穆哈干洗店洗衣客户发展挑战MBA研究

HA业务实施过程中，质量服务在多大程度上反映了管理委员会内部客户发展的挑战，研究确定了优质服务，但注意到受访者不同意关于质量服务的两种说法。他们不同意快速交货表示客户发展的说法，同意质量定义快速交货。

CHAPTER ONE: GENERAL INTRODUCTION

1.0. Introduction
Laundry is one of the biggest contributors of service in today’s world. Consumption of clothing,water and energy by washing laundry is one of the most widespread housework. Today, washingmachines do this work in many private households, using water, energy, chemical substances,and process time. Although energy efficiency is in the focus of many regulations which havealready achieved significant improvements, the question remains, how relevant these processesare in terms of the absolute impact on resources and whether there are possibilities to improveeven further by looking abroad. But due to different consumer habits in dealing with theachieved washing performance in the different global regions, the best practice in washinglaundry in a most sustainable way cannot be determined yet. Further Study is needed to form abasis for a most indicators of customer development challenges sustainable development ofresource consumption in Private households such us Quality service and Customer Loyalties,Technical issues and competition.
Eugene Garfield the federal trade commission defined dry-cleaning as “a process by which astain maybe removed from service in a machine using a common solvent” (Garfield, 1985). Formany of us, dry-cleaning experience is limited to drop off and pick up clothes at the local shopwith less knowledge about how it is working with expectation of returning to the shop and findour clothes restored to the original freshness, spotless and wrinkle free. Sometimes the processcan go wrong which is why it is so important to learn how the transformation is done.
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1.2. Company Overview
Muha laundry business started in 2010 by an entrepreneur named Rwahama Ildephonse. Hemarketed the business as laundry and dry cleaning base with a mission of providing a convenientlaundry services to the community in which he was living.
Muha Laundry is located in street KK 24 Remera of Kigali City. The daily capacity of thisbusiness is 95 tones with a truck that delivers and picks up clothes, the core customers of thebusiness are mostly students and employees, hotels and households.
It supplies full washing, drying, and optional folding services and provides quality services toensure clean washing of clothes as well as household retail services to meet the demand for easyaccess for the neighborhood.
What sets Muha laundry apart from the competition is a commitment to providing professional,friendly, prompt, and, most importantly, convenient services. This business is managed by theowner, who has extensive leadership and management skills as well as an innovative andcreative character.
This paper aims to explore business opportunity and operational planning process throughindicators of Customer development challenges for the existing business of Muha Laundry anddry cleaning with a licensed market in Rwanda which is one of the small potential laundrycompanies in the country.
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CHAPTER TWO: LITERATURE REVIEW

2. 0.Introduction
This chapter comprises of three parts. The first part presents an overview of the theoreticalliterature of the theories backing the study. The second part of the chapter presents definition ofthe key concepts that highlight some key factors already identified by the Study in customerdevelopment and how they are challenges to the Laundry and dry cleaning business. The thirdpart consists of the conceptual framework that shows relationship between dependent andindependent variables.
A literature review is designed to show the sources such as survey books, scholarly articles,Journals and any other relevant sources to a particular issue explored during a Study on aparticular topic.
Looking into Porter’s Five Forces analysis, competitiveness comes from the five basic forces onwhich a state of competition an industry depends on. Those are: threat of substitute services orservices, threat of new entrants, bargaining power of buyers, bargaining power of suppliers andexisting industry rivalry. The cumulative strength of these forces can determine theattractiveness of return on investments in the industry. In Rwanda Laundry industry has mildintensity of these forces, and this gives such businesses a potential profit at a very high rate if itworks hard on customer service development
Bargaining power of buyers: In fact, many customers are a major source of competitiveness inthe laundry industry, and what attracts them is quality of service they provide. The buyers in thisindustry can drive down or up a business revenue. Most of the buyers of laundry service found inKigali are employee with income between 400,000 to 1000,000 RWF, they visit the shop at leasttwice a week.
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2.2.Definition of the key concept
2.2.1. Related Studies on Customer Development Process
Customer development processes are the real business practice in nowadays business practice.However, according to entrepreneur Steve Blank, every business called to pay closer attention toits customers. (Blank, 2006) Blank defines the Customer Development Model as “a set ofobjectives and milestones that are meaningful for a startup.” Blank’s model is a way ofquestioning the assumptions underpinning a startup by systematically testing them in themarketplace. Through this systematic process, a learning and discovery loop will be created thatwill help to prioritize work and improve the timing of when to engage with customers. Given thefragile nature of most small enterprises, a better understanding of who the customers will be,what problem you will solve for them and how they will buy your service are outcomes thatappeal to entrepreneurs.
Most will find that a learning process is involved to be able to conduct insightful customerinterviews and identify pivot points. Therefore, despite the allure of having such a process,entrepreneurs should take care not to underestimate the challenges of engaging in systematiccustomer interaction during service development.
2.2.2.The concept of market development and customer relations.
In relation to customer development, There are two concepts in terms of customer relationswhich are “Market development and Servant leadership to customer needs”(CZARNIEWSKI, 2014). Czaeniewski explained the first concept as in the market development,it is customers who must change their needs, preferences or behavior, indicatord by the actionsof the company. The development of the market structure and the behavior of market players insuch a way as to improve the competitive position of the company. The essence of this concept isthe creation of new customers by constructing new needs and demand. Consequently, thecustomer is the result of marketing activities, not its starting point. The second concept dependson the identification and understanding of customer preferences and responding to them withinthe existing market structure. This orientation is characterized by service, and at its core, it isconcerned with how best to meet the identified needs of the client and gain their sympathy andloyalty.
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CHAPTER THREE: STUDY METHODOLOGY............................39
3.1. Introduction.................................39
3.2. Study Methodology..........................39
3.3. Area of study.........................................39
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION...........43
4.0. Introduction..................................43
4.1. Response Rate.................................44
CHAPTER FIVE: FINDINGS, CONCLUSION AND RECOMMENDATION..........................50
5.0. Introduction.......................................50
5.1 Summary of Findings.........................................51
5.1.1 Quality service Indicator....................................... 51
5.1.2 Customer Loyalties Indicator................................ 51

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.0. Introduction
In this chapter, we are presenting, analyzing and interpreting the results obtained afterinvestigation done. The purpose of this study was to analyze the key Indicators of customerdevelopment challenges on Laundry and Dry Cleaning shop in Rwanda focusing on MuhaBusiness. The objectives of the study is to find out the key indicators of customer developmentchallenges of laundry business in Rwanda in order to implement good customer developmentmeasures to its target customers and provide high growth in the laundry sector. BothQuantitative and Qualitative data were mainly generated from this Study and was analyzed usingfrequencies, standard deviation, percentages and regression and Correlation. Tables are used inthe presentation for easy and effective communication.

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CHAPTER FIVE: FINDINGS, CONCLUSION AND RECOMMENDATION

5.0. Introduction
This chapter presents a summary of the major findings from the results of the study and theconclusions made from them. The chapter also presents the recommendations made by the Study.This was done in respect to the stipulated objectives in a bid to answer the Study questions.
The following are the major findings of the study as per the objectives.
Quality service Indicator as the key indicator of customer development challenge on Laundryand dry cleaning business in Rwanda
Quality service factors was found to have had no indicator on Customer development withinmanagement committee at Muha Laundry business shops. While determining the extent to whichQuality service indicate customer development challenge within management committee duringimplementation of business in MUHA, the study established that Quality service, it was notedthat the respondents disagreed with the two statements on Quality service. They disagreed withthe statement that Quick delivery indicate customer development and Agreed that Qualitydefinition Quick delivery.
The findings collaborate and agree with Gichuki (2000) who asserted that water scarcity andcompetition among small holders at irrigation businesss increases as the demand for scarce waterresource increases. From the study, it was found that allocation of resources indicator Customerdevelopment which is supported by the views from Gichuki (2000) who found out thatCompetition for water resource, operation and maintenance costing and budgeting formed basisfor Customer development at irrigation business. Nelson (2008) supports the findings of thestudy by arguing that anytime multiple parties share resources, there is potential for Customerdevelopment which is enhanced when the shared resources become scarce. The views thereforeconfirm that if the Quality service to inpidual was fair and collected resources utilized withaccountability to the satisfaction of the management committee, then the performance of thebusiness will have been satisfactory. The management committee is formed from elections fromthe inpidual stakeholder holders and therefore reflects the opinion of the stakeholder.
reference(omitted)