IN COMPANY TRAINING REPORT ON MARKETING STRATEGIES IN ALLIED DIGITAL SERVICES PVT LTD

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (B.B.A.) GURU JAMBHESHWAR UNIVERSITY, HISAR

TRAINING SUPERVISOR

SUBMITTED BY

(.)

ENROLLMENT NO.:

SESSION: . DIRECTORATE OF DISTANCE EDUCATION GURU JAMBHESHWAR UNIVERSITY OF SCIENCE AND TECHNOLOGY, HISAR-125001

DECLARATION
I, Ankush, a student of BBA of Guru Jambeshwar University of Science & Technology, respectively hereby declare that the Project Report on Marketing Strategies in Allied Digital is the outcome of my own work and the same has not been submitted to any other University/Institute for the award of any degree or any Professional diploma.

ANKUSH

ACKNOWLEDGEMENT The present work is an effort to throw some light on Marketing Strategies of Allied Digital Services India The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people. With deep sense of gratitude I acknowledged the encouragement and guidance received by Mr. .. (Marketing Manager) I also convey my heartfelt affection to him who helped and supported me during the course, for completion of my thesis.

ANKUSH .

EXECUTIVE SUMMARY

IT is the area of managing technology and spans wide variety of areas that include computer software, information systems, computer hardware, programming languages but are not limited to things such as processes, , and data constructs. In short, anything that renders data, information or perceived knowledge in any visual format whatsoever, via any multimedia distribution mechanism, is considered part of the IT domain. IT provides businesses with four sets of core services to help execute the business strategy: business process automation, providing information, connecting with customers, and productivity tools.

Allied Digital is well renowned as a leading Global IT Transformation Architect, with an impeccable track record for designing, developing, deploying and delivering end-to-end IT Infrastructure services.

With over two decades of proven experience Allied Digital responsibly delivers cutting-edge IT services and solutions to a wide range of industries spanning 35 countries across 5 continents.

Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. Commonly, marketing strategies are developed as multi-year plans, with a tactical plan detailing specific actions to be accomplished in the current year. Time horizons covered by the marketing plan vary by company, by industry, and by nation, however, time horizons are becoming shorter as the speed of change in the environment increases. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned

TABLE OF CONTENT

Sl.No 1.

TOPIC CHAPTER-1 INTRODUCTION OVERVIEW OF INDUSTRY AS A WHOLE

2.

CHAPTER-2 COMPANY PROFILE PROFILE OF THE ORGANISATION PROBLEMS OF THE ORGANISATION COMPETITION INFORMATION SWOT ANALYSIS

3. 4.

CHAPTER-3 CONCEPTUAL DISCUSSION CHAPTER-4 RESEARCH METHODOLOGY RESEARCH OBJECTIVES RESEARCH DESIGN DATA SOURCES QUESTIONNAIRE DESIGN SAMPLING DESIGN LIMITATION OF STUDY

5. 6. 7. 8. 9. 10.

CHAPTER-5 DATA ANALYSIS AND INTERPRETATION CHAPTER-6 FACTS AND FINDINGS CHAPTER-7 RECOMMENDATIONS CHAPTER-8 CONCLUSION BIBLIOGRAPHY ANNEXURE

CHAPTER 1 INTRODUCTION TO THE INDUSTRY

INTRODUCTION TO THE INDUSTRY Governments around the world. Companies that span the globe. Industries that dig deep into the earth's surface Enterprises that launch into space. We've covered all that turf, and uncovered some remarkable results along the way. One measure of the trust we've earned is our record of successful consulting engagements with 74 percent of the Fortune Global 100, and 45 percent of the Fortune Global 500.

SOFTWARE INDUSTRY IN INDIASoftware is usually classified by type of use and by customization. Types of software by usage: System-level software: programs that manage the internal operations of the computer, such as operating system software, driver software, virus scan software and utilities. Tools software: programs that help applications to work better, such as database management software. Applications: programs that deliver solutions to the end-user, such as word processing software and financial accounting software.

The implantation of a technically sophisticated industry like software into a less developed host country has typically been explained by the access of transnational corporations to local resources facilitated by policy reform (often after efforts to create industry through protectionist policies have failed). For example, Dunning(1992) argues that reform effectively enables cheap labor pools and other host country resources to be matched with the financial, managerial, technical, domain and marketing skills of TNCs.

In recent years, India has made good progress in the export of information technology (IT) software and services. Many other countries now look to it as a model. At the same time, Indias concentration of low value-added services, the near-absence of technology development, and the

total absence of hardware development suggest that IT exports are not fulfilling their potential, either in terms of innovative content or of possible sustainability. The Indian government has set aggressive targets for the high technology industry, including an annual export growth rate of 33 percent for the next decade, compared with 50 percent over the past five years. These goals will translate to substantial dollar increases in software and IT services exportsfrom $3 billion in 1998 to $50 billion in 2008. The growth of the industry, which happened in the mid-1980s, was preceded by a paradigmatic shift in government policy from hostility to the private sector to support for it; and maturation was also critically enabled by the modularization of the programming function through the establishment of Unix and the workstation in the 1980s. We showed how this led to a focus on custom programming services located in Bangalore. In the process, the industry acquired skills in managing projects remotely. Other weaknesses, particularly the shortage of domain skills and difficulties with coordinating cross-border projects, persisted. While policy reform has put in place several of the conditions for future growth, the shortage of domain skills arising from small domestic markets, limited university research and interactions with the commercial sector remains. Some of these skills are being acquired through cross-border interactions and alliances. This, in consequence, means that established domestic firms now compete with TNCs and startups with overseas links that have superior domain skills. As a result, while the large domestic firms leadership of the software industry is increasingly being shared with TNCs and startups, the acquisition of domain skills is likely to result in benefits for the industry as a whole, implying higher value-addition. Adoption of new liberal policies in India has given birth immense opportunities to its industries. Success story of India's Software Industry is a step in the same direction. The Software Industry, which is a main component of the Information technology, has brought tremendous success for the emerging economy. India's young aged manpower is the key behind this success story. Presently there are more than 500 software firms in the country. According to statistics, country's software exports reached total revenues of Rs 46100 crores. The share of total Indian exports forms 4.9 per cent in 1997 to 20.4 percent in 2002-03. It is expected that the industry will generate a total employment of around four millions peoples, which accounts for 7 per cent of

India's total GDP as in the year 2008. The year 1995-96 was a boom for the industry. The performance of the industry over the years is as follows:

(IN TERMS OF US $ MILLIONS) 1995-96 1996-97 1997-98 1998-99 1999-2000 2000-01* Domestic software Market Software Exports Indian Software Industry 490 734 1224 670 1085 1755 920 1750 2670 1250 2650 3900 1700 4000 5700 2450 6300 8750

The value proposition of the Indian software industry can be summed up as "faster, better, and cheaper." The Indian companies have taken responsibility on an end-to-end basis for new software development and for re-engineering. Indian software companies have also been very proactive in accepting, embracing, and practising state of the art methodologies and processes; in investing heavily in tools, technology, and infrastructure; in reducing time to market as well as cost; and in improving quality, productivity, and response time. In the new paradigm, the Indian software industries have brought tremendous value in the area of e-commerce. Nobody can be a significant player unless they understand and embrace the depth of distance and the "anytime, anywhere" paradigm that's brought to the table by e-commerce. Indian companies have of course embraced it in a big way and have helped corporations all over the world derive benefits from this paradigm. My own company derived about 18.8 per cent of its revenues last quarter from ecommerce.

THE INDIAN IT INDUSTRY

The Information Technology (IT) sector in India holds the distinction of advancing the country into the new-age economy. The growth momentum attained by the overall economy since the late 1990s to a great extent can be owed to the IT sector, well supported by a liberalised policy regime with reduction in telecommunication cost and import duties on hardware and software. Perceptible is the transformation since liberalisation India today is the world leader in information technology and business outsourcing. Correspondingly, the industrys contribution to Indias GDP has grown significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been estimated to cross 5% in FY07. The sector has been growing at an annual rate of 28% per annum since FY01.

Indian IT companies have globally established their superiority in terms of cost advantage, availability of skilled manpower and the quality of services. They have been enhancing their global service delivery capabilities through a combination of organic and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, Lenovo have already established their captive centres in India. These companies recognise the advantage India offers and the fact that it is among the fastest growing IT markets in the Asia-Pacific region.

Summarising some key highlights of the sector in FY06:

Software and services exports were estimated to have grown by 32% in dollar terms to exceed US$ 23 bn.

ITeS-BPO exports were estimated to touch US$ 6.3 bn, a growth of 37%

IT-ITeS export revenues from engineering and R&D services, offshore product development and made-in-India software products touched an estimated US$ 3.9 bn from US$3.1 bn in FY05

Sales of Personal computers crossed 4.7 mn units; a growth of 20% compared to 3.6 mn units sold in FY05

As of Dec 06, around 440 Indian companies had acquired quality certification with 90 companies certified at SEI CMM Level 5, higher than any other country in the world

The total number of IT and ITeS-BPO professionals employed in India was estimated to have grown to 1,293,000 from 1,058,000 in FY05

INDUSTRY STRUCTURE

The size of the Indian IT industry, according to NASSCOM, has been estimated to be around US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets: domestic market and exports market. The exports market constitutes the largest segment accounting for 75% of the total revenue generated by the Indian software industry.

The domestic IT market is broadly divided into the following four segments: IT Services, software segment which includes engineering and Research & Development (R&D) services, ITenabled Services and Business Process Outsourcing (ITeS-BPO), and Hardware. While IT Services accounted for 34% of the total revenue generated by the domestic market in FY06, the Engineering Services, R&D and Software Products segments together accounted for 10% of the revenue. The ITeS-BPO segment, on the other hand, contributed 7%. Hardware is the dominant segment with a share of about 49%. The domestic IT market grew at a CAGR of 21.9% during FY02-06 to touch US$ 13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a growth of 24% y-o-y.

The exports market is dominated by the IT services market holding a share of 56.4% in the software and services exports in FY06, followed by the ITeS-BPO segment with 26.7% share and the software products and engineering services segment with 16.9% share.

The Indian hardware industry is at present estimated to be in the proportion of 30% domestic, 1.25% exports and the remaining being imports. The domestic market itself offers tremendous potential for hardware companies, thus having very few companies venturing into hardware exports. Imports of IT hardware which form a large component of the industry are mainly from

Taiwan, China and Korea. Lately, however, MNCs in the hardware segment have been viewing India as a hub for setting up hardware manufacturing facilities, for instance Dell. IT Services Exports

Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13.3 bn in FY06, registering a growth of 33.4%, and is further expected to reach US$ 18.1 bn in FY07, posting a growth of 36%. Revenue from projects dominated the IT Services exports with a share of 58%, with outsourcing and support & training activities accounting for 33% and 9% respectively.

Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly Indias IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance & accounting contributes for the remaining 40-45%. Human resource and other high-end knowledge-based processes account for 2% and 8-10% respectively.

The Software product, Engineering services and R&D segment contributes around 17% of the software and services exports. India is well positioned in the engineering and R&D services segment. Apart from Indian companies offering these services, several foreign companies (both captive and third party) are also setting up base in India to provide these services. Overseas companies operating in sectors like hightech, telecommunications, automobile, aerospace, heavy machinery, construction and industrial products are looking at off-shoring their engineering and R&D related work to India.

Few important characteristics of the Indian IT sector include:

Export intensive: Ever since the industrys evolution, exports has been the major contributor to the industry.

Concentration on Low-end services: Low-end services such as customised software services and maintenance have been the key strength of the Indian IT companies. These companies are now however moving up the value chain offering end-to-end solutions to clients.

Labour intensive industry: The very nature of the services offered by the industry makes human resources a significant driver for the industry.

Fragmented industry: D&Bs inhouse database has identified over 8,000 companies which operate in the IT space in India, offering a wide range of software products and services. A large number of these companies are unorganised players

Skewed concentration: The revenues of the top four companies, TCS, Infosys, Wipro and Satyam, including income of their subsidiaries, account for around 22% of the overall industry. This skewness is all the more pronounced in the case of software services.

Emerging Trends in the Indian IT Services Industry

While the global IT players are aggressively scaling up their operations in India, due to the advantages that the Indian industry offers, the Indian IT companies are also preparing to tap the global market. The companies are witnessing significant change with regard to their service offerings and geographical concentration. Today, companies are expanding their service offerings from application development and maintenance to high end services like testing, consulting and engineering designing. The global delivery model has not only facilitated the companies in delivering quality of work but also helped them to control costs.

Concerns for the Indian IT Industry

Though demand conditions have been optimistic, the Indian IT sector is exposed to certain risks which may deter growth. An appreciating rupee, anticipated slowdown in the US economy, shortage of skilled manpower, limitations in domestic infrastructure and competition from other global players offering manpower at low cost like China, Philippines and Vietnam can have a negative impact on the performance of the Indian IT companies.

Besides, increasing activities of global MNCs in India will make difficult employee retention for Indian companies. NASSCOM opines that there will be a shortage of half a million people in the IT and ITeS segments by 2009. With an industry attrition level hovering around 20-25% (often

higher for smaller players), companies are likely to offer an increase of 10-15% in salaries in the coming years.

On the financial front, wage inflation of 10-15% and forex fluctuation can reduce the top line as well as the bottom line of the companies. Unless the Government defers the withdrawal of tax incentives which is due to expire after 2009, IT companies operating out of the Software Technology Parks of India (STPIs) are likely to witness an increase in their tax liabilities, which may reduce their profitability further.

CHAPTER 2 COMPANY PROFILE

COMPANY OVERVIEW

Allied Digital is well renowned as a leading Global IT Transformation Architect, with an impeccable track record for designing, developing, deploying and delivering end-to-end IT Infrastructure services.

With over two decades of proven experience Allied Digital responsibly delivers cutting-edge IT services and solutions to a wide range of industries spanning 35 countries across 5 continents.

Our inherent capabilities built on the philosophy of '3S' (Smart People, Smart Processes, Smart Technology); provides the strong foundation for a best-in-class Integrated Service Delivery Framework which consistently augments our overall value creation proposition to our clients; both effectively and efficiently.

As a trusted partner with wide range of service capabilities and state-of-the-art global command centres, Allied Digital help clients transform and succeed in challenging environments by making better IT decisions.

About Allied Digital Services Global provider of comprehensive solutions and services that help build flexible, scalable and highly available IT systems for you We seek to be your trusted IT partner with our vendor neutrality, in-depth technological competencies, proven service quality, rapidly scalable service delivery and meticulous governance methodology while executing projects

Publicly listed; current sales US$ 150 million with over 2,000 customers globally; YoY growth > 67% over last 5 years; 3,000+ employees

The most extensive direct presence in the industry: 132 locations in India & 40 locations in USA/ Australia

Robust capability across all service delivery models: On-site, Off-site, Off-shore Management depth in the organization delivers a world-class customer experience: Technology, Service Delivery, Customer Service/ Support, Operations, Pre-sales, Sales/Marketing

VISION AND MISSION

VISION To become most admired global IT Services provider by consistently applying and reinforcing 3 mega forces: Develop technological depth Augment resources, reach and infrastructure Leverage the best management practices for operational excellence

MISSION "We will operate as a global technology driven organization committed to customer needs, devoted to building lasting partnerships, and dedicated to acting with integrity, honesty and a spirit of collaboration with customers, suppliers, and employees. Furthermore, it is our promise to every client that we will guide, support and add value to every IT process within our customer's organization through our cost-effective professional expertise and our continuous after sales support.

OUR CORE VALUES

At Allied Digital, the pyramid is more than just our logo, it is the essence of what provides our strong culture. These are the set of values that provide our constant guiding light. At the pinnacle of this value pyramid is our commitment to ethics, our strict adherence to blatant honesty 'speak what you mean and express what you think.' In the top half, we have our triumvirate of attitude, relationship, and trust. In essence, it is our never-say-never attitude, our commitment to building everlasting relationships, and our continuous earning of the trust of each person that we encounter that allows us to maintain such long term relationships. In the bottom half, we have capabilities and infrastructure. At Allied Digital, we are always growing and evolving, developing superior capabilities and acquiring advanced technological infrastructure to put us ahead of our competitors. At the foundation of our value pyramid are our transactions which are the natural outcomes of our ethical practices and strong processes. These set of values govern and form the very fabric of Allied Digital and is the reason for everything that we are today.

CORPORATE GOVERNANCE

The Company believes that good Corporate Governance practices enable a Company to attract and enhance financial and human capital and leverage these resources to maximize long-term shareholders' value and preserve the interests of multiple stakeholders, including society at large. The Company believes in good Corporate Governance and has made Corporate Governance a practice and a continuous process of development. The Company's philosophy on Corporate Governance envisage the attainment of high level of transparency and accountability in the functioning of the Company and conduct of business and places due emphasis on regulatory compliance. This would help the Company to meet its obligation to its client's, employees and shareholder

Subsidiaries and JV Subsidiaries

Digicomp Complete Solutions Ltd.

In business since 1993, Digicomp, incorporated as a private limited company in 2001, is headquartered in Bangalore India. Digicomp has over 35 offices across India and a team of over 500 experienced professionals on board. The team is specialized and focuses on their core strengths to provide Digicomp clients with a varied blend of products and services that maximize

their business and brand value. Digicomp provides an end-to-end hardware services, Asset Recovery, Software Services and Reverse Logistics services through its single window solutions to meet the technical needs of the clients allowing them to focus on their core competence.

Joint Ventures e-Cop

Allied Digital and Singapore based e-Cop join hands to provide Managed Security Services to enterprises in 20 countries. Allied Digital will hold a majority stake of 80% while e-Cop will hold remaining 20% in the Joint Venture. Allied e-Cop Pvt Ltd. enjoys exclusivity in over 20 countries. Allied e-Cop is one of the largest threat intelligence networks in the world today with 7 Security Operating Centers (SOCs) across the globe. The multi- regional threat intelligence network will provide threat notifications and associate advisory services based on data collection from SOCs located in USA, Indian, Singapore, Malaysia, China, Hongkong and Thailand.

e-Cop is the trusted partner for managed risk and information security services to enterprises and governments. It offers a comprehensive suite of services to identify and deal effectively with threats and risks related to information security management. These services include Managed Security Services, Technology Consulting Services and Professional Security Services.

Widely hailed as an innovative and leading information security industry bluechip , e-Cop operates and maintains several Security Operations Centres (SOC) around the world. All of which are ISO/IEC 27001 certified and powered by its highly advanced, award-winning security event correlation technology developed internally by its R&D team.

e-Cops sedulous commitment to deliver a multi-pronged integrated suite of Professional Security Services and Technology Consultancy Services has earned itself numerous accolades as the industrys leader. Our clients tell us that they value the vision, leadership and customised services and solutions that we bring to our projects. Entrusting their information security management needs in the hands of e-Cop allows them to focus on what they do best and respond to the market faster.

Digicomp Electronics Testing Services (DETS) Pvt. Ltd., Singapore

DETS is a joint venture between Digicomp Complete Solutions Limited and TES-AMM (Singapore) Pte Ltd (www.tes-amm.com).

Digicomp Complete Solutions Limited is headquartered in Bangalore with 21 offices within India and more than 400 experienced professionals. Digicomp is competent in providing highly specialized end-to-end hardware and software solutions.

TES-AMM (Singapore) Pte Ltd is headquartered in Singapore with 24 offices spanning Asia, Oceania, E.M.E.A and Americas regions and more than 750 experienced professionals. TESAMM is competent in providing complete electronic equipment, epoxy resin, lithium ion battery recycling and precious metal recovery solutions. The formation of DETS is strategic to both JV partners.

DETS is headquartered in Singapore and immediately inherits the core competencies and global service network established by its founders. DETS is able to competitively extend its multifaceted services to all the OEMs, ODMs, System Integrators and EMS companies etc in the entire Information and Communication Technology (ICT) industry. DETS is a new industry benchmark where the most valued service and process attributes of both JV partners consolidate at a common platform, providing extremely cost effective single point of solutions for customers to encash.

How Our Network of Alliances Benefit Clients?

Our network with a host of alliance partners globally complements and extends Allied Digital's overall service capabilities. These relationships strengthen our ability to create Centers of Excellence and help clients achieve: sustainable IT cost reduction; reduced total cost of ownership; reduced delivery risk; and accelerated vendor identification and evaluation cycle time.

The continual transformation within the global IT landscape poses a constant challenge for organizations wishing to optimize existing assets and adopt new technologies. As a result, CXOs are searching for trusted and objective advisors with the breadth of knowledge and depth of experience to help them navigate the ever growing challenges and market scenarios. Some of the key benefits our partner relationships deliver for our clients include:

Reduced risk and costs associated with the services and technology process and ownership Competitive advantage by leveraging Allied Digital and it's partner's services network and solutions expertise Reduced IT costs with cost-effective solutions which can scale seamlessly to meet customers' changing requirements Ability to leverage trained resources to help you plan and build solutions. Allied Digital relies upon our network of alliances to augment our knowledge of the solution providers globally. In addition, our clients that leverage our network of alliances are able to reduce the risk and costs associated with the technology procurement process as well as the total cost of technology ownership; thus, streamlining and expediting intelligent decision making.

SWOT ANALYSIS

STRENGTHS

Right products, quality and reliability. Superior product performance vs. competitors. Brand Image Products have required accreditations. High degree of customer satisfaction. Good place to work Dedicated workforce aiming at making a long-term career in the field.

WEAKNESSES

Some gaps in range for certain sectors. Customer service staff need training. Processes and systems, etc Management cover insufficient. Sectoral growth is constrained by low unemployment levels and competition for staff

OPPORTUNITIES

Profit margins will be good. End-users respond to new ideas.

 New specialist applications. Fast-track career development opportunities on an industry-wide basis. An applied research centre to create opportunities for developing techniques to provide added-value services

THREATS Legislation could impact. Existing core business distribution risk. Vulnerable to reactive attack by major competitors.

CHAPTER 3 CONCEPTUAL DISCUSSION

MARKETING STRATEGY OF IT COMPANIES IN INDIA MARKETING STRATEGY- AN ANALYTICAL UNDERSTANDING

To begin answering this question, lets consider a few definitions. Marketing is defined in various ways by different people. The most suitable to the present context is all the activities involved in moving products and services from the source to the end user, including advertising, sales, packaging, promotion and printingi. The most critical entity implied by this definition is end user. The definition of society suitable to this context is Society is made up of people, groups, networks, institutions, organizations and systems. These aspects of society may include local, national and international patterns of relationships. People belong to informal and formal groups, and within and between these groups there are patterns of interactions. The most critical entity implied by this definition is people.

A marketing strategy is a process that can allow an organization to concentrate its (always limited) resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy is most effective when it is an integral component of corporate strategy, defining how the organization will engage customers, prospects and competitors in the market arena for success. It is partially derived from broader corporate missions, and corporate goals. They should flow from the firm's mission statement. They are also influenced by a range of environmental factors. A good marketing strategy should integrate an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Many companies cascade a strategy throughout an organization, by creating strategy tactics that

then become strategy goals for the next level or group. Each group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. Every marketing strategy is unique, but if we abstract from the individualizing details, each can be reduced into a generic marketing strategy. There are a number of ways of categorizing these generic strategies. A brief description of the most common categorizing schemes is presented below: Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies:

Leader Challenger Follower

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firms sustainable competitive advantage. Cost leadership Product differentiation Market segmentation Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types: Pioneers Close followers Late followers Growth strategies - In this scheme we ask the question, How should the firm grow?. There are a number of different ways of answering that question, but the most common gives four answers:

 Horizontal integration Vertical integration Diversification Intensification A more detailed schemes uses the categories: Prospector Analyzer Defender Reactor The objective of many marketing strategies in the last 10 years has been building the customers commitment to a brand or a dealer. This has taken three forms:

CREATING CUSTOMER SATISFACTION Delivering superior quality products and services (Gale and Chapman)

BUILDING BRAND EQUITY The sum - the sum of the intangible assets of a brand. Factors that contribute to this are: name awareness, perceived quality, brand loyalty, the associations consumers have towards the brand, trademarks, packaging, and marketing channel presence.

Creating and maintaining relationships (Peppers and Rogers). Success with any of these strategies will result in high levels of repeat purchase, insulation from price increases and improved responsiveness to marketing communications by customers. There has been an evolution of marketing thought and activity over this last decade. Initially, the

quality movement placed customer satisfaction as the ultimate goal of marketing programs. However, as satisfied customers were shown to defect to other brands or providers at relatively high rates, strategists looked to creating a greater commitment with the customer. Two ways to achieve this were to build brand equity (primarily for consumer products) and to build relationships (primarily for industrial products.) Brand equity used mass media advertising, corporate citizenship and public events sponsorship to build a brand image. Relationship marketing sought to build interdependence between partners and relied on one-to-one communications, historically delivered through the sales force. With the growth of marketing databases and the Internet, the ability to reach customers individually became a viable strategy for a wide range of firms including consumer products companies. The growth in relationship marketing was fueled by the writings of management consultants.

In 1993, Don Peppers and Martha Rogers published The One-to-One Future. Taking inspiration from mass customization manufacturing technologies and applying them to marketing communications, Peppers and Rogers encouraged a one-to-one focus on share of customer rather than the mass marketers share of market. This was based on the marketers ability to communicate a unique message to the customers based on the companys knowledge of their interests. They claimed that this one-to-one interaction with customers would lead to improved lifetime value.

Frederick Reichheld further developed the importance of building customer commitment in his 1996 book The Loyalty Effect. He focused on the cost of customer defection and set the stage for the problem by claiming many major corporations now lose and have to replace half their customers in five years. Using examples from financial service companies, advertising agencies, and manufacturing firms, Reichheld claimed that even small improvements in customer retention can as much as double company profits. This is because: It costs less to serve long-term customers. Loyal customers will pay a price premium. Loyal customers will generate word-of-mouth referrals to other prospective customers.

However, given the failure of many information technology investments to achieve the expected benefits, concerns about relationship marketing strategy are emerging. The section that follows addresses the questions of whether loyal customers are more profitable and under what conditions a loyalty strategy is appropriate. The major technology enablers for relationship marketing have been the Internet and enterprise- wide management information systems. The former allowed businesses, for the first time, to get low cost interactions with customers. The second allowed for a firm to generate a single view of a customer across all functional areas of a firm. Both of these systems together allowed for customized communication with a single customer for very large firms. Marketing strategies for product software assist software firms to determine the type of market analysis that is needed for decision-making. Two general strategies that are well known in the marketing discipline are:

Marketing mix and Relational marketing.

"Marketing mix" is the typical strategy for traditional mass marketers of product software in competitive markets. Structured market research, and agility in reacting to sales, are characteristic of their product development process (Alajoutsijarvi et al, 2000). An example would be Electronic Arts, with their various home computer software games, which are advertised on television and sold in many electronic stores. "Relational marketing", also known as relationship marketing, is used by product software companies who focus on long-term customer relationships (Alajoutsijarvi et al, 2000). An example of this is SAP, which offers enterprise resource planning systems, along with support (since the software is complicated to install). Maintaining customer relationships helps sell additional modules and future upgrades. Broethers and van't Kruis explain two other strategies that are important to the growth of software firms:

a service-based strategy; and a different marketing channels strategy.

Information about customer preferences, observations of customer reactions, and knowledge of past mistakes are important for the "service-based strategy". "Different marketing channels strategy" tries to discover non-traditional marketing channels to help increase distribution of software products to other target markets that take advantage of positional differences. "Alliancebased strategies", on the other hand, are helpful at providing knowledge exchanges, opening previously inaccessible markets (such as export markets), and an overall larger market access (1997). Besides helping with current strategies, market analysis can improve future planning and growth strategies that are helpful in product roadmapping decisions. It also helps discover areas where "complementary product development and "diversification strategies" can be profitable. Complementary goods can be in the form of other software products, hardware, or services, such as consultancy, user training, and customization (Rao & Klein, 1994). The development of these goods increases the opportunities for companies in the software market (Sengupta, 1998). Even complementary products from other vendors can lead to an increase in the value of the original product, while reducing the time to market (Messerschmitt & Szyperski, 2004). The complementary product strategy adds value by showing innovation, and creates a multiplier effect on the original product (Sengupta, 1998). Investing in other products and services aids in diversification, which can increase the overall customer base, and helps decrease the risks of being overly specialized (Rao & Klein, 1994). Diversification can, therefore, increase the financial health of the company. An example of this is Microsoft, which has increased the sales of its primary operating system software by offering products, such as word processing, and media player software.

Every exporter has to contend with three levels at which Image works Country Image, Corporate Image and finally, for branded products, the Brand Image. Most of our exporters suffer due to the poor image that buyers have of India as a country, and of Indian companies. India is perceived as backward, and Indian companies have a non-professional image in terms of almost any parameter known to affect successful marketing. Our quality is perceived as shoddy, packaging is not up to international standards, delivery is unreliable and export procedures unfathomable. There are, of course, some bright exceptions to the generally lackadaisical export performance. But there is still an image problem for Indias goods abroad. Issues like child labour, lack of environmental safeguards, and cruelty to animals have also had a negative image

contribution to various Indian exports such as carpets, garments and leather goods. A variety of factors contribute to the image a company has overseas. Some of these are within the companys control, and some are not. Of the factors which the company cannot entirely control, are the media coverage of a country by the world press and television, the occurrence of extraordinary events such as the unification of East and West Germany, or the breakup of Yugoslavia etc. which may affect international perceptions. Also, tourists from other countries may carry impressions of a country from their personal experience. In the case of India, for example, recent successes of Indian women in beauty paegents have contributed positively to a good image.

The time has come for Indian software companies to become multinationals and start companies in the West. Indeed, it may be one of the most desirable ways of increasing revenues and bottom-lines and might even be necessary to effectively fight multinationals to India. the current inflow of

ECONOMIC RATIONALE As more multinationals open development centers in India, it will become harder for the Indian companies to retain people. Multinationals can always afford to pay better, not because of their financial muscle, but because of the nature of the relationship between the parent company and its center here. For illustration purposes, let us consider a company in USA which does software development for itself. Say, it costs the company $7000/- per person month in USA. If it opens a development center in India, and spends $4000 per person month, it still saves $3000 per person month. On the other hand, an Indian software company developing software for clients, even if it charges $4000/- per person month, it cannot spend the entire amount as it must also make a profit in this $4000 rate. That is, given a rate in India, the multinational makes a profit even if it spends the entire rate amount on the Indian center. On the other hand, the Indian company can spend only about 60-70% of this on the center (assuming a profit margin of 3040%). Clearly, if salary wars really start, Indian companies will find it hard to win against multinationals. However, this economic logic can be inverted and used by Indian companies to increase their profitability and strength by going multinational. The idea is as follows. An Indian company starts a full fledged software development center in the USA, manned by people from

USA (and India). As a US company, this company charges US rates. However, it ?subcontracts? parts of its work to its parent company in India, making double profits on these parts (the US company makes a profit as well as the Indian company makes a profit). The relationship between the Indian company & its subsidiary is just reverse of the relationship a typical multinational has with its subsidiary in India. With multinationals, they provide work to their center, while in the case of Indian companies, it is their overseas center that will provide work to them. Note also this concept is different from setting up centers in other Asean countries to meet the manpower needs. The driving force here is not shortage of manpower, but the desire for higher rates and profits.

There is another economic reason to support such a move. Currently, Indian companies charge between $15 to $25 per person-hour of effort from their overseas clients. The rates for comparable expertise in the US are around $50 to $70; the rates in other developed or semideveloped countries might be lower. This means, that Indian software companies are already operating at around one third to half the hourly cost in the west. As most Indian software companies deploy lesser tools, and the level of technical education of many software professionals is not always very high, the chances are that the productivity and quality of Indian software may not be as high as in the West. All this means that it is unlikely that the rates that Indian companies can charge will increase as much in future as they have in the past---after all if the rate is close to the rate of an US or an European company, why would a US or European customer come all the way to India to get its software developed, given the perceived risks and psychological barriers that exist? On the other hand, the salaries are likely to continue rising. This will create pressure on the profit margins, and alternative means will have to be devised to increase profit margins. Going multinational might be just the right alternative for this.

FOCUSING FURTHER

Even if an Indian company wants to starts a company in USA, how should it face the competition there and create a market for itself? Unless there is a reasonable chance of succeeding, no company will make this move as investments are likely to be high. An average

SW professional in USA costs about $80,000. Hence, the cost of running a 50 person company in US is about $400,000 per year. In addition, there is also the cost of setting up the company. First prerequisite for this model to succeed is that the subsidary should have a strong US or European face. In other words, it should be a bona-fide local company, with local people, and, perhaps even local share holders. It should not be percieved as a marketing or work sourcing arm of an Indian company---in this situation, it is unlikely that any client will pay the prevaling local rates. In addition, it will be most useful if the Indian connection of this US company can be exploited to create a niche in the US software services market. One possibility is to exploit the time zone difference and the internet and multimedia technology to offer Rapid Application Development (RAD) services in well defined business areas. In the current times, there are many business sectors, in which time to market is one of the most important parameters. For these business segments, a rapid development service offering for their support software can create a niche for itself. An example of this is financial services where frequently the window of opportunity is small and so the software to support the services for this window has to be developed rapidly. However, just having development teams in two time zones is not going to be sufficient to provide a true RAD. Suitable development process models will have to be developed, and technology will have to be fully exploited for this. For example, incremental development models, or the evolutionary object-oriented models might have to be used to reduce dependencies between work elements, libraries of reusable components for the market segment will have to be built before hand to reduce the cycle time, proper distributed work-flow management tools will have to be built on the internet, and multimedia workstations might have to be used to pass work products and instructions from one developer to another. In other words, a lot of work will have to be done to precisely define and make possible the service offering. However, it is technically feasible (which was not the case a few years ago). Year 2000 is another such service where a niche can be created. There are various estimates of the total volume of business that will come due to the year 2000 problem varying from $50 billion to over $200 billion. One thing is clear that the year 2000 problem offers an enormous business opportunity, which companies world over are trying to encash. A company in the west that just offers a solution to the year 2000 problem might be able to create the niche needed to focus and succeed in the market.

RISKS Most of the risks in this strategy revolve around opening a center in the West, where costs are very high, and market fiercely competetive. One risk is whether there is a demand for the proposed service. A market survey can be used to get actual estimates of the market size and estimate the value of the proposed service. Another risk will be in marketing this service and showing that it is different and more effective than those offered by the competitors in the west. This is where the companies will have to apply their business and marketing expertise to make such a venture successful.

CHAPTER 4 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research

TITLE

MARKETING STRATEGIES OF ALLIED DIGITAL SERVICE INDIA

OBJECTIVE OF THE STUDY

1. To study the marketing strategies currently adopted by ALLIED DIGITAL global services India private limited. 2. To critically analyze the marketing strategy in this highly competitive Indian scenario and also its competitive product portfolio.

SCOPE OF THE STUDY The following are the limitations of the study:

The sample size was small and hence the results can have a degree of variation. The response of the employees in giving information was lukewarm. Organizations resistance to share the internal information. Questionnaire is subjected to errors.

RESEARCH DESIGN

The research design is the basic framework, which provides guidelines for the rest of the research process. The present research can be said to be exploratory. The research design determines the direction of the study throughout and the procedures to be followed. It determines the data collection method, sampling method, the fieldwork and so on.

NATURE OF DATA

PRIMARY DATA: Primary data is basically fresh data collected directly from the target respondents; it could be collected through Questionnaire Surveys, Interviews, Focus Group Discussions Etc.

SECONDARY DATA:

Secondary data that is already available and published .it could be

internal and external source of data. Internal source: which originates from the specific field or area where research is carried out e.g. publish broachers, official reports etc. External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet.

DATA COLLECTION

Primary data:

Primary data was selected from the sample by a self-administrated

questionnaire in presence of the interviewer.

SAMPLE SIZE: The survey is conducted among 100 respondents Sample Area: NCR Delhi Sample unit: Officials and Employees of ALLIED DIGITAL Global services in addition to the officials of other companies like HP, HCL, Satyam etc. in regard to the current research study

SECONDARY DATA: Articles, Reports, Journals, Magazines, Newspapers and Internet

Secondary data has been used which is collected through

SAMPLING TECHNIQUE Random sampling technique has been employed to extract the fruitful results. This includes the overall design, the sampling procedure, the data collection methods, the field methods and the analysis procedures

SAMPLING PROCEDURE ACTUALLY EMPLOYED: The process employed to select the sample was simple random sampling. Simple random sampling refers to that sampling technique in which each and every unit of the population has an equal and same opportunity of being on the sample. In simple random sampling, which item gets selected is just a matter of chance.

ANALYTICAL TOOLS: Simple statistical tools have been used in the present study to analyze and interpret the data collected from the field. The study has used percentiles method and the data are presented in the form of tables and diagrams.

SAMPLING METHODOLOGY Research methodology is a way to systematically solve the research problems. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that area generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods / techniques but also the methodology. Researchers not only need to know how to develop certain indices and tests, how to calculate the mean, the mode, the median or the standard deviation or the chi square, how to apply particular research techniques, but they also need to know, which of these methods or techniques, are relevant and which are not, and what would they mean and indicate and why. Researchers also need to understand the assumptions underlying various techniques and they need to know the criteria by which they can decide that certain techniques and procedures will be applicable to certain problems and others will not. All this means that it is necessary for the researcher to design his methodology for his problem as the same may differ from problem to problem. For example , an architect while designing a building, has to

consciously evaluate the best of his decision , i.e., he has to evaluate why and on what basis he

selects particular size, number and locations of doors, windows and ventilators, uses particular materials and not others and the like. I have carried out a research which is both qualitative and quantitative in its support. The qualitative approach applies to both, descriptive and inductive forms of research. While as in case of quantitative approach, an extensive use has been made of the literature available to carry out a detail research on the nature of the problem. I have chosen ALLIED DIGITAL Global as the target company for my research study. SAMPLING UNIT: Who is to be surveyed? The marketing researcher must define the target population that will be sampled. The sample Unit taken by me; General public of different age group, different gender and different profession

SAMPLING FRAME:The source from which the sample is drawn

SAMPLING TECHNIQUE: In the Project sampling is done on basis of Probability sampling. Among the probability sampling design the sampling design chosen is stratified random sampling. Because in this survey I had stratified the sample in different age group, different gender and different profession SAMPLING AREA: - NCR DELHI SAMPLE SIZE: - 100

LIMITATIONS

The geographical area was very much limited to residential area & so the results are not particularly reflection of the current behavior. 1. Due to limited time period and constrained working hours for most of the respondents, the answers at times were vague enough to be ignored 2. I was not only able to carry out the research on a greater basis

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

1. SINCE HOW LONG YOU ARE ASSOCIATED WITH IT INDUSTRY IN INDIA?

0-5 Years

6-10 Years

More than 10 Years

Response 0-5 years 6-10 years More than 10 years

No of Respondent 30 45 20

45 40 35 Number of respondent 30 25 20 15 10 5 0 Response

0-5 years 6-10 years more than 10 years

Interpretation

3o%.have Associated on 0-5 years 45%have Associated on 6-10 year 20%have Associated on above 10.

2. ACCORDING TO YOU WHICH IS THE MOST CONSUMER ORIENTED BRAND? a. HCL b. COMPAQ c. ALLIED DIGITAL d. WIPRO e. OTHERS

Response HCL COMPAQ ALLIED DIGITAL WIPRO OTHERS

No. of respondent 20 25 30 20 5

30

25

Number of respondent

20
HCL COMPAQ

15

IBM WIPRO

10

OTHERS

0 Response

Interpretation

20%.have Consumer oriented Brand on HCL 25% have Consumer oriented Brand on COMPAQ 30%.have Consumer oriented Brand on ALLIED DIGITAL 20%. ...have Consumer oriented Brand on WIPRO 5%.. have Consumer oriented Brand on OTHER..

3. WHAT IS THE MARKET POTENTIAL OF ALLIED DIGITAL GLOBAL INDIA?

a. Excellent

b. High

c. Medium

d. Low

e. Cant Say

Response Excellent High Medium Low Cant say

No. of respondent 20 25 30 10 15

30

25

Number of respondent

20
excellent

15

high medium low

10

cant say

0 Response

Interpretation

20%.have Market Potential of Allied Digital Global of Excellent 25% have Market Potential of Allied Digital Global of High 30%. have Market Potential of Allied Digital Global of Medium 10%. ... have Market Potential of Allied Digital Global of Low 15%.. have Consumer oriented Brand on cant say.

4.

HOW WOULD YOU RATE CONSUMERS PREFERENCE FOR ALLIED DIGITAL GLOBAL INDIA?

a. Excellent

b. High

c. Medium

d. Low

e. Cant Say

Response Excellent High Medium Low Cant say

No. of respondent 20 30 20 10 20

30

25

Number of repondent

20
excellent

15

high medium low

10

cant say

0 Response

Interpretation

20%.have Consumer Preference of Allied Digital Global of Excellent 30% have Market Potential of Allied Digital Global of High 20%. have Market Potential of Allied Digital Global of Medium 10%. ... have Market Potential of Allied Digital Global of Low 20%.. have Consumer oriented Brand on cant say.

5. WHAT IS EFFECT OF PRODUCT AND POSTER DISPLAY?

a. Excellent

b. Very Good

c. Good

d. Average

e. Poor d. None

Response Excellent Very Good Good Average Poor

No. of respondent 25 30 25 15 5

30

25

Number of respondent

20
Excellent

15

Very Good Good Average

10

Poor

0 Response

Interpretation

25%.have Effect Of Product And Poster Display on Excellent 30% have Effect Of Product And Poster Display on Very Good 25%. have Effect Of Product And Poster Display on Good 15%. ... have Effect Of Product And Poster Display on Average 05%.. have Effect Of Product And Poster Display on Poor

6. HOW WOULD YOU RATE THE EFFECT OF CATALOGUE?

Very Good b. Good

c. Average

d. Poor

e. None

Response Very Good Good Average Poor None

No. of respondent 20 25 30 10 15

30

25

Number of respondent

20
Very Good

15

Good Average Poor

10

None

Response

Interpretation

20%.have Effect Of Catalogue on Very Good 25% have Effect Of Catalogue on Good 30%. have Effect Of Catalogue on Average 10%. ... have Effect Of Catalogue on Poor 15%.. have Effect Of Catalogue on None

7.

PLEASE RANK PROMOTIONAL ACTIVITIES ON THE SCALE OF EFFECTIVENESS (RANK 1-6)

a. Canopy

b. Ads in Newspapers

c. Direct Marketing

d. Insertions

e. EPP

f. Cant Say

Response Canopy Ads in newspaper ERP Direct marketing Insertions Cant say

RANK 1 2 4 3 6 5

35 30 25
canopy

Rank

20 15 10 5 0 Response

Ads in newspaper direct marketing insertions ERP cant say

Interpretation

35%.have Rank Promotional Activities on Canopy 30% have Rank Promotional Activities on Ads newspaper 8%. ... have Rank Promotional Activities on ERP 15%..have Rank Promotional Activities on Direct Marketing 5%. have Rank Promotional Activities on insertions 7%.. have Rank Promotional Activities on Cant say

8. HOW WOULD YOU RANK THE IN-SHOP PROMOTIONAL ACTIVITIES OF CHANNEL PARTNER? a. Excellent b. High Response Excellent High Medium Low Cant say c. Medium d. Low RANK 1 3 2 4 5 e. Cant say

30

25

20
excellent
Rank

15

high medium low

10

cant say

0 Response

Interpretation 30%have Rank Promotional Activities of Excellent 20%have Rank Promotional Activities of High 25%. have Rank Promotional Activities of Medium 15%. have Rank Promotional Activities of low 10%have Rank Promotional Activities of Cantsay

9. WHO ARE THE MAJOR CONSUMERS OF ALLIED DIGITAL INDIAS PRODUCTS AND SERVICES?

Response Domestic market Foreign market Both Domestic and foreign market Cant say

No. of respondent 23 27 44

45 40 35
No. of respondent

30 25 20 15 10 5 0

domestic market foreign market both domesti and foreign market cant say

Response
Interpretation 23%-------------------- domestic market 27%---------------------foreign market 44%-------------------- both domestic and foreign market 06%--------------------- Do not know /Can not say

Fro the above response it is very clear that being a local operational body of a foreign company, the customer base of the ALLIED DIGITAL India is not concentrated only in the domestic market but in the foreign market as well.

10. MAJOR WEAKNESS OF ALLIED DIGITAL INDIAS MARKETING STRATEGY. Response Branding Publicity Infrastructure assessment Lack of distribution channels Cant say 7 No of respondent 7 9 26 51

60 50 40
branding

No of respondent

30 20 10 0
Response

publicity infrastructure assessment lack of distribution channels cant say

Interpretation Branding ----------------------------------- Publicity ----------------------------------------07% 09%

Infrastructure assessment and Development --- 26% Lack of effective distribution channels 51% Do not know / Can not say ----------------07%

CHAPTER 6 FACTS AND FINDINGS

FACTS & FINDINGS

The Customers are advised to look into the accessories 1. Features, 2. Utility, 3. Price first Before going for the Product Services

CHAPTER 7 RECOMMENDATION

RECOMMENDATION

The total information collected was on the basis of the discussion guidelines. So we did not get to interact with the people working at the operational level. But whenever we visited Global the working environment was very friendly & lively. We got to visit their cafeteria offering a wide variety of meals to the people at subsidized rates and all had equal opportunity to sit together be it the CEO, the VP , the Director or the CCS, recreational room which were very well build and lively to spend time when one is free. The work force is very young of an age group from 21 onwards.

CHAPTER 8 CONCLUSION

CONCLUSION

Since the financial reforms of 1991, there have been significant favourable changes in Indias service sector which was earlier lying as dormant. This thesis has assessed the impact of the reforms by examining in the context of a few objectives as stated earlier. Like custom software, other software services also face limits to off-shoring. Some limits are physical, such as the need for proximity to provide hardware installation and support services. Other limits may also exist, especially if tacit (un-codified) knowledge is to be exchanged. Technological development may change these limits. For example, the invention of the router led to the creation of data centers, thus reducing the need for on-site storage hardware and support services. Similarly, the Internet has enabled the remote installation and maintenance of software. By building targeted industry solutions that combine elements of Allied Digital products and services as well as applications from independent software vendor (ISV) partners, Allied Digital believes it will be selling the way customers want to buy. In some ways, Allied Digital sees itself moving back to its IT solutions vendor positioning of 20-30 years ago, and away from the piecemeal, build-it-yourself sales model that has characterized the industry in recent times.

BIBLIOGRAPHY
BOOKS Marketing Management, Keller Marketing Management, Gambhir & Prasad Marketing Management, Sellins

JOURNALS ICFAI University Press Journals On Marketing AAAI Journals On Marketing

MAGAZINES Business India Indian Business & Economy How to Build Strategy, Walkins

INTERNET www.google.com http://allieddigital.net/in/

APPENDIX
QUESTIONNAIRE This survey is being carried out to gather information about the marketing strategies of ALLIED DIGITAL Global India. The information is being used by management students for academic purpose only

1. Since how long you are associated with IT industry In India?

0-5 Years

6-10 Years

More than 10 Years

2. According to you which is the most consumer oriented brand?

HCL

Compaq

HP

Satyam

Wipro

Others (Please specify) ________________________

3. What is the market potential of Allied Digital Global India?

Excellent

High

Medium

Low

Cant Say

4. How would you rate consumers preference for Allied Digital Global India?

Excellent

High

Medium

Low

Cant Say

5. What is effect of Product and Poster Display?

Excellent

Very Good

Good

Average

Poor

None

6. How would you rate the effect of Catalogue?

Very Good

Good

Average

Poor

None

7.

Please rank promotional activities on the scale of effectiveness (Rank 1-6)

Canopy

Ads in Newspapers

Direct Marketing

Insertions

EPP

Cant Say

8. How would you rank the in-shop promotional activities of Channel Partner?

Excellent

Very Good

Good

Average

Poor

None

9. Who are the major consumers of ALLIED DIGITAL Indias products and services?

23 percent -------------------- domestic market 27 percent ---------------------foreign market 44 per cent -------------------- both domestic and foreign market 06 percent --------------------- Do not know /Can not say

10. Major Weakness of Allied Digital Indias Marketing strategy. Branding ------------------------------------ 07 per cent Publicity ----------------------------------------- 09 percent Infrastructure assessment and Development ---- -----------------------------26 percent Lack of effective distribution channels51 per cent Do not know / Can not say ----------------- 07 per cent

Thank you very much for your valuable time!