Assessment Information/Brief
To be used for all types of assessment and provided to students at the start of the module.
Information provided should be compatible with the detail contained in the approved module specification although may contain more information for clarity.
| Module title | Services and Relationship Marketing |
| Level | 6 |
| Assessment title | Assignment 2: Case Study: Customer Loyalty and Relationship Marketing in Franchises |
| Weighting within module | This assessment is worth 50% of the overall module mark. |
| Submission deadline date and time | |
| How to submit
You should submit your assessment electronically via Turnitin on the module’ blackboard |
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| Assessment task details and instructions
Targeting, acquiring, and retaining the “right” customers is at the core of many successful service firms. It is important that firms carefully choose desirable, loyal customers within the chosen segments and then take pains to build and maintain their loyalty through well-conceived relationship marketing strategies. The objective is to build relationships and to develop loyal customers (whether B2B or B2C) who continue to do a growing volume of business with the firm in the future. From the above brief on service delivery, you are asked to: Read the attached case- CRM at C. Fun Parks and produce a well-researched report supported by the relevant academic literature, models/frameworks. You are the CRM consultant, address the following: 1. Critically examine the existing literature on franchisor-franchisee relationships, its merits and demerits for each party to the relationship with application to the case and discuss ways in which franchisee satisfaction and loyalty can be improved. (50 marks).
2. Ultimately, the objective of the franchise is to improve customer satisfaction and loyalty of the final consumer. Taking into consideration the issues presented in the case, discuss and make recommendations regarding key strategies the franchise can employ to build long term relationships and improve customer bonds with the organization. (50 marks). · You are required to produce a written report to include the following: Arial 12 font size, front sheet, abstract, contents page, introduction, main findings, conclusion, recommendations, and bibliography (Harvard format in line with School policy). · You may include an appendix section if required. Please print your word count at the end of your report. · Refer to the guidance on report writing by visiting the University’s Study Skills general URL at www.edu.salford.ac.uk/studyskills. 2 |
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| Assessed intended learning outcomes
On successful completion of this assessment, you will be able to: Knowledge and Understanding 1. Appraise the marketing process in services 2. Critically evaluate and analyze the relationship between marketing management and strategic management. 3. Critically evaluate and analyze the application of theories and concepts of services marketing in a range of different situations. 4. Critically analyze the impact of relationship marketing in developing a cohesive and effective strategy to create an effective service. Practical, Professional or Subject Specific Skills 1. Demonstrate conceptual and critical thinking, analysis, synthesis and evaluation. 2. Exhibit relevant personal and interpersonal skills. 3. Have a wide knowledge and understanding of the broad range of areas of service marketing and management and the detailed relationships between these and their application 4. Practice consistently demonstrate a command of subject-specific skills as well as proficiency in generic skills and attributes Transferable Skills and other Attributes 1. Acquire and develop a range of cognitive and intellectual skills relevant to the management of the service relationship in different organisational and work contexts and within different national settings 2. Locate, analyze and synthesize information from a range of published literature and electronic sources, with acknowledgement and referencing of sources 3. Capacity for independent and self-managed learning, as well as working in small groups, to clarify objectives, exchange ideas and knowledge, and evaluate data in terms of problems presented 4. Relate skills to future learning needs and employment requiring the exercise of personal responsibility and decision-making |
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| Module Aims
1. To enable students to understand the nature of services within the business environment. 2. To develop a detailed understanding of the marketing process adopted by a range of public and private sector service organisations. 3. To develop an understanding of relationship marketing and how it contributes to the effectiveness of service organisations whether it be Business to Customer or Business to Business 4. To explore the current issues which impact (or have the potential to impact) on the practice of marketing in Services |
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| Word count/ duration (if applicable)
· Your assessment should be 2,500 words with +/- 10% tolerance. This is between (2,250 and 2,750). · Front sheet, Abstract, Contents page, Figures, References/Bibliography and Appendices are not part of the word count. · Students to decide for themselves the appropriate word length for each part of the task. |
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| Penalties for exceeding word count/duration
Markers will cease considering content for the purpose of grading and feedback once the stated maximum length has been exceeded. Content beyond this point will not contribute to the determination of the awarded mark and will not be commented upon in feedback. |
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| Feedback arrangements
You can expect to receive feedback · Marks will be available on Blackboard. You will need to log into the full site to access the written feedback. The mark and feedback will be released at 16:00hours. · Please email: Dr Sean Chung s. uk or Dr Michael Evans one-to-one feedback if you want tutorial support following results. |
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| Support arrangements
You can obtain support for this assessment:
Formative Feedback: NB: Students can discuss their assignment with Sean or Michael before the submission date. Should note that, we will be able to look at your draft in person and NOT via email. · Support for this assignment is available during the weekly timetabled drop in sessions. · Additionally, you can come to our respective offices during office hours. · Further information is available under Assessment on Blackboard. · Contact Michael Evans by email on mea.uk or Sean Chung s.uk if guidance is needed to complete the assignment. · A reply can be expected within 24 hours if you do not receive a reply please email again stating that the email is a second request for support askUS The University offers a range of support services for students through askUS. Good Academic Conduct and Academic Misconduct Students are expected to learn and demonstrate skills associated with good academic conduct (academic integrity). Good academic conduct includes the use of clear and correct referencing of source materials. Here is a link to where you can find out more about the skills which students require https://www.salford.ac.uk/skills-for-learning/home/using-and-referencing-information Academic Misconduct is an action which may give you an unfair advantage in your academic work. This includes plagiarism, asking someone else to write your assessment for you or taking notes into an exam. The University takes all forms of academic misconduct seriously. You can find out how to avoid academic misconduct here https://www.salford.ac.uk/skills-for-learning/home/using-and-referencing-information Assessment Information If you have any questions about assessment rules, you can find out more here.
Disability and learning support: https://www.salford.ac.uk/askus/our-services/disability-and-learner-support
Late submission: https://www.salford.ac.uk/askus/academic-support/student-handbook/your-studies/course-support/assessment-and-feedback Personal Mitigating Circumstances If personal mitigating circumstances may have affected your ability to complete this assessment, you can find more information about personal mitigating circumstances procedure https://www.salford.ac.uk/askus/academic-support/pmc Personal Tutor/Student Progression Administrator If you have any concerns about your studies, contact your Personal Tutor or your Student Progression Administrator. |
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| Assessment Criteria
You should look at the assessment criteria to find out what we are specifically looking at during the assessment. See attached assessment Criteria. The guidance provided here is in addition to general assessment criteria guidelines for degrees contained in your level handbook. Your attention is also drawn to the School policies on plagiarism and referencing. 70% > Very good to excellent use of lecture material, presented to a very high standard, and incorporating both wider, directed reading and other published material. Additionally, very good evidence of original thought on and around the topic. Definitions of the main subject areas provided with references. Clear indication of the importance of customer loyalty in driving profitability and business growth in service firms. Very sound analysis of the nature of the franchisor and franchisee relationship in services operation with appropriate examples and a very good understanding of the links between the academic literature and firm practice. Demonstration of very good understanding of loyalty building strategies and practices such as tiering to enhance business-to-business- relationships and business-to customer relationships in service franchises. Very good integration of contemporary marketing strategies to build closer relationships with relevant market segments. Clear introduction and justification of conclusions and recommendations drawn. Accurately referenced with a complete bibliography. 60 – 69% Good to very good use of lecture material, presented to a good standard, and incorporating both wider, directed reading and other published material. Additionally, good evidence of original thought on and around the topic. Definitions of the main subject areas provided with references. Good indication of the importance of customer loyalty in driving profitability and business growth in service firms. Good analysis of the nature of the franchisor and franchisee relationship in services operation with appropriate examples and a good understanding of the links between the academic literature and firm practice. Demonstration of good understanding of loyalty building strategies and practices such as tiering to enhance business-to-business- relationships and business-to customer relationships in service franchises. Good integration of contemporary marketing strategies to build closer relationships with relevant market segments. Good introduction and justifiable conclusions drawn. Good text referencing and bibliography. 50-59% Fair to good use of lecture material, presented to a fair standard, and incorporating both wider, directed reading and other published material. Additionally, some evidence of original thought on and around the topic. Some definitions of the main subject areas provided with references. Fair indication of the importance of customer loyalty in driving profitability and business growth in service firms. Fair analysis of the nature of the franchisor and franchisee relationship in services operation with appropriate examples and a fair understanding of the links between the academic literature and firm practice. Demonstration of fair understanding of loyalty building strategies and practices such as tiering to enhance business-to-business- relationships and business-to customer relationships in service franchises. Fair integration of contemporary marketing strategies to build closer relationships with relevant market segments. Fair introduction and justifiable conclusions drawn. Satisfactory text referencing and bibliography. 40-49% Basic use of lecture material, presented to a reasonable standard, and incorporating both wider, directed reading and other published material. Some basic definitions of the main subject areas provided with references. Reasonable indication of the importance of customer loyalty in driving profitability and business growth in service firms. Basic analysis of the nature of the franchisor and franchisee relationship in services operation with appropriate examples and a basic understanding of the links between the academic literature and firm practice. Demonstration of reasonable understanding of loyalty building strategies and practices such as tiering to enhance business-to-business- relationships and business-to customer relationships in service franchises. Reasonable integration of contemporary marketing strategies to build closer relationships with relevant market segments. Basic introduction and justifiable conclusions drawn. Adequate text referencing and bibliography. 30-39% An unsatisfactory piece of work which demonstrates lack of understanding of the concepts and models of customer loyalty and relations marketing. A weak understanding of the nature of the franchisor and franchisee relationship in services operation with little or no examples provided, or efforts made to make a link between the academic literature and firm practice. No valid definitions of the main subject areas provided with no references. Little or no indication of the importance of customer loyalty in driving profitability and business growth in service firms. A weak understanding of loyalty building strategies and practices such as tiering to enhance business-to-business- relationships and business-to customer relationships in service franchises. Limited or poor attempt of integrating contemporary marketing strategies to build closer relationships with relevant market segments. Poor introduction and weak justification of conclusions and recommendations drawn. Poor structure and bibliography format. 20-29% Poor work and failing to pay attention to detail. Inadequate and inaccurate knowledge displayed with a poor ability to interpret the task in hand. Limited effort and planning evident. 10-19% Virtually no relevant knowledge displayed. No apparent structure or meaningful discussion of the task at hand. The pass mark for this module is 40% You should consult your Blackboard Module site for detailed grade or mark descriptors. |
| In Year Retrieval Scheme
Your assessment is not eligible for in year retrieval. If you are eligible for this scheme, you will be contacted shortly after the feedback deadline. |
| Reassessment
If you fail your assessment, and are eligible for reassessment, you will need to resubmit on or before x August 2020. For students with accepted personal mitigating circumstances, this will be your replacement assessment attempt. Students should be aware that there is no late submission period at reassessment (this includes those students who have an accepted PMC request from a previous attempt). · Be able to take the assignment following the next exam board. · The re-take assignment will be the same as the main assignment brief. · Submission period will be in August 2020 (Specific date to be confirmed by the examination office) |
SRM: Assignment 2 – Case Study – CRM at C. Fun Parks
Background
- Fun Parks is a concept that was developed by Theodore Brook in 1985. The aim was to give people a short break, to take away their worries and give them a safe place to visit, where everything is provided for their comfort and entertainment, and also their family and/or friends, and all close to home!
From 1985 onwards Brook experienced a great demand for his service proposition. In only a few years he was able to open more than thirty of these resorts in the Netherlands, Belgium, Germany and France.
The first resorts were company owned, managed and operated. But soon Brook found that his resources were limited, and this hindered a rapid expansion; the launch of a franchising concept provided a solution. At present, 85 per cent of the resorts are owned and managed by franchisees. Twice a year there is a meeting between the franchisees and the franchise organisation. During the last franchisee meeting, Brook was asked to develop and present a CRM plan. The franchise organisation was, in the franchisees’ opinion, lacking a clear CRM vision and strategy, and invested in a rather ad hoc way in CRM systems.
The franchising concept
Characteristic of C. Fun Parks is the resort’s main building that houses the reception, a restaurant, a (tropical) swimming pool, a bar, a terrace, a game hall and a convenience store. Apart from the central building, the resorts contain several bungalows, with accommodation available for four to sixteen people.
Guests can choose between several service packages. The budget pack does not include bed sheets, towels, cleaning, welcome food and beverage package, etc., whereas the premium pack will provide these services.
Also, in the park several activities are organized for guests, ranging from horse riding, bingo and soccer games to nature walks. Outside the park, there are ample opportunities for enjoying a short holiday. The park provides guests with information so that they can enjoy and explore the local environment.
Franchisees have little decision-making freedom over the park. The park’s general manager also must follow and pass a professional hospitality management programme and a special quality management system has to be implemented in his/her organization. Furthermore, s/he will have to participate in the joint marketing programme.
Franchisee performance
About 70 per cent of the franchisees have been able to increase the customer satisfaction rates over the past five years. However, the improvements in profitability and sales show a less satisfying trend over the past three years.
Of course, the market has changed, but even if the franchisees take account of external events, they state they ‘need more’. Occupancy rates have dropped to 85 per cent; this, although still acceptable, has been higher in the past. Furthermore, guests often delay their choice of a short beak, leaving the decision as to whether to book a holiday until the last minute. French guests are known for their impulsive behaviour; a substantial percentage does not reserve a bungalow and arrive at reception asking for a place to sleep. During guests’ stay, the spending pattern has also shown a negative trend: they spend less during their stay in the restaurant, in the convenience store, on organized activities, on services, etc. Not all the facilities are particularly profitable either. Although it might not be desirable to hold each facility accountable, there is a need to exploit the tropical swimming pool, for instance, in a more economic way.
