A PROJECT REPORT On Bajaj Electricals Submitted in partial fulfilment for the degree of Bachelor of Business Administration,

!R! OB"#$ S"# % "#$RAPRAST%A !#"&ERS"T'( B) Shubham Pal BBA *+,-,.+,-/0 "$EA1 "#ST"T!TE O2 3A#A E3E#T 4 TEC%#O1O '
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Acknowledgment

I owe a great many thanks to a great many people who helped and supported me during the writing of this Summer Training Project. I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend my sincere thanks to all of them. I am highly indebted to Videocon, !", #dyog$ihar %hase&II,'urgaon, Haryana. %hone (o.) *1 +&+ 1,+** for their guidance and constant supervision as well as for providing necessary information regarding the project - also for their support in completing the project.

I would like to express my special gratitude and thanks to industry persons for giving me such attention and time. .y thanks and appreciations also go to my colleague in developing the project and people who have willingly helped me out with their abilities. I would like to express my gratitude and thank my Institution i.e. Ideal Institute Of Management And Technology and faculty without whom this project would have been a distant reality.

SUCHIT

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I&T!O'UCTIO&

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0he behaviour is characterized by the uni@ueness of individual expectations, the preference for multiple options, propensity to abandon brand loyalty and switch to competing brands that give higher value. 0he new breed is willing to import to satisfy specific re@uirement It is difficult to clarify this generation by conventional demographic factors and unless their thought process and buying behavior are fully understood, decisions on product designs and packaging, branding and distribution channels are likely to be misplaced. Aith the inevitability of change looming large over horizon, Indian companies must learn from their western counterpartsB not only to identify the sources, timing and direction of the changes likely to effect. India, but also the new competencies and perspective that will enable them to respond to these changes comprehensively and effectively. 3ompanies offering product or services will need to understand this new face of the customers. 0he changing demographic profile of the population in terms of education, income, size of the family and so on, are important but what will be more substantive in days to come will be the psychographics of the customer ice how they feel , think or behave. .arketers will have to constantly monitor and understand the underlying psycho graphics to map their respective industries are moving and decide what needs to be done, by way of adding value that

motivates customers to buy the companyCs products and influence the future industry structure.

3onsumer durables like fan, bulbs, tube lights, geysers play an important role for a small sweet home to a multipurpose project. 0o market the && ct and to establish brand loyalty, a good marketer has to go to real customers . 0he behavior differ one from another. It is essential to know their decision process, the factors influencing their behavior, the competitors marketing strategy and position in the market.

1n going through the market survey, I found different types of dealers trough which I can able to analyze the behavior of customers towards geysers , their decision regarding the purchase of geysers, choice of brand, company and its benefits.

MA(O! %ACTO!S I&%#U$&CI&) CO&SUM$! "$HAVIOU!* 0he major factors that influence the consumer behavior are) %roduct %rice %lace %romotion mix P!ICI&) A&' MA! $T SHA!$*

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%ricing is undoubtedly one of the most important decision areas of marketing. %rice and sales volume together decide the revenue of any business. 4s the sales volume in itself is dependent on price, pricing really becomes the key to the revenue of the business. %ricing is crucial to pro I &D is as well. %ricing becomes the vital decision area on account of certain other factors besides its crucial role in bringing revenues and profits to the business. P!ICI&) M$THO'+P!ICI&) ST!AT$)I$S* 0here are several methods of pricing) 3ost based pricing 2emand based pricing

3ompetition based pricing

%roduct line oriented pricing

2ifferentiated pricing

MA! $T SHA!$* .arket share constitutes the total market captured by :ajaj electrical limited in the whole consumer durable industry. 2uring my survey I found out that the market share in different areas are different because of different geographical regions, climate and number of different companies.

0he market share is determined by the help of total consumption of the particular area and the consumption of particular companyCs product in that area.
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0he market share of :ajaj electrical limited is growing with every financial year.

COMPA&, P!O%I#$

COMPA&, P!O%I#$

0he bajaj group of India owes immense gratitude to their founding father whose vision and dedication over the years has greatly helped to build a business house that can set standard in Indian industry.

;amnalal :ajaj was the founding father of the :ajaj 'roup. 0he dopted CfifthC son of .ahatma 'andhi, and the Cmerchant princeC who held the wealth he created in trust for the people of his country, 0rust & a simple word that contains a whole philosophy handed down by ;amnalal :ajaj to his successors. He valued honesty over profit. ;amalnayan :ajaj, elder son of ;amnalal :ajaj, followed footsteps of his illustrious father and consolidated the baja jj foundation. Aith characteristic foresight and pragmaticB vision, he launched a steady diversification programme which gave the current name E:ajajE both its shape and size. His uni@ue management style created a work culture that matched well with the national spirit he had inherited. 6amkrishna :ajaj took over the reins of the Ebajaj groupE in 1!< after Famalnayan :ajaj and steered the 'roup from strength to strength for over years. He had also

actively participated in the freedom struggle of the country. In post independent India, he had led the youth movement. /hekhar :ajaj, 3hairman - .anaging 2irector of :ajaj 9lectricals 8td., started his career with :ajaj /evashrarn after which he worked at :ajaj International, the groups
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export company. .r. /hekhar :ajaj joined :ajaj 9lectricals in 1!=*, became the .anaging 2irector in 1!=< and took over as the 3hairman and .anaging 2irector in 1!!+. .r. :ajaj is the 3hairman of :ajaj 'roup companies :ajG.)iBj International and Hercules Hoist %vt. 8td. and on the :oard of 2irectors of :ajaj 4uto and I2:I :ank. He was the %resident of 4//13H4., former %resident of Indian .erchant 3hambers HI.3I and 3ouncil for 7air :usinessB %ractices H37:%I

11

HISTO!,

%eople donCt just bring their brains to work) they also bring their hearts and soul. 0hey want to feel passionate about what they are doing and be a part of whatever is great. Ae at :ajaj 9lectricals 8imited, recognize this truism and seek out and strike a dialogue straight with the hearts and soulsI of our employees. Here is a @uote from .r. /hekhar :ajaj, our 3hairman and .anaging 2irector &

E9very individual has the potential to perform if he or she gets proper motivation, the right opportunity and the freedom to work. In the long run success is achieved when ordinary people perform extraordinarily. It is important to keep an open mind rather than drawing preconceived impressions about people. .ore often that not, such impressions will be proven wrong.E

7aster, Higher, /tronger & is our maxim, our way of individual and organizational performance. 0his is how we managed a successful business turnaround in :ajaj 9lectricals 8td & with and through each one of our employees. 4nd not only our excellent brand of products, cur people provide an excellent competitive advantage to us.

:ajaj 9lectricals 8td. is planning to enter into a licensing agreement for its luminarie business.

Ae are looking at a collaboration for our luminaire business )&<Gough a licensing agreement as there is a need for technologically superior products which are state&of& the art. Ae are in advanced discussions. I cannot disclose anything further at this stage,E :ajaj 9lectricals chief operating officer and president 6 6amakrishnan said.

0he luminaire business is one of the five special business units H/:#sI of the company. 0he others are appliances, pans, lighting and the engineering business. :ajaj 9lectrical luminaires find applications in the engineering, power, steel, cement, fertilizer, chemical and petrochemical sectors.

9arlier, :ajaj 9lectricals had entered into a licensing agreement with .orphy 6ichards of the #F for its irons. 0his tie&up also entails a technology transfer.

0he company is targeting revenues of 6s 1,*** crore by the year **<&*=. E0he biggest contributor to this will be the engineering business. 0ill recently, we were only into the manufacture of power transmission towers. (ow, we will be installing them too,E .r 6amakrishnan added. 0he engineering and projects business is also the fastest growing business.

0his business has an order book of over 6s 1,* crore and has grown by over =,J, senior company executives said. 0he company clocked net sales of 6s ,*,. " crore in the last fiscal and is expected to add around ,J to its topline this&K &I fiscal, he

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said. 0he company which had been facing tough times a few years back has bounced back after the implementation of a restructuring exercise.

0his entailed the reorganisation in to five /:#s, reduction in Kcrest rates, brand building, and a growth of revenues.

8ast year, the company also came out with a rights issue at premium of 6s 1, per share. 7urther, the company also of out of the die&casting business by giving a $6/ at the plant, selling the development rights of the land and entering into a non&compete clause with a competitor.

6evamp helps :ajaj 9lectricals 0urn 4round Hindu :usiness line ;anuary ?1, **, F. 'iriprakash $. F. $aradarajan :angalore ;an ?*, **,) :4;4; 9lectricals has restructured its entire operations, including shutting down some of its loss&making ventures, as part of its plans to turnaround the company.

:ajaj 9lectricalsC %resident and 3hief 1perating 1fficer, .r 6. 6amakrishnan, told :usiness 8ine that the restructuring has helped the company to turnaround and now

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it expects to double its revenues to about 6s 1,*** crore within three years. 0he company hopes to end the current fiscal with a revenue of around 6s "?* crore, an increase of * per cent over fiscal **?&*+.

.r 6amakrishnan said it had roped in 4ccenture 3onsulting to chart out a turnaround for the company. 4s per the new plan, :ajaj 9lectricals dropped its matrix structure for its organisation in favour of separate business units for each of its businesses.

It now has five separate business units & engineering and projects, luminaire, appliances, fans and lighting. E9ach of these units compete as separate businesses with its, competitors,E .r 6amakrishnan said. 0he company also got rid of unviable businesses.

7or example, it shut down its diecast operations and offered $6/ to 1=* people. It also sold surplus land of the unit.

He said the company also went in for financial restructuring by swapping high cost funds with low cost long&term debt. 0he banks too have lowered interest cost and increased the moratorium for another two years.

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0he company plans to invest about 6s * crore, spread over the next fiscal, to double the existing capacity in its engineering unit to execute its 6s 1"* crore worth of fresh order from %owergrid 3orporation for erection and commissioning of power transmission tower. .r 6amakrishnan said the engineering unit, which registered a growth of == per cent over the last fiscal, is expected to outpace other business units. 0he company expects about , per cent of its revenues to come from its engineering business, he said.

.r 6amakrishnan said with the %ower'rid according theril the status of approved 9%3 contractors, it expects bigger orders from the power company. He pointed out that with an estimated investment proposal of 6s <,,*** crore by %owergrid 3orporation, there was a huge opportunity for the company.

.r.6amakrishnan said the company had entered into a licensing arrangement with 0rilux, a leading 9uropean luminaries brand and a market leader in lighting in 'ermany. 0he tie&up, though is aimed to market the products to premium segments in the country, could lead to manufacturing 0rilux products in the long term. 0rilux would complement

:ajajCs own products to provide full spectrum of lighting products, he said. /imilarly, :ajajCs tie&up with #FCs leading small appliances brand .orphy 6ichards had helped it to position itself in the premium end of the market.

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.r 6amakrishnan said :ajaj 9lectricals has a market share of between 1, per cent and * per cent in the appliances segment, * per cent in luminaries and 1*

per cent in lighting. 0he company has also been able to take on the unorganised sector by offering competitive pricing of its products in the lower end. E1ur 3hina sourcing strategy has helped us to buy from the worldCs best without compromising on the @uality of the products,E he said.

:ajaj International %vt. 8td. is an associate company of :ajaj 9lectricals 8imited H:98I, and is a part of 0he :ajaj 'roup which has an annual turnover of #/L 1.+ billion, employing approximately ??,*** people.

0he :rand C:ajajC is a mark which guarantees highest international @uality standards. It signifies an uncompromising attitude towards any divergence frorn @uality products.

1ur group company Hind 8amps 8td. has had a manufacturing venture with %hilips Holland for more than five decades for '8/ and .iniature 8amps and for 7luorescent 0ubes.

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:ajaj 9lectricals Feeps on /hining .ore...

:ajaj 9lectricals 8imited H:98I is a part of the E:ajaj 'roupE of India who are in the business of steel, sugar, two wheelers - three wheelers. :ajaj 9lectricals is well established in their range of products such as lamps - tube lights, luminaires, small household appliances, ceiling fans - table fans and turnkey engineering services. 0he company has been in existence for the last "* years and has steadily grown and expanded its business both in domestic and international markets.

:ajaj 9lectricals has * branch offices and + regional offices spread in different parts of the country besides being supported by a chain of about "** distributors, ,** authorised dealers, over "*,*** retail outlets and over **

service franchisees

:98 today has five major business units comprising of lighting, luminaires, electric fans, home appliances, turnkey engineering projects. :98Cs export activities are well supported through its International division. 0he 3ompany has recently forayed into electric power generation through wind energy in its @uest to reduce the depletion of fossil fuels and preserved the environment.

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0otal >uality .anagement H0>.I has taken roots in some important business processes of the 3ompany. 7ew business units of the company have already received I/1 3ertifications while the other :#s are on the anvil to obtain the same. :98 has many technology tie&ups and collaborations with major international players, the details of which are given under business activities.

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P!$SS &$-S

0imes of India ;anuary

, **,

:ajaj 9lectricals has reported a !?.= percent rise in its net profit for the third @uarter ended 2ecember ?1, **+ at 6s +.<, crore as against 6s .+, crore in the corresponding period of last fiscal. 6evenues from operations during the @uarter were higher at 6s 1<* crore as against 6s 1 " crore i n the same period of **?&*+.

8eading the Aay 3orporate 2ossier 9conomic 0imes ;anuary 1+, **,

/hekhar :ajaj, 3hairman - .2, :ajaj 9lectricals 8td.

4 leader sets an example for others to emulate, and hence must be a high&level performer. HeCs also respected by subordinates and colleagues, alike. He must embody honesty, integrity and trustworthiness.

4 leader is knowledgeable and well read and must guide and empower his subordinates to perform their best.

He must also be supportive to his subordinates and fair at his workplace, at all times. He must be sympathetic, yet firm when re@uired. 4 leader is one who enthuses people by giving credit when itCs due, whom itCs due to, gracefully and @uietly.

4 leader is a builder of performance&oriented teams. He builds on peopleCs strengths and helps overcome their weaknesses. 4 leader is one who is whole&heartedly committed to the organisational goals and aspirations. 4 leader is the organisation, in essence.

0hese are points from the speech I made at a management conference 1* years ago, and these simple management truths are still relevant in running :ajaj 9lectricals today.

/ince the past , years that I have worked in :ajaj 9lectricals, I have seen many ups and downs & some that challenged my ideals and others that inspired me to continue.

1ne of the most important things for a leader is that he should be aware that he is the pillar in unfavourable times and the sole motivator for his employees when the ship starts to sink.

He shouldnCt be demoralised when things arenCt going as expected, nor should he be jubilant when things are going well. HeCs the one to support and motivate his team to tackle the impossible and find solutions to the most complex problems.

ItCs more valuable to take decisions fast, even with a few mistakes rather than delay decisions.

4round three years back, we were going through a downturn, I realised that unless we reduced our costs and make ourselves trimmer and take other corrective actions, the company wouldnCt be able to turn around.

0herefore, we instated a five&pronged strategy through the theme CAar for %rofitsC, where all members of 0eam :ajaj were involved in controlling fixed costs, reducing working

3apital, improving margins, increasing volumes and getting ,,ut of loss&making businesses.

6estructuring must be done easily only during a downturn, as everybody feels the need to change and are open to taking risks.

7or any organisation, people are the key assets and therefore communication is vital.

9ffective communication during bad times is imperative as opposed to suppressing information. I have learned that a pat on the back can go a long way, reaping more benefits than just financial rewards.

1ur focus on achieving a turnaround bore fruit when the company improved its market share in our restructured five business units. Ae extended and added value to our portfolio of products and solutions to meet differing customer needs.

In addition to our aggressive marketing activities we explored strategic alliances with business partners around the globe. >uality is important but soon it will be taken as given.

Ahat is going to differentiate different companies are innovation, service and distribution.

9very individual has the potential to perform if he or she gets the proper motivation, the right opportunity and the freedom to work. In the long run, success is achieved when ordinary people perform extraordinarily.

ItCs important to keep an open mind rather than drawing pre&conceived impressions about people. .ore often than not, such impressions will be proven wrong.

4 majority of labour problems arise because of improper management rather than the easily blamed labour attitude.

.ahatma 'andhi succeeded in uniting multi&lingual Indians against the :ritish rule Hin an era of no technological communicationsI because he could relate to the masses & as he understood their problems because he lived with them, like them, and empathised with them.

1ur strategy is to capture the bottom of the pyramid. IndiaCs population of 1** crore & from a liability can be converted into an opportunity for growth and profitability.

I would like to end with a @uotation by 8au&tzu & the founder of 0aoism 4 leader is best when people barely know that he exists. Ahen his work is done, his aim fulfilled, theyCll all say, EAe did it ourselvesE.

P!O'UCT P!O%I#$

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MA! $T SHA!$
/hareholding %attern 4s on ?1st 2ecember, *1* #nder 3lause ?, of the 8isting 4greement 4 1 3ategory %romoterCs holding %romotersM Indian %romoters 7oreign %romoters %ersons acting in concertN /ub 0otal) : ? aHiI aHiiI bHiI bHiiI bHiiiI (on&%romoterCs holding Institutional Investors (il .utual 7unds #nit 0rust of India :anks 8ife Insurance 3orporation of India 1riental Insurance 3ompany 8td. c + a 7lls /ub 0otal) 1thers %rivate 3orporate :odies ?=! != +.,* ,** 1,* ""=< <+"*1* 1*=*** (il ="1?+< *.*1 *.** *.*= =."? 1. , (il !.!< (il (o. of /hare held of shareholding

,"!?=,* ",.== (il (il 1*+++* ,<!= !* 1. 1 "<.*!

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Indian %ublic (6IsO13:s 4ny 1ther & (on 6esident 7oreign 3ompanies /ub 0otal) 'rand 0otal)

1,"<*1* ,!*, ,+?* 1,"** 1!=? +? ="+ ==*

1=.1? *.*< *.*" *.1= .!, 1**.**

as defined in 6egulation

HhI of /9:I H/ubstantial 4c@uisition of /hares and

0akeoversI 6egulation, 1!!<. 0he promoterCs holding shall include all entities in the promoterCs group&individual or body corporates. N as defined in 6egulation HeI of /9:I H/ubstantial 4c@uisition of /hares and

0akeoversI 6egulations, 1!!<. (ote) 1. 0otal 7oreign shareholding including 7oreign %romoters, 7ils, (6IsO13:s

7oreign :anks, 7oreign (ationals and '26 - 426 holdings is "!?, i.e. *.?1J of the total issued e@uity capital.

/hareholding %attern as on ?1st 2ecember, *1* #nder 3lause ?, of the 8isting 4greement %ersons Holding more than 1J of the shares of the 3ompany

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(ame of /hareholder 1. %romoters) ;amnalal /ons %vt. 8td. :ajaj 4uto 8td.

(o. of /hare 1+ !,+1 1<1!"<" ***** ***** 1?"+** 11+*** 1!*"=* !*<=" 1<,?"" (il (il (il

to e@uity capital 1".,+ 1!.!* .?1 .?1 1.,= 1.? . 1 1.*, .*? (il (il (il =."?

? + , " < = ! :

Hind .usafir 4gency %vt. 8td. :ajaj International %vt. 8td. /hri /hishir Famalnayan :ajaj /hri 6ahulkumar Famalnayan :ajaj /hri /hekhar :ajaj /hri .adhur :ajaj /hri 4nant :ajaj . 7oreign %romoters) (on&%romoterCs holding) ?a. .utual 7unds - #0I ?b. :anks 8ife Insurance 3orporation <+"*1* of India 1riental Insurance 3ompany 8td. ?c. 7lls +a. %rivate 3orporate :odies +b. Indian %ublic +c. (6IsO13:s +d. 4ny 1ther & (on 6esident +e. 7oreign 3ompanies

1. , 1*=*** (il (il (il (il (il (il (il (il (il (il (il (il

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1I .anaging director I %resident ?I $ice president +I (ational sales manager ,I 6egional manager "I 4ssistant manager <I /enior sales executive =I /ales executive !I 7inancial coordinator

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O"($CTIV$ O% TH$ !$S$A!CH

O"($CTIV$S O% TH% !$S$A!CH

0he objective of the project PPfactors affecting consumer buying behavior- to know the market position of :ajaj geysers Eare as followed & 1I 0o find out what does the user of the geyser think about :ajaj electrical limited. I 0o study their preference for the geyser brand selection. ?I 0o study the market opportunities of Bajaj electrical limited to help in the formulation of marketing strategy. +I 0o suggest some measures to make :ajaj electrical limited more competitive. ,I 0o study the customers satisfaction level in regards to the strength of the :ajaj electrical limited. "I 0o study the market prospects of Bajaj electrical limited. <I 0o study the reasons behind best geysers. =I 0o study strength and weakness of :ajaj geysers.

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STAT$M$&T O% TH$ P!O"#$M A&' ITS SI)&I%ICA&C$*

0he study is on Efactors affecting consumer buying behavior and market condition of bajaj geysers with a special synopsis on competitive marketing strategiesE. It covers aspects like market share of the company, buying attributes of customers, preference of the customer etc. 0he study is a modes effort at understanding the consumers attitude about :ajaj electrical ltd, which has a very good market share as their competitors. 6esearch simply means a search for facts&answers to @uestions and solution to problems. It is a purposive investigation. It is an organized en@uiry. In other words research means search for knowledge and research methodology is a way systematically solve the research problems.

It is a science of studying how the search is actually done. It presents the source of data collection, the sampling procedures and tools of investigation and limitation of the study.

.y research project has a specified framework for collecting the data in an effective manner. /uch framework is called Eresearch designE.

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The research /rocess*

It includes following steps 1. 2efining the research problem - research objective) 0he definition of the research problem includes the study of the topic Qfactors affecting consumer buying behavior - market position of :ajaj geysers in 2elhi E. . 2eveloping the research plan) /econd stage for developing the research plan calls for gathering the information. It consists of &

'ata sources* 0he researcher can gather primary data, secondary data or both.

%rimary data are data freshly gathered for specific purpose or for a specific research project.

/econdary are data that were collected for another purpose and already exist somewhere.

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!esearch A//roaches*

%rimary data can be collected in five ways) 01 Through obser2ation* 7resh data can be gathered by observing the relevant actors and settings. I %ocus grou/ research* 7ocus group research is a gathering of six to ten people who are invited to spend a few hours with a skilled moderator to discuss a project.

31 Sur2ey research* /urveys are best suited for descriptive research. /urveys are used to learn about people knowledge, beliefs, preferences and satisfaction. +I "eha2ioral data* 3ustomers leave traces of their purchase behavior in store scanning data, catalog purchase and customer database. .uch can be learned by analyzing these data.

41 $5/erimental research* 0he purpose of experimental research is to capture cause - effect relationship by eliminating competing explanations of the observed findings.

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!$S$A!CH I&ST!UM$&TS*

0hree main instruments used in collecting primary data are 01 6uestionnaires* 4 @uestionnaire consists of a set of @uestions presented to respondents. >uestionnaire needs to be carefully developed, tested and debugged before they are administered on large scale.

I Psychological tools* %sychological tools consist of laddering techni@ues - depth interviews.

31 Mechanical de2ices* .echanical devices are occasionally used in marketing research. 'alvanometer measures the interest or emotions aroused by exposure to a specific ad or picture.

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6U$STIO&S A!$ O% T-O T,P$S*

01 Closed end 7uestions I O/en end 7uestions 3losed end @uestion include) 2ichotomous .ultiple choice 8ikert scale /emantic differential Important scale

1pen end @uestions include)

3ompletely unstructured Aord association /entence completion %ictures

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SAMP#I&) P#A&
4fter deciding the research plan and research instrument, the marketing researcher must design a sampling plan. 0his calls for three decisions) 01 Sam/ling unit* Aho is to be surveyedR 0he market researcher must define the target population that will be sampled. 1nce the sampling unit is determined, a sampling frame must be developed so that everyone in the target population has an e@ual or known chance of being sampled. I have completed my survey in south - east 2elhi.

I Sam/ling si8e* How many people to be surveyedR 8arge samples give more reliable results than small samples. It mainly refers to no of respondents from the universe. .y sample size consists of ,* dealers of different home appliances brands. ?I Sam/ling /rocedure* How should the respondents be chosenR 0o obtain a representative sample, a probability sample of the population should be drawn.

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SAMP#I&) MA, "$

1I Probability sam/ling It includes) /imple random sampling /tratified random sampling 3luster sampling

&on /robability sam/ling It includes

3onvenience sampling ;udgment sampling >uota sampling

SAMP#I&) T$CH&I6U$ US$'* 2ue to constraint of tine, convenient sampling is used. 0his sampling method involves purposive or deliberate selection of particular units of the universe for constituting a sample, which represents the universe. In this population elements are selected for inclusion in the sample based on the ease of access.

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?I 3ollect the information 0he data collection phase is most expensive and most prone to error. 7our major problems arise in this phase)

1I /ome respondents will not be at home. I 1ther respondent will not cooperate. ?I 1ther will give biased answers. +I /ome interviewers will be biased.

+I 4nalyze the information 0he next to last step in the marketing research process is to extract findings from the collected data. 2ifferent types of statistical techni@ues are used.

,I %resent the findings 4s the last, the researcher presents the findings. 0he researcher should present findings that are relevant to major marketing decisions.

"I 2ecision making 4fter completing all phases decision is formulated that is advantageous for the organization. 2ecisions made are checked and implemented by managers.

STATISTICA# TOO#S US$'*

0abulation of data - develops fre@uency distribution., 4verages and measure of dispersion are computed. /imple and complex tables are used. 1ne dimensional diagrams are used e.g. bar diagrams. 0wo dimensional diagrams are used e.g. pie diagrams. 'raphs are used. /ampling methods are used.

+?

'ATA A&A#,SIS 9 %I&'I&)S

++

'ATA A&A#,SIS A&' %I&'I&)S

0he following pages give an in depth analysis and interpretation for the data collected from dealers. 9ach aspect of analysis is shown separately accomplished with tabulatation, a graphical representation and an interpretation for the same.

7ifty dealers were taken to collect the information or data. 1I Ahich geysers do you deal inR TA"#$ :0 :aj aj #sha $enus 6eckold /pare hot +* ?, * +, 1*

)!APHICA# !$P!$S$&TATIO&*

+,

GEYSERS IN WHICH DE !ERS DE !

N" "# RES$"NDEN%S 50 40 30 20 10 0 45 20 10

40 3 5

Venus

Reckold

Spare hot

N ME "# GEYSERS

'64%H &1 I&T$!P$TATIO&* 0he result shows that maximum number of dealers deal in 6eckold geysers H+,I whereas :ajaj dealers are H+*I, #sha dealers are H?,I, $enus dealers are H *I /parehot dealers are H1*I.

+"

I How old is your retail outletR 04:89& 89//&1 5946 1&+5946 +&=5946 =&4:1$9 1*J *J +*J ?*J

)!APHICA# !$P!$S$&TATIO&*
&"'% RE% I! "'%!E%
LESS-1 YEAR 10% 1-4YEAR 20%

8-A !VE 30%

LESS-1 YEAR 1-4YEAR 4-8YEAR 8-A !VE

4-8YEAR 40%

'64%H& I&T$!P$TATIO&* 7rom the above interpretation it is clear that 1*J dealers have less than 1 year old retail outlet, *J dealers have 1&+ year old retail outlet, +*J dealers have +&= years old retail outlet whereas ?*J dealers have more than = years old retail outlet.

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?I Ahich geyser do you think is best - whyR 04:89&? :ajaj 6eckold $enus #sha /parehot '64%HI348 69%69/9(040I1( )
&est Geyser
"sha 20% Venus 10% Sparehot 0% a#a# 20%

*J ,*J 1*J *J &

a#a# Reckold Venus "sha Sparehot

Reckold 50%

'64%H&? I&T$!P$TATIO& * ,*J dealers said 6eckold geysers are best, *J prefer both #sha - :ajaj whereas l*J said $enus is best.

+=

+I Ahat are the strengths of Bajaj geysersR 04:89&+ Strengths >uality 8ook %rice &o; of !es/ondents , * , )!APHICA# !$P!$S$&TATIO&*
Strengt(s of &ajaj Geysers
No) of Res*on+ents 30 20 10 0 $ual%t& Look Strengt(s 'r%ce 25 20 5 Ser%es1

I&T$!P!$TATIO&* , dealers said @uality is the :ajaj strength, * dealers said look is its strength whereas , dealers said price as its strength.

+!

,I

Ahat is the marketing prospect of :ajaj 'eysersR Table <4

.arketing prospect of :ajaj 'eysers 'ood 4verage :ad

%ercentage "*J ?*J 1*J

)!APHICA# !$P!$S$&TATIO&
Mar,eting *ros*ect of &ajaj Geysers
ad 10% (ood A*era+e 30% (ood )0% A*era+e ad

I&T$!P!$TATIO& "*J of dealers said good about marketing prospect of :ajaj geysers, ?*J said it as average whereas 1*J said it as bad.

,*

"I

4re you satisfied with the margin you got by selling :ajaj geyersR TA"#$:= 5es (o )!APHICA# !$P!$S$&TATIO&
Satisfaction !e-el
,o 30% Yes ,o Yes -0%

<*J ?*J

I&T$!P!$TATIO& <*J of the dealers are satisfied by the margin whereas ?*J dealers are not satisfied by the margin. 0hey want more margin on :ajaj geysers.

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<I

7or which brand of geysers the demand is highR TA"#$:> :rand :ajaj 6eckold #sha $enus /parehot 2emand ,J +*J *J 1*J ,J )!APHICA# !$P!$S$&TATIO&
Deman+
Sparehot 5% Venus 10% "sha 20% a#a# 25%

a#a# Reckold "sha Venus

Reckold 40%

Sparehot

I&T$!P!$TATIO& 7rom the above graph we conclude that maximum demand is of 6eckold H+*JI, then there is a demand of :ajaj followed by #sha - $enus.

=I

How much percentage of customer prefer following brandsR TA"#$ < ? :rands :ajaj 6eckold #sha $enus /parehot %ercentage of customer ?,J ?*J ,J 1*J *J )!APHICA# !$P!$S$&TATIO&
Deman+
Venus 10% "sha 25% Reckold 30% Sparehot 0%

a#a# 35%

a#a# Reckold "sha Venus Sparehot

I&T$!P!$TATIO& 0he above table shows that ?,J of customers want to purchase :ajaj geysers, ?*J f customers want to purchase 6eckold geysers, ,J of customers want to purchase #sha geysers - 1*J of customers want to purchase $enus geysers.

,?

!I

Ahat are the reasons for switching customers from :ajaj geysers to other geysersR TA"#$ < @

6easons 8arge delay in servicing 8ack of marketing strategies

(o. of respondents ?, 1,

)!APHICA# !$P!$S$&TATIO&
Reasons for s.itc(ing
40 30 20 10 0 35 15 Ser%es1

No) of res*on+ents

Lar+e dela& %n ser*%c%n+

Lack o. /arket%n+ strate+%es

Reasons

I&T$!P!$TATIO&

7rom the above table we conclude that major reasons for switching customers to other brand are large delay in servicing - lack of market strategies.

,+

1*I

How would you rank :ajaj geysers on a scale of 1*R TA"#$ < 0A

6ank 1 6ank 6ank ? )!APHICA# !$P!$S$&TATIO&

Ran, of &ajaj Geysers
No) of res*on+ents 40 30 20 10 0 Rank 1 Rank 2 Ran, Rank 3 10 30 10

1* ?* 1*

Ser%es1

I&T$!P!$TATIO& 0he above table shows that ?* dealers ranked :ajaj as second, 1* dealers ranked :ajaj as first whereas 1* dealers ranked :ajaj as third.

,,

S-OT A&A#,SIS

Strengths* :rand image %roduct @uality %roduct awareness in the market. 2ealers distributed widely across the country. 'ood will in the market. 1lder player in the market. -eaBness* 8ack of market strategies. 8ack of advertisement. 2elay in servicing facility. 8esser promotion effort. O//ortunities* 0ake advantage of brand image &&:aGjaj electrical limitedE 4bility to convince the dealer through market representation. 3an afford major tie&ups. ;oint venture would increase database- product range. Increase their presence at dealer point.

,"

 0o use market leader strategies. Threats* %resence of other competitors with good capture of market eg 6eckold, #sha, $enus. 8oyalty of consumers to other brands.

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SU))$STIO&

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SU))$STIO&S

I would like to recommend some points to the company. 0his is on the basis of the survey and analS&sis of the study conducted in south - east 2elhi. 1I 0he company should keep up its good work and should provide good sere&ice for its product at proper time, so that that the major dissatisfaction among the dealers and customers is not created.

I 0he company should give much emphasis on incentive schemes and more margin of profit so that dealers are able to make more sales and have more profit for the company.

?I /ince the purchase decision of the customer is mostly influenced by the dealers therefore the dealer should be fully e@uipped with the best of information and some gifts at certain purchases.

+I 0he company should work on positioning i.e. act of designing the companyCs offering and image to occupy a distinctive place in the mind of the target market.

,I 3ompany should use differentiation tools) In product differentiation it should focus on&

,!

 7orm 7eatures %erformance 2urability 6eliability 6epairability 2esign

In service differentiation it should focus on& 1rdering ease 2elivery

Installation 3ustomer consulting .aintenance - repair .iscellaneous

In personnel differentiation it should focus on& 3ompetence 3ompetence

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 3ourtesy 3redibility 6eliability 6esponsiveness 3ommunication

In channel differentiation it should focus on& 3overage 9xpertise %erformance

In image differentiation it should focus on& /ymbols /ymbols 3olors /logans /pecial attributes

"I 3ompany should also focus on events and sponsorships.

"1

<I 4s 6eckold and #sha are market leaders whereas :ajaj is market challenger in home appliances it should use market challenger strategies which are given below 7rontal attack) In pure frontal attack, the attacker matches its opponentCs product, advertising. price - distribution. 0he principal of force says that the side with greater manpower will win. 7lank attack) 0he major principal of offensive warfare is concentration of strength against weakness. 9ncirclement attack)

0he encirclement maneuver is an attempt to capture a wide area of the enemyCs territory. :ypass attack) 0he most indirect assault strategy is bypass. It means bypassing the enemy and attacking easier markets to broaden oneCs resource base. 'uerrilla warfare) It consists of waging small intermittent attacks to harass and demoralize the opponent and eventually secure permanent footholds.

=I Aall paintings, pamphletsK distribution procedure in the public can also help in the promotion of :ajai geysers.

"

#IMITATIO&S

"?

#IMITATIO&S

9very person try to do the work in the best possible way, but yet heOshe faces certain difficulties. :ut still proper care was taken to present the report in the best possible way, but still the difficulties which was faced are as follows&

1I 4rea of survey is also limited as survey was conducted in south 2elhi - east 2elhi only. I 0ime and other factors, which are beyond human limitation, have also a bearing on the study. ?I /ample size taken for the study is @uite small and it therefore does not represent the whole population. +I /ince only limited number of dealers have been selected which do not represent the whole of the dealers in the 2elhi city. ,I /ome of the dealers do not take interest in filling @uestionnaire. "I /ome of the dealers give wrong answers due to lack of interest. <I /ome of the dealers are biased.

"+

CO&C#USIO&

",

CO&C#USIO&

7rom the analysis following inferences can be drawn) /ome of the dealers mainly prefer to sell :ajaj geysers than to 6eckold geysers because they have been dealers of :ajaj company for the last ?* years. /econdly because of background reputation of the company.

2ealers are at the $iew, that the company needs to have some incentive schemes to promote m re sales because 6eckold and #sha are giving tough competition to :ajaj 9lectrical 8imited.

.ost of the dealers were the opinion that the company should adopt better methods for promoting their brand due to the entrance of the companyCs brand.

.ore promotional efforts are needed on the part of the company in media advertising so that each and every person comes to know about the :ajaj geysers.

.ost of the consumers give their preference to @uality and service of geysers. 0herefore company should take proper steps for improving the service facility for :ajai geysers.
""

 0he purchase decision of the consumers is mostly influenced by dealers due to their hold on the product and experience in dealing with that product. /o it is very necessary to have very good relationship with dealers - to give them benefits as far as possible.

3onsumers of :ajaj geysers prefer the overall look as compare to other geysers. /o the company should try to maintain it always.

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(4.9 17 294896 ) 42269// ) (4.9 17 /H1%) Ahich geysers do you deal inR :ajaj #sha $enus 6eckold /pare hot How old is your outletR 1&+ year +&= year = years - more T T T D D D T T T T T D D D D D

Ahich geyser do you think is best - whyR 1I Ahat are the strength of :ajaj geyserR 1I Ahat is the marketing prospect of :ajaj geyserR 'ood T D

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4verage :ad

T T

D D

4re you satisfied with the margin you are get by seling :ajaj geysersR 5es (o T T D D

7or which brand of geyser the demand is highR :ajaj #sha $enus 6eckold /pare hot T T T T T D D D D D

How much percentage of customers prefer following brands geysersR :ajaj #sha $enus 6eckold /pare hot T T T T T D D D D D

Ahat are the reasons for switching customers from :ajaj geysers to other geysersR 1I I How would you rank :ajaj geysers on the scale of 1*R

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P$!SO&S .r. 'aurav /axena&& -$"SIT$S www.bajajelectrical.com www.google.com MA)A.I&$S :usiness in India "OO S .arketing .anagement by %hilip Fotler

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