p.1
3
Dr. shaukatali and hadibandhupradhan (2018), IIBM journal of management
research Monthly Vol. 39, No.10, October 1998, p.774.
25
studies has examined the antecedents and consequences of mandatory adoption of

technologies. . With the growing recognition of the customer’s role in service creation
and delivery, there is an increased impetus on building customer centric organization.
New technology plays a key role in such organization.
4. Maitin, T.P. 6 (2003)
In his article "Dynamic Human Resources" stated that, out of wide variety
ofresources which participated in the process of organizational growth,
humanresources are the most dynamic element of efficiency and productivity. In
thecontext of modern information age, manpower owns the responsibility
ofinformation mobilization and their profitable utilization, which
increasesperformance of organization. The role of human behavior as great
intellectualassets in management is too valuable to accelerate the rate of
economicprogress.
5. Subhramanian. V
Expressing his views regarding on the behaviour of customer about the services
provided by the organization. What can be done in future regarding of the consumer
behavior.In his book he has shown how effectively we can use technology for the
customer satisfactions.
4
Maitin, T.P., "Dynamic Human Resource," The Indian Journal of
Commerce, Vol. 56, No. 283, April-September, 2003, p.85
5
Subramanian, V. "customer satisfaction on mobile phone application , IC-
25, Insurance Institute of India," Universal InsuranceBuilding, Sir Pheroz shah,
Mehta Road, Mumbai, 2005, p. 178.
26
6. Patil. Kalinath
In his study opined that, the service sector plays a vital role in the developmentof the
country. Customer service has grown into a living saga. This transformation has
notcome about overnight. A breakthrough has been achieved on the strongfoundation
laid by the people of this great institution, which providedconfidence and inner
strength to explore new frontiers through the program ofmassive decentralization,
development, expansion and diversification undertaken in recent years. The
organization is today on the threshold of newvistas, striving and straining for reaching
new heights and surging ahead in quest of excellence.
7. SINGH S.K.
In his research entitled ―customer satisfactions: Interventions and challenges‖
examined that survival of the organizations in dynamic and complex environment
require 60 employee involvement, productivity and this can be achieved with the help
of quality targets, quality circles, training and development & suitable method of
performance appraisal etc. Above these organizations interventions/practices should
be implemented in a suitable way and customer should be conductive so that
cooperation of employees can be achieved and conflicts can be sorted out which in
turn increase the effectiveness of the organization.
6
Patil, Kallinath S., "Finance India," Journal of India Institute of Finance,
Vol. XVII, No. 3, Sept. 2007, p. 1037..
7
Singh, S.K(2008) "HRD Climate: Interventions and challenges", Human
resource development: HRD-IR interface approach. Atlantic Publishers &
distributors, New Delhi 2008
27
8. Tripathy 11 (2008)
Observed that an organization can have competitive advantage by utilizing itshuman

resources. This can be achieved through sound HRD Practices. According to him
HRD include three C‘s- Competencies, commitment and culture. An optimum level of
progressive climate is essential for facilitating HRD in an organization. It was resulted
that good HRD Practices can influence financial and other performance indicators in
the organization.
9. O’sullivan,Mccalling,20109
There is a significant effect of customer satisfaction on the performance business and
through customer satisfaction returns of shareholders can be increased value of any
business can be maximized.
10. 4Campbell&Finch,2004.10
Customer satisfaction with offices is resolved by specialized execution, as well as by
a many-sided set of trade procedures, for example, compelling correspondence and
administration of desires. Customer satisfaction have antecedent, mediated and
moderated effect on personal connections and enjoyable interactions.
8
Tripathy 11 (2008) Society for Capital Market Research and Development, Delhi.
9
O’sullivan,Mccalling,20109, ―
Human Resource Development (HRD) in Insurance
sectorA study with special reference to consumer behavior, EXCEL International
Journal of Multidisciplinary Management Studies Vol.1 Issue 3, December 2011,
ISSN 2249 8834 Online available at http://zenithresearch.org.in/
10
4Campbell&Finch,2004, ―Human Resource Management Practices and
Organizational Performance: An Indian Perspective‖ Global Journal of Finance and
Management, ISSN 0975-6477 Volume 6,Number 8 (2014), pp. 789-796© Research
India Publications. http://www.ripublication.com
28
11. Madern,Maull,Smart&Baker(2005)12
.There are number of imperial studies on specific relationship of employees
satisfaction.Often the quality of the relationship is called satisfaction mirror which
gives an idea that success of business is from satisfaction of employee which is
reflected in term of the customer satisfaction.Service quality is derived from
employee satisfaction for example if employees are satisfied it has direct effect on
both customer satisfaction and service quality.
12. bowen&chen,(2001)12
There is always a positive relationship between customer satisfaction and profit
maximization of an organization. No one is important than customers and their
satisfaction is the ultimate objective through improvement in services in terms of
competitiveness and it saves future revenue plus it becomes the cause of cost
reduction in future.
5
11
Madern,Maull,Smart&Baker(2005) in changing in technology Monthly, October
1995, p.22
12
bowen&chen,(2001) "Is your company creating Wealth for you", TheHindu,
Business Line, Daily, Vol. 117, February 13,1994, p.12
29
13. Maxham,(2001)13
Satisfaction is an outcome of purchase in which consumer compare cost and rewards
with the anticipated consiquences. .Customer satisfaction is the perceived feeling of a
customer for which he or she has set standards if his expectations match with the
standard he is satisfied.
14. Khayyat & Heshmati,(2012)14
Customer satisfaction is the reaction of customer toward state of the fulfillment and
judgment of customer about that fulfilled state. Customer satisfaction is the
expectation before consuming a product regarding quality or it is a pre-consumption
judgment or expectation.
15. Hanif, Hafez & Riaz, (2010)15
Customer satisfaction is an evaluation of difference between prior expectations about
product and its actual performance. Customer satisfaction is how customers react
towards the state of satisfaction, and how customers judge the satisfaction level.
13
Maxham,2001 in buisness research and methods New York, Toronto, Singapore,
2001
14
Khayyat & Heshmati,2012 in changing role of manager
15
Hanif, Hafez & Riaz, 2010 in customer satisfaction using mobile phone application
Weekly, Vol. 8, No.36, September 14-20, 2010.
30
CHAPTER 3
RESEARCH METHODOLOGY
Research methodology is the systematic and theoretical analysis of the method

applied to a field of study. It involved qualitative and quantities technique. This part
aims to understand the research methodology establishing a frame of evaluation and
revaluation of primary and secondary research.
3.1 Data collection
PRIMARY DATA:
MEANING:
Primary data constitute first-handed information which is collected for the first time in
order to solve research problem. It is the data collected from primary sources which
are original sources. The researcher himself collects primary data or collects it
through trained assistants. Such data are not collected earlier by anybody for any other
purpose. It is fresh data collected for the first time directly from the respondents.
Survey Method:
In addition to personal interview, primary data for marketing research is collected

through survey method. The following methods are used extensively under survey
method of primary data collection:
 Telephonic Survey Method:
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Telephonic survey/ Telephonic interview is one useful method of field investigation

and data collection. It is popular alternative to personal interview. Here, telephone is
used as a medium of communication as there is only vocal interface between the
interviewer and respondent.
 Mail Survey Method:
Mail survey also called mail interview is one method of data collection through field
investigation. Here, questionnaire is prepared for the collection of specific
information required for research purpose. The questionnaire is sent by post (mail) to
potential respondents with a request to complete the same and return by post to the
mailing company/ research agency. Mail/ post office is used as a medium for the
conduct of survey and hence it is rightly called mail survey.
 E-mail Survey Method:
Under e-mail (Electronic mail) survey, the researcher sends a questionnaire to a

respondent via e-mail. Sample respondents are selected via e-mail. This kind of
survey was started in late 1980s. E-mail survey is quick and economical. It is easily
acceptable to computer friendly younger generation.
 Internet Survey Method:
Internet survey is quick and also economical. It has high speed and wide coverage.
Internet research can be as representative and effective as other traditional, especially
because the internet population continues to grow.
 Social Media Survey Method:
Social media is the collection of online communication channels dedicated to

community-based input, interaction, content-sharing and collaboration. Social media
depends on mobile based and web-based technology.
 Media Listening Survey Method:
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Media listening is a process of using social media channels to track, gather and store
the information and data individuals, groups, or organizations. The process has
become simple with readily available outlets such as news sites, blogs, social
networking sites, message boards, video/ photo sharing sites, wikis, and forums and
so on.
3.2.1Significance of the study of leveraging Technology
Finding these tools and using them wisely will allow you to leverage technology for
business growth. To help make the process easier, we're sharing some ways
that leveraging technology for business growth can help to increase efficiency, better
your service, and streamline your marketing and sales processes. It can be easy to feel
overwhelmed by the incredible amount of technology that is availablefor your
business. There is an app or software for almost anything you can imagine. While you
don’t want to pay for tools that your business won’t use or benefit from, it is worth
your time to sort through the options to find tools that will your teams. Finding these
tools and using them wisely will allow you to leverage technology for business
growth.
To help make the process easier, we’re sharing some ways that leveraging technology
for business growth can help to increase efficiency, better your service, and streamline
your marketing and sales processes.When you provide an excellent customer
experience, you are more likely to retain current customers and increase the odds
that they will tell their friends about you. This is one of the greatest ways to leverage
technology to grow your business, because it provides value for both you and your
customer.
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A common trend we find with our customers is their need to cut costs to remain
competitive. Technology can and is a catalyst for cutting costs, but it is time to stop
looking at technology as merely an operational expense and see it as a competitive
advantage.With the advances in technology and the evolution of IT, many large
corporations are fundamentally shifting their view of IT as a way to gain market
share, launch competitive products and enhance their services. For small businesses,
these advancements are great news as they can often realize the same benefits of IT as
their large business counterparts.
3.2.2Significance of the study of Customer service
Customer service is important because it can help you to: Increase customer loyalty.
Increase the amount of money each customer spends with your business. Increase
how often a customer buys from you.Customer service is often at the heart of a
business which aims to provide an exceptional service that leaves the customer feeling
valued and respected. Although providing an excellent service can involve extra
resource, time and money, when you get it right it will enable you to stand out from
your competition, maintain a positive reputation among future customers and
encourage existing customers to purchase from your business again. Remember, it is
six times more expensive to acquire a new customer than to retain an existing
customer!
Customer service is important because it can help you to:
 Increase customer loyalty.

 Increase the amount of money each customer spends with your business.
 Increase how often a customer buys from you.
 Generate positive word-of-mouth about your business.
All of the above approaches will contribute towards the customer feeling valued
which over time can maximize their customer lifetime value with your business.
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Businesses know that providing positive experiences for buyers can dramatically
impact their growth. But often customer service takes a back seat to the daily
demands of running business. This approach helps businesses engage customers
and build strong relationships.
3.3.1 Objectives of Technology
The world of technology is continually changing in the last decade there have been
significant advances in technology that have made CEM strategies more mobile,social
and personal. The fast changing environment required increase flexibility from
organizations as they pursue their customer service goals. For this reason, companies
need to take the correct approach to building their CRM solutions.
Companies can greatly benefit from taking a long-term view of customer service. This
ensures that each interaction is viewed through the lens of a customer's lifetime value
with the goal of maximizing repeat business. Additionally, it could help companies
plan appropriately for the necessary infrastructure needed to carry out these goals.
CIO magazine reports that businesses often don't make their CRM solutions scalable
to fit their long-term objectives. This can make it expensive and time consuming to
upgrade IT infrastructure as the company grows or market conditions change.
Advances in technology are allowing firms to interact with customers through a

variety of new channels. Consumers are increasingly expecting these interactions to
be a smooth, trouble-free process and will avoid any business that is unable to provide
these basic services. Taking a long-term view when developing CEM strategies could
force organizations to consider the end-user's experience.
How the technology is adapted to new channels, such as mobile, will affect clients'
overall satisfaction for years into the future. Having the foresight to anticipate client
service needs may help businesses increase retention rates. However, this requires
firms to have a solid understanding of their target audience and take a holistic
approach aimed at improving customer loyalty over time.
35
3.3.2Objectives of customer service
The objective of customer service is typically to interact with the customers in order
to answer questions, resolve support issues, establish credibility, and nurture
relationships. Most, if not all, companies understand the need for providing customer
service. But if pressed, those whose job and skills don’t directly relate to support
might not know their company’s customer service objectives.
while they might respond with a vague answer about the responsibilities of a customer
service representative or the need to create a great customer experience, many might
not actually understand what goals customer service attempts to achieve, and how
those goals contribute to the larger company mission. To help provide some insight,
we asked some experts in the field to provide examples of important customer service
objectives.
Loyalty is something we strive to achieve with each and every customer we meet. To
us, that involves demonstrating empathy, transparency, and above all, consistency.
We know first impressions matter a great deal.We also know that as a newer, younger
brand, customers may be wary of our credibility. It usually takes a few consistently
excellent experiences for a customer to feel connected and loyal to the brand. That
awesome experience starts from the very first touchpoint, whether it be web, email,
brick and mortar, or Instagram, and carries all the way through to when they’re
actually wearing our product. That’s why every time we set out to do something, we
ask ourselves, “Will our customer enjoy this?
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3.4 Hypothesis
The word hypothesis is delivered from the greek hypo and tithenas and suggests that
when the hypothesis os one another. It providesa proposed explaination which may be
confirmed orrefuted by testing .Hypothesis literally mean a supposition or guess put
forward to account for certain facts and used as a basis for further investigation by
which it may be proved or disproved .In reasearch methods ,a hypothesisis a
protection whih the researcher wants to verify. Hypothesis is certainly useful but it is
not always necessary.
At times,the researcher is interested in collecting and analysing data indicating the

main characteristics without a hypothesis excepting the one which he may suggest
during the course of his study. In case of problem-oriented research it is neecessary to
formulatea hypothesis .In this type of research , hypothesis are concerned with the
cause of a certain phenomenon or a relationship between two or more variables . Most
of business and social isssues represent problem .When a reseacher observes known
facts and takes up a problem for analysis,he has to start somewhere and this point of
start is the hypothesis .
As soon as the problem is identified ,one has to proceed to formulate tentative

solutions. These proposed solutions from the hypothesis. The researcher proceeds to
test known facts or those that can be made known. The collection of facts only for the
sake of collecting them will give no results. As a matter of fact, they need to be
collected in such a way that they favour or oppose some proposition. Such a
proposition is hypothesis.
A hypothesis is suggested answer to the problem. It can be changed during the

investigation if the facts discovered in the course of inquiry demand it. Hypothesis as
an explanation needs to be established before it can be accepted. If the hypothesis
does not provide approximate solution some alternative hypothesis must be
formulated .Here , hypothesis stands somewhere at the midpoint of research. The
researcher can look back to the problem and he can also look at the problem and he
can also look forwad to gathering data .research can either begin well formulated
37
hypothesis or hypothesis can emerge as the end product. Although hypothesis is

desirable but it is not cumpulsory .in social services useful facts may be discovred,
organised and presented even without hypothesis . Most of the researchers agree that
it is desirable to have hypothesis.
Hypothesis is highly useful altogether it may not be always necessary .A hypothesis is

a proposition that a researcher desires to verify . As far as possible , the researcher
must formulate a hypothesis in a problem-oriented research . Most of business and
social issues represent problem.Hypothesis either deals with the causes of certain
phenomenon or a relationship between two or more variables that are under study.
3.5 RESEARCH DESIGN
3.5.1 MEANING
After deciding the basic aspects of research project i.e. formulating research problem,
objective of research, data requirement, sample design, etc. and before the
commencement of work of research project, the researcher has to prepare research
design.
3.6.1 SCOPE OF STUDY OF LEVERAGING TECHNOLOGY
In this era of rapid digital transformation, new technologies have opened up

oppourtunities and created challenges, fundamentally transforming customer
experiences, operating models and the work environment.
While the scope, scale, and complexity of business technology has evolved at an
exponential rate, sophisticated technology has also become more accessible to a wider
audience. Such accessibility enables a thriving digital culture which can be a source of
competitive advantages across all business functions – recruiting, training, sales,
38
sourcing, manufacturing, logistics, marketing and more. While in the past, technology
providers (like us at Fingent) predominantly worked with IT departments, today we
often work with functions like finance, sourcing, HR, project management and
logistics, with minimal or no involvement of the customer’s IT team.
More importantly, access to robust technology is also no longer exclusive to large

enterprises. Commoditization, outsourcing, and good connectivity have driven down
costs, making technology accessible to businesses of all sizes, across the globe.
By providing an attractive basis for innovation, improving cost efficiency and

differentiation, the synergy between technology and business processes is no longer
optional, but a must-have.
While the specific technologies that can be leveraged for business growth, will vary
widely across organizations, there are a few common themes that business leaders can
consider.
Cloud technologies help discard or avoid the need for physical IT infrastructure, and
on-premise support structures for computing capabilities, by virtualizing these across
server farms or data centers. Using cloud-based services providers, businesses can
leverage IT assets as programmable resources, which are global and scalable on
demand. This allows a business to access or lease computing resources and storage
power far greater than what it may have been able to access on local infrastructure,
while still being able to scale up or down in a cost-efficient manner.
Consider V Locker, an Australian firm providing automated locker solutions for

freight deliveries. V Locker manages lockers for B2B customers across the globe from
Australia, using IaaS (Infrastructure as a Service) and PaaS (Platform as a Service).
39
On the cloud, multi-tenancy enables effective resource utilization, reducing costs to

make the cloud a cost-efficient option for most organizations. For e.g. SaaS (Software
as a Service) Property Management service Simple Rent uses multi-tenancy to provide
a low-cost, high quality offering to the commercial and residential rental
business.While the Enterprise IT spend on the cloud is relatively small, it is the fastest
growing segment, slowly replacing on-premise systems. At one end of the spectrum,
Oracle and Microsoft are slowly shifting legacy products to the cloud, pushing many
large enterprises to follow suite. At the other end, solutions like Infince have taken
enterprise cloud a step ahead by blending SaaS and IaaS for small/medium sized
businesses, providing a cost-efficient, secure cloud-based alternative to expensive
alternatives. The cloud makes robust enterprise technology accessible globally to
businesses of all sizes without the need to invest in expensive infrastructure or large
teams.
Data – Big, Small and everything in betweenWith the relentless digitization of

business and society, we have access to extraordinarily large amounts of data.
Transactional data (from digitized business processes via ERP, CRM, HRMS, POS,
and similar systems), Social data (Facebook, LinkedIn, YouTube, Twitter and the like)
and Operational data (from connected devices and IoT systems) can be leveraged to
provide better customer experiences and improve operational efficiency. The key is not
just to gather data, but to leverage it with analysis and insight. From an organizational
perspective, this can require experts from multiple disciplines to work together to peel
back multiple layers of data and insight.
Success depends not on the indiscriminate application of technology to data, but on a

coherent approach, of identifying critical data that matter, and using the right
technology to generate relevant and actionable insights, delivered to key stakeholders
in the value chain, in real time.
In the realm of marketing, successful big data analytics manifest as tracking everything
a customer or prospect does and generating real-time alerts to the marketer or a front
line executive dealing with the customer. For instance, if the customer walks into a
store, the automated analytic solution alerts the sales executive immediately, and
40
everything related to the customer, including their preferences, purchase history, and
more, surfaces to the executive’s tablet. Likewise, if a prospects click on an ad or
downloads an app, the marketer gets an alert immediately, enabling them to engage the
customer proactively, to close the deal or move the prospect up the lifecycle.
Digitization is the conversion of analog physical objects into digital goods. Paper to
PDF or Doc, or physical cash digitized to mobile payments, physical signatures to
electronic signatures – these are all digital manifestations of non-digital objects. Digital
goods have low marginal costs, are non rival, and can easily be bundled with other
digital or non-digital products. Consider online user manuals, learning management
systems. Usually the first step in an organization’s technology journey, Digitization
sets the foundation to enable Digitalization and Digital Transformation.
Digitalization is about leveraging technology to create, enable or transform a business

process- usually leading to one or more of- the discovery or new opportunities,
reduced risks or efficiency gains. For example, field service management solutions
like ReachOutSuite help deploy digital forms to field technicians across various
locations. It reduces the risks of revenue loss due to errors, inefficient scheduling and
underprepared staff. This service also increases efficiency by maximizing staff
utilization and getting more jobs done pre-staff. It further enables the identification of
new opportunities by enabling techs and backend admins to understand customer
experience better. Digitalization of business processes is par for the course these days
with a plethora of packaged and custom built software available for enterprise
planning, managing business finances, training, projects, customer management,
and human resources.
3.6.2 scope of study of customer service
Customer service includes all aspects of a customer's experience in dealing with an

organisation. In terms of business strategy it represents an overall description of the
41
desired relationship between the producer and the customer. The word 'service' in this
sense is based on the premise that every commercial transaction is a service.
When a customer visits a local retailer to buy furniture they are able to benefit in
some cases from the additional service of having the furniture installed for them. At
the same time hopefully they will get a good 'service' from the retailer, who will be
happy to help them with advice about the properties of different types of furniture,
repayment terms and delivery.
If an oil company assumed that the function of its retail network was simply to sell
petrol and lubricants it would quickly lose business to competitors. Its real function is
to supply a 'customer service' in its case the service of enjoyable, trouble-free
motoring.
Customer service is one of the most important ingredients of the marketing mix for
products and services. High quality customer service adds value and helps to create
customer loyalty. Customers today are not only interested in the product they are
being offered but all the additional elements of service that they receive: from the
greeting they receive when they enter a retail outlet, to the refund and help that they
receive when they have a complaint about a faulty product that they have paid for.
3.7 limitations of the study of technology for customer statisfaction
 No mechanism is present to measure the relationships with different customers

quantitatively, only measurement of customer satisfaction and engagement is
done.
 No mechanism to differentiate between a satisfied customer and a loyal
customer. The current model is only indicative of the loyalty parameters as
part of CSAT feedback, but does not reflect the period of relationship, loyalty
etc. The feedback on satisfaction is temporary and specific to the project
whereas the Relationship cuts across the unit and organisation and expected to
improve over the period of relationship.
42
 The rational and behavioral aspects of a relationship are not taken into
account.
 The Models don’t take into consideration the cultural ethos and demography
of the customer. For example, some of the private sector customers in India
are traditionally very conservative in their rating as compared to their
colleagues in PSUs. The current methods of capturing customer escalations
prove to be ineffective due to lack of tracking mechanism and different
customer touch points and through different medium.
 Although the CSAT is aimed at CXO-level respondents along with Middle
Management and the CSAT questionnaire is accordingly placed. The level of
respondent is not used as a parameter to rationalise the CSAT score and ELF
Scores. Sometimes, the project level ELF doesn’t really reflect the mood of
the customer at large.
 No provision to track the risk status of the project and link it directly with the
relationships. There is a need to improve the correlation between the Risk
level of the project with the customer complaints and escalations. Pro-active
tracking of risks and keeping that as a parameter.
Also sometimes the system tools lack placeholders to capture certain important
data. Since there is no approved methodology/process to measure customer
relationships quantitatively, it becomes increasingly difficult to contain
escalations, to assess pro-actively the areas of improvement at customer end.
Focusing on quantifying the customer loyalty would help the sales and marketing
teams to work on dissatisfied/satisfied customers and arrive at an action plan to
move them to the category of Loyal Customers.
43
CHAPTER 4
DATA ANALYSIS
 Various survey method has been applied to select sample for the purpose of the
study. The researcher collected data from 19respodents from Mumbai on random
basis. Beforethe collection of data the researcher prepared structured questions for
collecting data from the respondents. At the time of digital marketing the multiple
leverage transactions and goods may not be as per requirement of the customers.
Some sites ask for the money and thereafter and provide delivery of the product.
In this case the peoplemay not be the same. So the potential customer may be in
leverage.
The main purpose of the study is to find out various issues regarding customer
behaviourof bank in the digital world. The researcher also deals with the organized
bank . It is the responsibility of the researcher to find out the suitable market so it
could be benefitted to the general or common people or consumers in the digital
world. The researcher must survey thay area, environment, behaviour, attitude, of the
customer and the situation that he has to face for better service. There , its need to go
in a border way as it is the technical electronic world.
44
4.1 INTERPRETATION OF DATA
1. Which category of the bank do you consider as most technologically advanced?
Private sector 6
Public sector 13
Table 4.1
TECHNOLOGICALLY ADVANCED
32%
public sector
private sector
68%
Chart 4.1(Technologically advanced)
Findings:-
 As you can see by the data most of the person still belive that public sector banks
are more technically advanced to private sector banks.
45
2. Which attributes of the bank do you values the most ?
Quality of service 7
Technology used 3
Trust 5
Location 4
Table 4.2
Chart Title
40
35
30
25
20
15
10
0
quality of service technology used trust locatio
Column1 Column2 Column3
Graphs 4.2(Attributes)
Findings:
 In this we have asked which aspects of banks people like the most and according
to our survey mostly people wants good quality service from bank.
 And you can see in the graph second priority of people is trust from bank that their
deposit money don’t get loose.
46
3. How familiar are you with computer usage level of your bank ?
No knowledge of computer -
Beginner 2
Advanced computer knowledge 6
Expert 4
Average knowledge 7
Table 3.3
Famliar use of comuter
0%
No kwonledge of computer
28%
39% Beginer
Advanced computer knowledge
Expert
11%
Average knowledge
22%
Charts 4.3(computer usage level)

Findings:
 Now a days mostly people have average knowledge about computer level
usage of bank according to our survey.
 According to our survey as a developing nation avarage knowledge about
computer is a good sign.
47
4. Which factors promotes you to use the new techniques in banking ?
Reduces time of transactions 6
Cost effectiveness 6
Ease of use 5
Technology savvy 2
Table 4.4
Promotion of technique
35
30
25
20
15
10
0
reduce time of cost effectiveness Ease of use technology savvy
transactions
promote new technique in banking Column2 Series 3
Graphs 4.4(new banking techniques)
Findings:
 In our survey we come to know that reduction in time and cost effectiveness
are both the reason to promote new techniques in banking services.
48
5. Customer level of usage of technology ?
Uses E-mail 3
ATM 3
Credit card service 4
Online banking service 5
E-payment 4
Table 5.5
customer usage
21% 16%
uses E-mail
ATM
16% credit card service
online banking service
26%
E-payment
21%
Charts 4.5(usage of technology)

Findings:
 Online banking system is a one of the most used services by people according
to our survey.
 People also use credit card service and E-payment in effective manner.
49
6. How frequently do you use banking services per month ?
Nil 3
1 to 3 times 3
3 to 8 times 6
8 to 12 times 2
Over 12 times 5
Table 4.6
35
30
25
20
15
10
0
nil 1 to 3 times 3 to 8 times 8 to 12tmes over 12 times
frequently level of use Column1 Column2
Graphs 4.6(frequently level of use)
Findings:
 In our survey wecome to know that mostly people use 3 to 8 times banking
services. It is a good result as people more and more going online.
50
7. How much statisfied are you with your bank customer service ?
Satisfied 3
Very satisfied 3
Neutral 9
Disstatisfied -
Very dissatisfied 3
Table 4.7
Satisfaction level
50
45
40
35
30
25
20
15
10
5
0
very satisfied satisfied neutral dissatisfied very dissatisfied
satisfaction level Series 2 Series 3
Graphs 4.7(customer satisfaction level)

Findings:
 Mostly people are ok with their banking services i.e provided to them by
bank. Good numbers of people arestatisfied with their banking services.
51
8. Have you ever got in touch with our customer service support ?
yes 8
no 10
Table 4.8
Customer support
yes
47%
53% no
Charts 4.8(customer support)

Findings:
 I think mostly people are happy with their banking services as they don’t
to go and call them.
52
9. Any specific service you expect from your bank ?
Yes 2
No 16
Table 1.9
specific service
11%
yes
no
89%
Charts 4.9(specific service)

Findings:
 As things are getting changed day by day in our survey also we come to
know that people want more new new services from banks for their
statisfaction.
53
10. Do you face any problem regarding to the services provided by your preferred
bank ?(if yes)
Yes 8
No 10
Table 4.10
facing problem
60
50
40
30
20
10
0
yes no
facing problem regarding service Column2 Column1
Graphs 4.10(facing problem)

Findings:
 In our survey we come to know that still they find difficult to use digital
banking services as it can happen also due to low level of literacy level in
country.
54
11. If an option given to you, would you like to shift from the present bank?
Yes 5
No 7
Maybe 6
Table 4.11
wish to shift from current bank

40
35
30
25
20
15
10
0
yes no maybe
shift from present bank Column2 Column1
Graphs 4.11(shift)
Findings:
 Well when we asked people do they want to change their bank their
answer evenly poised in every way some say yes or some says no and
many also say maybe.
55
12. Would you like to give any suggestion for the better customer service from bank ?
yes 6
No 12
Table 1.12
suggestions
38%
yes
no
62%
Charts 4.12(suggestions)
Findings:
 When we asked people about the suggestion they want to convey to the
bank theysaid no this show mostly people are happy with their current
banking services.
56
13. How often do you use debit card to shop ?
Occasionally 10
Never 9
Table 1.13
use of debit card
never
47%
53% occasionally
Charts 4.13(shopping)
Findings:
 In our survey there was mixed reaction of people about usage of debit card
on shopping as half people show they use debit card and half not.
57
Data Interpretation refers to the implementation of process though which data is

reviewed for the purpose of arriving at an informed conclusion. The interpretation of
data assigns a meaning to the information analysed and determines its signification
and implication.
Interpretation refers to the task of drawing inferences from the collected facts after an
analytical and /or experimental study. In fact, it is a search for broader meaning of
research finding. The task of interpretation has two major aspects viz. (i) the effort to
establish continuity in research through linking the result of a given study with those
of another, and (ii) the establishment of some explanatory concepts, “ In one sense,
interpretation is concerned with relationship within the collected data, partially
overlapping analysis. Interpretation also extends beyond the data of the study to
include the result of other research theory and Hypothesis.” Thus, interpretation is the
device through which the factors that seem to explain what has been observed by
researcher in the course of the study can be better understood and it also provides a
theoretical conception which can serve as a guide for further researcher.
Need for interpretation is essential for the simple reason that the usefulness and utility
of research finding lie in proper interpretation. It is being considered a basic
component of research process.It designed to help people make sense of numerical
data that has been collected, analysed, and presented. Having a baseline method (or
methods) for implementing data will provide your analyst terms a structure and
consistent foundation. Indeed, if several departments have different approaches To
interpret the same data, while sharing the same goal, some mismatched objective can
result. Disparate method will lead to duplicate efforts, inconsistent solution, wasted
energy and inevitably time and money.
58
4.2 DETAILED ANALYSISOF LEVERAGING TECHNOLOGY

FOR HUMAN SATISFACTION
1. Leveraging technology
2. Improve human satisfactions
I. Leveraging technology
In this era of rapid digital transformation, new technologies have opened up

opportunities and created challenges, fundamentally transforming customer
experiences, operating models and the work environment.
While the scope, scale, and complexity of business technology has evolved at an
exponential rate, sophisticated technology has also become more accessible to a wider
audience. Such accessibility enables a thriving digital culture which can be a source of
competitive advantages across all business functions – recruiting, training, sales,
sourcing, manufacturing, logistics, marketing and more. While in the past, technology
providers (like us at Fingent) predominantly worked with IT departments, today we
often work with functions like finance, sourcing, HR, project management and
logistics, with minimal or no involvement of the customer’s IT team.
More importantly, access to robust technology is also no longer exclusive to large

enterprises. Commoditization, outsourcing, and good connectivity have driven down
costs, making technology accessible to businesses of all sizes, across the globe.
By providing an attractive basis for innovation, improving cost efficiency and

differentiation, the synergy between technology and business processes is no longer
optional, but a must-have.
Studies reveal that 55% of startups have already adopted a digital business strategy
compared to 38% of traditional enterprises.
59
II. Improve human satisfactions
In order to improve the customer experience, you need to know what motivates your
customers. What do they want, and what do they value above all else? To this end, it’s
essential to talk with customers and uncover what drives their behavior. This will
guide your business in new ways to differentiate the customer experience. This is
particularly true if your business is in a market that’s commoditized or if you’re
competing against an industry leader. In such cases, ask yourself what it is about the
customer experience you offer that your customers can’t get anywhere else.
Take Starbucks, for example. Coffee is a commodity, but people can get their java fix
from a wide variety of sources. So what draws them to Starbucks coffee shops?
Starbucks customers are looking for a home away from home, and the coffee
company tailors its customer experience to add that special sauce—serving up not just
coffee but a complete experience that meets its customers’ expectations and desires.
60
CHAPTER 5
CONCLUSION
1. In the present scenario the entire world so crazy about technology. It becomes a
general social need in the modern era.
2. It is high time to take precautions and involve digital marketing for the excellent
future of the country.
3. However continous training must be given to the customers and awareness and
guidelines must be provided to them.
4. There is a need to follow the system of digital objectives. There are various types
of compliants regarding digital marketing , such as customer unhappiness about
the goods and delay in services.
5. While some companies higher authorities shows that they are the best product
seller , gnerally we find the drawbacks from both the sides
6. In this respect seller and buyers cango to any extent.It has been suggested that
customers wanted move benefits on their part.
7. In this regard technology generate competition. The future digital market will be
dependent on the potentiality, facility, behaviour, reliablity and good relationship
of the market stake holder.
8. In totality, digital marketing has a positive response in the current scenario.
9. In big picture it is going to be good for the organizations that are providing
services to customers.
61
RECOMMENDATION
 AS we are in 21st century world is growing rapidly. There has been expansion in
every sector and this all has happen because of growth in science. The growth of
science has lead into rapid modification of technology. So for that we should
optimise the technology in every single manner.
 Today the main concept of business model is satisfying their customer, retaining
their customer. If we provide good service to their consumer there are more
chances of retaining the customers. And for this technology help us in very good
manner to keep satisfy.
62
5.2 APPENDIX
1. Which category of the bank do you consider as most technologically advanced ?

(a) public sector (b) private sector
2. Which attributes of the bank do you values the most ?
(a) quality of service (b) technology used (c) trust (d) locations
3. How familiar are you with computer usage level of your bank ?
(a) no knowledge of computer (b) beginner (C) average knowledge (D) expert
4. Which factors promotes you to use the new techniques in banking ?
(a) reduce time of transaction (b) cost effectiveness (c) ease of use (d)
technology savvy
5. Customer level of usage of technology ?
(a) uses of E-mail (b) ATM (c) credit card service (d) online banking service
(e) E-payment
6. How frequently do you use banking services per month ?
(a) nil (b) 1 to 3 times (c) 3 to 8 times (d) 8 to 12 times (e) over 12 times
7. How much statisfied are you with your bank customer service ?
(a)very satisfied (b) satisfied (c) neutral (d) dissatisfied (e) very dissatisfied
8. Have you ever got in touch with our customer service support ?
(a) yes (b) no
9. Any specific service you expect from your bank ?
(a) yes (b) no
10. Do you face any problem regarding to the services provided by your preferred
bank ?(if yes)
(a)yes (b) no
11. If an option given to you, would you like to shift from the present bank?
(a)yes (b)no (c) may be
12. Would you like to give any suggestion for the better customer service from bank ?
(a)yes (b) no
13. How often do you use debit card to shop ?
(a) never (b) occasionally
14. User age
63
6.FINDINGS AND SUGGESTIONS
 Give customers hope

 Actively listens for feelings
 Ask “ what other questions do you have?”
 Know your stuff
 Never tell the customer no
 Invite the customer to return
 Show the customer they matter
 Surprise when appropriate
 The strongest bond between two people
64
REFERENCES
 IIBM Journal of Management Research

 MIS quarterly
 https://www.inc.com
 http://themarketingsite.com/kknowledge/42314
 https://www.qoura.com/profile/brooke-harper-8
65
LISTS OF TABLES
SR.NO Content Table.No Page No.
1 Technology 1 45
Advanced
2 Attrubutes 2 46
3 Computer usage 3 47
level
4 New banking 4 48
techniques
5 Use of technology 5 49
6 Frequently level 6 50
of use
7 Customer 7 51
satisfaction level
8 Customer support 8 52
9 Specific service 9 53
10 Facing problem 10 54
11 Shift 11 55
12 Suggestions 12 56
13 Shopping 13 57
66
LIST OF CHARTS
SR.NO Content Table.No Page No.
1 Technology 1 45
Advanced
2 Attrubutes 2 46
3 Computer usage 3 47
level
4 New banking 4 48
techniques
5 Use of technology 5 49
6 Frequently level 6 50
of use
7 Customer 7 51
satisfaction level
8 Customer support 8 52
9 Specific service 9 53
10 Facing problem 10 54
11 Shift 11 55
12 Suggestions 12 56
13 Shopping 13 57
67

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LEVERAGING TECHNOLOGY FOR HUMAN SATISFACTION

Technologies are transforming firms’ customer-side operations and firms are

In developing our theory, we examine the relationship betweenthe information quality

By presenting a theory of customer-side digital businessstrategy, our work contributes

Characteristics on the relationship between digital technologies and customerside

is proposed as the antecedent to the two capabilities. Proposed capability building

Given our focus on localized capability-building dynamics,we collected data from

Since much of technology is applied science, technical history is connected to

Technological change affects and is affected by, a society's cultural traditions. It is a

History of customer service

 In information operations, the effective use of information, information

Meaning of customer service

1.3 Function of Technology

Management technology consists of a wide range of hardware and software solutions

 Control:-Control is the necessary counterpart to planning and monitoring.

 Monitoring:-Managers are responsible for keeping plans on track once they

 Planning:-The planning function of management involves collecting,

budgets, for example, while materials requirements planning (MRP) software

 Communication:-The first function of management is leading others, and

Functon of Customer service

 Public Relations:-The customer service department is largely responsible for

 Customer Retention:-Customer retention is directly related to the public

1.4 Features of Technology

 Data management and analytics. Using data collected from customer to

 Self-service optimization. Finding ways for customers to interact with your

Features of Customer service

 Listening Skills:-A customer service representative must be able to listen to

 Responsible:-To work in customer service, responsibility is a must. This

 Responsive:-Each need, question or concern is addressed in quality customer

 Knowledgeable:-Customer service agents should be completely

 Complete:-A customer service representative should work through a situation

 Timely:-Customer service is at its best when it is prompt. Allowing a

 Accurate:-Any information relayed from a customer service representative to

1.5 Customer service process

1.6 Localized customer service capabilities

1.7 Types of Technology

 Chatbots:-Chatbots are the latest revolution in the business landscape. With

 Big data analytics:-According to a survey by Salesforce, 57% of the total

 Artificial intelligence:-Artificial intelligence has taken the business landscape

experiences.AsIoT solutions enable a business to deploy effective promotional

Types of Customer service

Quality customer service is an essential component in the day-to-day operation of any

1. Self-Service Knowledge Base:-Some customers are comfortable getting

your customers’ concerns are promptly addressed.The biggest downside to social

support team also needs to be courteous, patient and attentive to customer

2.2 REVIEW OF LITERATUTE OF STUDY OF LEVERAGING

2. MR. PANKAJ SETIA

Ms. Saligramaaghihotri has written in his article ‘INTERNATIONAL JOURNAL OF

studies has examined the antecedents and consequences of mandatory adoption of

4. Maitin, T.P. 6 (2003)

Observed that an organization can have competitive advantage by utilizing itshuman

Research methodology is the systematic and theoretical analysis of the method

3.1 Data collection

In addition to personal interview, primary data for marketing research is collected

 Telephonic Survey Method:

Telephonic survey/ Telephonic interview is one useful method of field investigation

 Mail Survey Method:

 E-mail Survey Method:

Under e-mail (Electronic mail) survey, the researcher sends a questionnaire to a

 Internet Survey Method:

 Social Media Survey Method:

Social media is the collection of online communication channels dedicated to

 Media Listening Survey Method: