TCR-TOTAL CUSTOMER RESPONSIVENESS

3.1 The guiding premises for TCR -
In his more recent and superb exposition! ‘Thriving on Chaos,’ the inimitable Tom Peters has prescribes. Total Customer Responsiveness’. TCR consists of various customer responsiveness prescriptions, which may be summarized as under.
There are five value-adding strategies to fulfill the guiding premise of differentiation through specialization :
1. Providing top quality as is perceived by customers.
2. Providing superior service and emphasizing the intangible aspects of product or service.
3. Achieving extraordinary responsiveness, to customers through new partnerships with suppliers and customers, seeking out new markets and moving faster.
4. Becoming an ‘internationalist’ operating ‘glocally’ through strategic alliances.
5. Creating uniqueness in the customer’s mind and in the mind of everyone in the organization.
3.2 The face of the value adding strategies at BSL
1. As its Mission Statement says, and as the product development shows, BSL has not only supplied export quality fabrics but in that way surpassed customer expectations.
2. ‘A customer at BSL is like a guest in an Indian family.’ Taken complete care of the ‘service’ in a textile industry is providing ‘complete information’ about the fabric and the yarn, or even the fibre in he fabric.
3. In a process to explore new markets – like the uniform market, which is recently focused on – BSL is bringing up new partnerships and is moving very fast to its objectives of being a ‘world class market leader.’
4. BSL stands 8th in the Indian textile exporters. This shows that it is a very BIG internationalist.
5. Uniqueness in the customer mind is being achieved by it, by being the best quality producers. And people in the organization feel unique because everyone at BSL is made to feel important, unique and vital with the help of regular week-end development programes taken by the President himself.
3.3 The logic of Customer Satisfaction Management
Products & Services Long-term Customer Satisfaction

Sales
Market Share
Profit
Survival
Share Values
When products and services give long-term satisfaction they result into increase in sales, market share, profit and share values. Survival is than never a point of fear.
Hence, the basic logic behind customer satisfaction is providing best product and services.
A total cultural change led by quality and the ‘fitness for purpose’ of our products and services. This includes complete commitment to ‘Kaizen’ or ‘continuous improvement’ because total quality is not a point we reach; it is a horizon to which we attempt to move closer.
1. INTRODUCTION
“It is a set of procedures and methods for regular planning, collection analysis, interpretation of information for using it for marketing decision making.”
– Cox & Good
A company faces marketing information problems at both extremes: not enough data and too much data. That’s why Cox & Good have said it is a regular procedure, to plan, to collect, analyze, and interpret information. If it is not done regularly, the collected and even important data may go wasted because of exhaustive information to be sorted out at a time.
As powerful as it can be, a marketing information system doesn’t run itself; managers must determine what they want out of it before they can select what to put into it.
2. MARKETING INFORMAITON SYSTEM AT BSL
“Information is that formation of collected data which makes it, useful no matter at which time, for what purpose and in what way.”
At BSL information is dealt in the most professional and planned manner. Whether it is information of political ups an downs, policies having effect, technological changes, or even market data. All are handled with care.
Whenever marketers get ready to launch or create or change products or modify marketing programs, they face a decision-making process that leas to either profit or loss.
BSL is continuously involved in innovation. So changes are part and parcel of routine jobs. But these modifications are well planned and well implemented, and that’s why BSL is a success. Here, its M.I.S. plays a vital role. Whenever any data is transferred from the development department to the marketing people, they try to match it with the market trends, consumer attitudes, needs and want and convert the data into information. This information passes on to the finance people, and they enrich it further, again the latest information is sent to the management and there decisions are taken. These decisions are bound to be effective as it’s base is a full-fledged information.
3. THE COMPONENTS OF THE MARKETING INFORMATION SYSTEM AT BSL
1. Internal Record System
As the name itself suggests, it is the internal records that can be used by the marketing managers.
BSL is having a sound and systematic internal record system assisted with computers. All the officials are having a computer on, on their tables. They communicate through e-mails at times and by phones at other times.
Order to Payment Cycle
The order to payment cycle is the heart of the internal record system. At BSL, it includes, invoices, shipping and billing documents, vouchers, orders on fax, orders through e-mails, etc.
BSL is generally using the Electronic Data Interchange (EDI) for speed, accuracy and efficiency of the order to payment cycle.
Sales Information System
At BSL, the sales force provides the sales information to the marketing managers. These may include their agents, dealers, whole sellers and retailers, who provide information regarding the sales of a particular fabric, how consumers respond to it, and its potential.
Sometimes information is given daily or even monthly or half yearly as per the market of the sales force person and as per the vitality of the information.
Telephones, fax and e-mails are the usually used devices for information exchange.
2. Marketing Intelligence System
“Whereas the internal record system supplies results data, the marketing intelligence system supplies happenings data.”
– Philip Kotler