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Increase Awareness

Increase Awareness

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ACKNOWLEDGEMENT

Our first experience of project has been successfully, thanks to the support staff of many friends & colleagues with gratitude. We wish to acknowledge all of them. However, we wish to make special mention of the following. First of all we are thankful of our project guide Mrs.D.M.N.G.Dissanayaka under whose guideline we were able to complete our project. We are wholeheartedly thankful to her for giving us her value able time & attention & for providing us a systematic way for completing our project in time. We must make special mention of Mrs.S.Jayapalan, our project in charge for their co-operation & assistance in solving a technical problem. We would thank to our H.O.D. Mrs. Mrs.D.M.N.G.Dissanayaka & all lab maintenance staff for proving us assistance in various h/w & s/w problem encountered during course of our project. We are also very thankful to respective Director B.Gajasingha sir who gave us an opportunity to present this project.

Thank You

CONTENTS
ACKNOWLEDGEMENT CONTENTS

CHAPTER 01 - INTRODUCTIONS 1.1 1.2 1.3 1.4 Background Of Study Problem Research Objective of Study Methodology of Study 1.4.0 Type of Study 1.4.1 Data Collection Limitation of Study Theoretical Frame Work

1.5 1.6

CHAPTER 02 LITERATURE REVIEW 2.1 Organization Awareness 2.2 Capital Reach Leasing Ltd

CHAPTER 03 ENVIROMENTAL ANALYSIS 3.1 Financial Industry 3.2 PEST Analysis of Financial Industry CHAPTER 04 COMPETITIVE ADVANTAGES 4.1 Introduction
INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

4.2 Competitve Advantages Model 4.3 The Value Chain Analysis 4.4 Porter’s Generic Strategies 4.5 Programe Activities of Promotion/Awareness

CHAPTER 05 DATA PRESENTATION & ANALYSIS 5.1Analysis the Customer Questionnaires 5.1.1 Age category of Customers 5.1.2 Category of Gender

5.1.3 Category of Occupation 5.2 Analysis the Public Questionnaires 5.3 Analysis the Staffs Questionnaires

CHAPTER 06 CONCLUSIONS & RECOMMENDATION 6.1 Introduction 6.2 Conclusion 6.3 Recommendation

REFERENCESS

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

CHAPTER 01

INTRODUCTIONS
1.1 BACKGROUND OF STUDY For-profit organizations recognize the importance of market research, and have developed many sophisticated techniques to determine what the public will buy, how to price products and where to locate business. The success of not-for-profit housing also depends upon understanding the characteristics of market. Many organizations make the mistake of becoming attached to a particular production model without doing the necessary planning and evaluation to make sure it is really appropriate for them and their market. It's essential to take a careful, analytical look at the community before making program decisions, as choice of service area has important implications for nearly every other decision make. Community customer's wants are not necessarily the same as its needs, and are closely related to community values There may be a number of peoples are earning to median income in Badulla area and they need live in very normally. Similarly, if residents associate home ownership with single family homes and small yards, a program to provide ownership opportunities in a limited cooperative may not be very attractive. Firstly organization awareness is a very importance for every organization decision makes. Awareness considers in market, customers therefore market awareness using to organization may have a mandate to work in a certain neighborhood. Organization may be committed to expanding home ownership opportunities for high, low-income families throughout the city. Market is the community intend to serve. As the program models suggest, there are a number of strategies to make home ownership or rental properties more affordable. Many organizations make the mistake of becoming attached to a particular production model without doing the necessary planning and evaluation to make sure it is really appropriate for them and their market. It's essential to take a careful, analytical look at the community before making program decisions, as choice of service area has important implications for nearly every other decision make. And customer awareness using for create/build the organization goodwill it is give more benefits such as v .Increase profit v .Reduce Customer Support and Sales Costs v .Increase productivity v .Minimize price sensitivity v .Foster internal customer/supplier relationships v . Create a reputation for being a caring, customer-oriented company v .Easily Accessible Customer Service v .Increase customer satisfaction and retention v image in the eyes of the customer .Improve its v .Increase Customer Loyalty v .Increase Conversion Rates v .Increase customer satisfaction and retention v continuous improvements to the operation of the company .Bring about v itself from the competition .Differentiate v .Achieve a maximum number of advocates for the company

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

1.2 RESEARCH PROBLEM

“Less awareness about the Capital Reach Leasing ltd in Badulla Branch”

1.3 OBJECTIVE OF THE STUDY
MAIN OBJECTIVE

1.

Environmental Analysis 1.1. Financial Industry 1.2. PEST Analysis

2.

Competitive Advantages 2.1. 2.2. 2.3. Competitive Advantages Model Value chain analysis Generic Strategies

3.

Programmers activities of Promotion/Awareness

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

1.4 METHODOLOGY OF STUDY
1.4.0 TYPE OF STUDY

This is descriptive and quantitative study which analysis organization build/creative awareness/trust/promotion and new strategies of organization awareness/trust/promotion.
1.4.1 DATA COLLECTION
PRIMARY DATA

The intentions of data collection are fresh. It is the information that is developed or gathered by the researcher specifically for the research project to be done. There are various ways to collect primary data. Selecting a collection method depends on the nature of the research to be done. Here are some ways or methods of collecting primary data. Interviews The surveys and personal interviews Badulla Capital Reach Leasing Ltd have conducted Customers and Badulla Capital Reach Leasing Ltd In additional of Badulla Capital Reach Leasing Ltd staffs and Badulla area publics are interviewed. Questionnaires Questionnaire data are collecting the people about their attitudes, awareness, intentions, characteristics and behaviors. The Questionnaire sample units 50cutomers, 50publics and 10 office staffs
SECONDARY DATA

Secondary data is collected from external sources such as: Annual report
· · · ·

TV, radio, internet magazines, newspapers reviews research articles
INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

DATA ANALYSIS AND PRESENTATION

Collection of data's professionally analysis that mean using Marketing models and statistical techniques such as SWOT analysis, PEST analysis, Value chain analysis, Opportunity analysis, Generic strategies, etc and present data Tables, Graphs and Descriptive analysis are going to be used.

1.5 LIMITATION OF STUDY I have faced more problems in conducting this research. There is little limitation.
LIMITATION OF TIME

Lack of time main problem of this research therefore lack of time for preparing questionnaire, less time of interviews especially office staff's interviews, less time of information collection and all over not enough time for research preparation.
LIMITATION OF SAMPLES

Firstly selecting area is small for this research and selecting number of samples was little therefore only selecting 50 customers, 50 publics and 10 office staffs and it is not represent whole Badulla District
LIMITATION OF INFORMATION

Office manager and other staffs sometime not like to give all information, because organization security problem not allowed gain all information. Collecting other information's is not hundred percent matching with this project.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

1.6 THEORETICAL FRAME WORK

MARKET

COMPANY AWARENESS

BUYERS

PRMOTIONAL TOOLS MARKET MIX SOCIAL WELFARE

BADULLA

BADULLA CAPITAL REACH LEASING LTD

CUSTOMER AWARENESS

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CHAPTER 02

LITERATURE REVIEW
2.1 ORGANIZATION AWARENESS

Organization all activities are looking to customers based that mean consumer was considered as King of the market but in the contemporary society, consumers are no longer safe against the mal practices such as, substandard goods and unsatisfactory services. So awareness creation is base of all organization. Companies creating awareness, image and perception marketing research studies to understand the level at which consumers are familiar with and have positive opinions about their products or services. A high level of awareness is important to a company that is trying to grow larger market share. Awareness creation doing some ways there are
ADVERTISING AWARENESS

Measurement drives efficiency and improvement it any business exchange; especially in advertising. As a marketing director, need to measure the effectiveness of organization planned or ongoing advertising campaign. Perhaps need to evaluate awareness of specific promotions. Or goal may be to generate awareness of ads and brand across a subset of industry insiders. Notice rivals are beginning to reallocate media dollars and need to understand why .
OBJECTIVES OF AN ADVERTISING AWARENESS STUDY

To improve the return on your advertising dollars spent, trust Direct Opinions to partner with your company. Our proven methods for creating ad awareness surveys can help your business in three key areas: Competitive Ad Analysis -- Assess how your product or service offerings are perceived as compared to your competition. Identify customer expectations that impact satisfaction such as product quality, price, customer experience or technical support. Creative Testing -- What headlines, value propositions, and call-to-actions have the greatest marketing impact in your advertising? Awareness surveys can help uncover your most influential messaging in print ads, direct mailers, and collateral. Measuring Advertising Effectiveness and ROI -- You can use ad awareness measurement to determine which advertisements will cut through the clutter and leave a lasting impression.
BRAND AWARENESS

Branding is the process of developing a relationship with target audience. Target audience includes people who represent a specific group or market most likely to buy product and/or service, or most interested in the information you provide.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

CULTIVATING A RELATIONSHIP WITH TARGET AUDIENCE IS A 3-PHRASE PROCESS.

Phase 1: Increase Awareness Introducing organization to target audience, and reinforcing their understanding of who you are and what you do through continuous communication. Phase 2: Facilitate Recognition Moving target audience to a state of recognition, and fostering familiarity. When they see brand or hear name and/or organization's name, they readily identify it with organization's products and/or services. Phase 3: Compel Action Moving target audience from familiarity to a state of trust so they will be confident in making a purchase or using a service. Increasing Awareness through the creation and use of brand, and provides insights about the three goals that organization should focus on in the brand development and utilization process. Ideally, a brand facilitates a favorable first impression of organization. It provides a visual representation of what is the organization stand for, and is the key Identity piece that drives loyalty, establishes a brand identity, and provides a professional look. 3 Goals of the Brand Development & Utilization Process 1) Define identity Determining and developing the messages that should be communicated to target audience about the organization. 2) Communicate identity Determining the most appropriate and effective way that message and/or organization's message should be graphically communicated to target audience. 3) Make a connection Understanding the importance of continuous use of identity, and incorporating identity into various communication mechanisms to increase awareness about the organization. Awareness level measures whether consumers know about and are familiar with a company, organization, product, or service. Awareness can be measured in two forms:
INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

The extent to which consumer's think of a company or product on a top-of-mind basis in unaided awareness. A survey might ask, "When you think of companies that provide these kinds of products, which company first comes to mind?" The extent to which consumers who know about a company or product are familiar with that company or product is aided awareness. A survey might ask, "How familiar are you with this company? Would you say you are very familiar, somewhat familiar, or not familiar?”

Awareness created after build organization trust that is help to retaining customers all over life time .it is very important every activities and like organizational identity, trust can be examined at different levels. Trust at the level of organizations refers to a collective commitment and cooperation in order to achieve organizational goals. At the individual level, trust affects to willingness to co-operate and to commit to organizational changes. Trust has been described as the “social glue” that can hold different kind of organizational structures together Trust is an essential element in constructive human relationships. It creates togetherness and gives people a feeling of security. Trust is expressed at three levels within an organization: individual, group and system level. At the individual level, trust is based on interpersonal interaction. Trust can be defined as “the willingness of a party to be vulnerable to the actions of another party, based on the expectation, that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party.” Willingness to be vulnerable, to say take a risk, implies that there is something of importance to be lost. Different definitions and models of trust focus on features such as integrity, competence, openness, vulnerability, reliability and positive expectations .These features refer to trust as a positive expectation, that another person will not – through words, actions or decisions – act opportunistically. At the group level, trust is a collective phenomenon. Teams represent collective values and identities. Interactional histories give information that is useful in assessing dispositions, intentions and motives of others. Individuals' judgments about others' trustworthiness are anchored, at least in part, on their priori experiences about the others behavior .As values are commonly believed to guide behavior, sharing common values helps team members to predict each other's and leaders' behavior in the future. Shared values and shared goals reduce uncertainty, but also determine which types of behaviors, situations or people are desirable or undesirable. Teams also have rule-based trust. Rules, both formal and informal, include the knowledge that members have about tacit understandings. Rule-based trust is predominantly shared understandings relating to the system of rules regarding appropriate behavior. By institutionalizing trust through practices at the collective level, trust becomes internalized at the individual level. At the system level, trust is institutional and based on roles, systems or reputation, from which inferences are drawn about the trustworthiness of an individual. Trust can be seen as given, based on the role that an individual acts. Trust is tied to formal structures, depending on individual or firm specific attributes. Trust in organization refers to the global evaluation of an organization's trustworthiness as perceived by the employee. Employees continually observe the organizational environment when they consider whether or not to trust their organization. Organizational processes communicate the organization's views of its employees and their roles, and employees will respond to trust relations communicated by the organization.
INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Companies and organizations use market awareness and perception research to support their key operational and marketing decisions. Clients use the results to guide decisions about mission, goals, product design, customer service, personnel, delivery, marketing, communications, and public relations.

2.2 CAPITAL REACH LEASING LTD

Capital Reach Holdings Ltd (CRHL), a financial services provider incorporated in 2005 is the holding company of 3 subsidiaries namely Capital Reach Leasing Ltd (CRLL), Capital Reach Credit Ltd (CRCL) and Capital Reach Business Development (Pvt) Ltd (CRBDL). CRHL is involved in business rescue and turnaround services, consultancy services and project formulation, implementation and management services. Capital Reach Leasing Ltd is a Registered Finance Company incorporated in 1999 and licensed by the Central Bank of Sri Lanka under the Finance companies Act of 78 of 1988. The new equity investment which flowed in to the company in 2005 heralded a period of growth and gave the company the ability to focus on areas of strength allowing it to bypass threats in the market. The company provides Finance Leasing and Hire purchase facilities and accepts fixed deposits and savings. In 2008 CRLL established a unit for development and sale of property. CRLL is manned by a team of professional staff with vast experience in Marketing and Finance and is geared to provide the highest quality service to its clientele. Capital Reach Leasing Ltd is a specialized Leasing Company incorporated in 1999 and offers a variety of leasing services including Finance Leases, Operating Leases and Hire Purchase Financing. Capital Reach Credit Ltd was incorporated in 1999 to engage in Working Capital Finance and Personal Credit. Ours is a team of talented, hand-picked, multi-disciplinary individuals, who are practical and resultsoriented. We engage persons from a variety of disciplines including marketing, finance and legal and we are looking for those individuals with well rounded personalities and versatile interests who would be willing to grow alongside with us. The Capital Reach Group offers excellent career progression through training, challenging work and exposure to versatile areas of business. Additionally the Group has a branch network of 8 branches throughout Sri Lanka through which we offer all our products and services
INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

BRANCH NETWORK

Colombo 1, Lake Crescent, Colombo 2, Sri Lanka. Badulla 30, Anagarika Dharmapala Mawatha, Badulla, Sri Lanka. Chilaw 66, Ground Floor, Kurunegala Road, Chilaw, Sri Lanka. Galle 16 A, Gamini Mawatha, Galle, Sri Lanka. Kaduruwela 125, Batticaloa Road, Polonnaruwa, Sri Lanka. Kandy No.165, Kotugodella Veediya, Kandy, Sri Lanka. Matara 8C, 2nd Floor, F. N. Building, Station Road, Matara, Sri Lanka. Nuwara Eliya 36, Park Road, Nuwara Eliya, Sri Lanka. Rathnapura 1/200, Ground Floor, Main Street, Rathnapura, Sri Lanka.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

BOARD OF DIRECTORS
TEAM OF PROFESSIONALS

Company is a team of talented, hand-picked, well-respected, highly-recognized, immensely-successful, multi-disciplinary Consultants, who are practical and results-oriented. They engage leading specialists in the relevant fields in all consultancy assignments so that they can truly deliver *value-added* services to customer. They range of services, skills and reach is extensive. It enables us to examine customer issues and problems from various angles. Should the complexity of customer assignment require even wider skills than they originally envisaged, they will source the necessary skills to deliver what they promised. All they Team members possess positive frames of mind and are confident that they can deliver...customer requirements...on time...every time. Mr. Mayura Fernando – (Chairman) Mr. Nalin Wijekoon – (Managing Director) Mr. Daya Muthukumarana Mr. Ranjit De Silva Mr. Sirinimal Jayawardhane Mr. Anura Fernando Mr. Prakash Schaffter

MISSION STATEMENT OF CAPITAL REACH LEASING LTD.

VISION

“To be the preferred non banking financial institution in Sri Lanka”

v delight our customers through custom made financial solutions, served through our .To strive to professional and highly motivated team, committed to excellence. vshareholder value through stability and above average returns . To create v our continued commitment to being a good corporate citizen, and make a positive .To sustain contribution to the community and environment.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

MISSION

PRODUCTS AND SERVICES OF BADULLA CAPITAL REACH LEASING LTD.

Capital Reach Leasing Ltd has complete products and services are category to age groups. Products and services are dividing four types there are v Lending Products

v Saving Products v Real Estate

LENDING PRODUCTS.

h h

v Products Fixed Deposit

Harvest Lease - Aswanne

Hire purchase - Janahitha

h
Entrepreneur's Lease - Supiri

LENDING PRODUCTS

h

Harvest Lease - Aswanne A Finance Lease specially designed for the agricultural sector – seasonal payments to match with the harvesting period Entrepreneur's Lease - Supiri This is specially designed to match the cash flows of the client. Payment is via a lump sum at the end of the lease period instead of at the beginning Sale and Lease Back - Atamita A facility will help customer to overcome temporary cash flow constraints. Allows customer to obtain cash/ working capital by re-selling an asset Equal Installment Lease – Piripun Specially design for the Trading sector Operating Lease- Victory Provides with maintenance and without maintenance for any client looking for medium term usage of an asset. Hire purchase - Janahitha Gives tax advantages

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

h h
Operating Lease- Victory Equal Installment Lease – Piripun

Sale and Lease Back - Atamita

FIXED DEPOSIT PRODUCTS.

Capital Reach Leasing Ltd is a Registered Finance Company under the Central Bank of Sri Lanka as well as a Registered Finance Leasing Company (Reg. No.s 30 and FLA56). It has over 7 years of profitable operations behind it. They invite customer to invest in their Fixed Deposit schemes and take advantage of the attractive introductory rates and valuable gift opportunities. Other than the General fixed deposit, they have designed three Fixed Deposit products specifically to suit customer differing needs and they hope that customer will receive the maximum benefit from this differentiation. v deposit .General fixed v Deposit .Three Fixed

Junior savers deposit
SAVING PRODUCTS.
?Savings Itumina

A deposit for the modern woman

Senior citizens

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

REAL ESTATE

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

CHAPTER 03

ENVIROMENTAL ANALYSIS
3.1 FINANCIAL INDUSTRY

The Financial Market, which is the market for credit and capital, can be divided into the Money Market and the Capital Market. The Money Market is the market for short-term interest- bearing assets with maturities of less than one year, such as Treasury bills, commercial paper, and certificates of deposits. The major task of the Money Market is to facilitate the liquidity management in the economy. The main issuers in the Money Market are the Government, banks and private companies, while the main investors are banks, insurance companies and pension and provident funds. The Capital Market is the market for trading in assets for maturities of greater than one year, such as Treasury bonds, private debt securities (bonds and debentures) and equities (shares). The main purpose of the Capital Market is to facilitate the raising of long-term funds. The main issuers in the Capital Market are the Government, banks and private companies, while the main investors are pension and provident funds and insurance companies. The Financial Market can be also be classified according to instruments, such as the debt market and the equity market. The debt market is also known as the Fixed Income Securities Market and its segments are the Government Securities Market (Treasury bills and bonds) and the Private Debt Securities Market (commercial paper, private bonds and debentures). Another distinction can also be drawn between primary and secondary markets. The Primary Market is the market for new issues of shares and debt securities, while the Secondary Market is the market in which existing securities are traded. The Central Bank through its conduct of monetary policy influences the different segments of the Financial Market in varying degrees. The Central Bank's policy interest rates have the greatest impact on a segment of the Money Market called the inter-bank call money market and a segment of the Fixed Income Securities Market, i.e. the Government Securities Market. The Central Bank may also intervene in the inter-bank Foreign Exchange Market, which is closely connected to the Money Market. In finance, financial markets facilitate – The raising of capital (in the capital markets); The transfer of risk (in the derivatives markets); International Trade (in the currency markets) Types of financial markets The financial markets can be divided into different subtypes:
o o · · · ·

Stock markets, which provide financing through the issuance of shares or common stock, and enable the subsequent trading thereof. Bond markets, which provide financing through the issuance of bonds, and enable the subsequent trading thereof.

Commodity markets, which facilitate the trading of commodities. Money markets, which provide short term debt financing and investment. Derivatives markets, which provide instruments for the management of financial risk.
o

Futures markets, which provide standardized forward contracts for trading products at some future date; see also forward market.

· ·

Insurance markets, which facilitate the redistribution of various risks. Foreign exchange markets, which facilitate the trading of foreign exchange.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Capital markets which consist of:

The capital markets consist of primary markets and secondary markets. Newly formed (issued) securities are bought or sold in primary markets. Secondary markets allow investors to sell securities that they hold or buy existing securities. Without financial markets, borrowers would have difficulty finding lenders themselves. Intermediaries such as banks help in this process. Banks take deposits from those who have money to save. They can then lend money from this pool of deposited money to those who seek to borrow. Banks popularly lend money in the form of loans and mortgages. More complex transactions than a simple bank deposit require markets where lenders and their agents can meet borrowers and their agents, and where existing borrowing or lending commitments can be sold on to other parties. A good example of a financial market is a stock exchange. A company can raise money by selling shares to investors and its existing shares can be bought or sold. The following table illustrates where financial markets fit in the relationship between lenders and borrowers

Relationship between lenders and borrowers
Lenders Financial Intermediaries Banks Insurance Companies Pension Funds Mutual Funds Financial Markets Interbank Stock Exchange Money Market Bond Market Foreign Exchange Borrowers Individuals Companies Central Government Municipalities Public Corporations

Individuals Companies

Performance Indicators of key variables in Sri Lanka

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Financial System Stability Financial system stability means a safe and secure financial system which is able to withstand external and internal shocks. A stable financial system creates a favorable environment for depositors and investors, encourages financial institutions and markets to function effectively and efficiently, and hence, promotes investment and economic growth. Financial system stability requires a stable financial and economic environment within an effective regulatory framework and a safe and robust payment and settlement system. The maintenance of financial system stability entails identifying and addressing potential vulnerabilities and risks to the financial system. # # # # Creating a trust-worthy and enabling environment favorable to savers and investors Helping the transmission of monetary policy, thereby assisting the attainment of price stability Encouraging efficient financial intermediation, which eventually promotes investment and growth, and Encouraging effective and efficient operation of markets and improving distribution of resources in the economy

Structure of the Financial System The financial system in Sri Lanka comprises the major financial institutions, namely the Central Bank of Sri Lanka, licensed commercial banks (LCBs), licensed specialized banks (LSBs), registered finance companies (RFCs), specialized leasing companies (SLCs), primary dealers (PDs), pension and provident funds, insurance companies, rural banks, merchant banks, unit trusts and thrift and credit co-operative societies; the major financial markets, such as the foreign exchange market, money market, capital market and the informal financial market ; and the financial infrastructure which is the legal framework related to the financial system and the payment and settlement. Objective of Financial System Stability The objective of financial stability is much wider than the objective of financial sector supervision. Financial sector supervision follows a micro prudential perspective of examining each financial institution's performance and health to safeguard the interests of depositors and To promote the soundness of financial institutions. Financial system stability follows a macroeconomic perspective of examining the overall functioning and stability of the system including all clearing systems, the PSS as well as exchanges and depositories for securities etc. Although there could be a large number of financial institutions, the health of the financial system could be disturbed by the failure of a few major players, or Systemically Important Financial Institutions (SIFIs). Hence, the financial health of these institutions is important for a stability framework, and it, in turn, depends on the wellbeing of their clients as well as in the internal efficiency of those institutions. The macroeconomic environment, both international and domestic, could affect financial institutions and their clients and the entire financial system. What are the benefits of the system stability to the general public? Let us try to simplify this Statement. Our day-to-day life requires various forms of money transactions. Most of these Transactions require various services from the financial system to perform better. Some of us receive our income directly to our bank accounts or in cheques which are payable through banks. We can keep our savings in various deposits and investments offered by banks and financial Institutions while receiving interest income. In the event of urgent needs, we can withdraw our Savings from the institutions or through automated teller machines maintained by such Institutions. We can make payments to various parties through bank accounts or other payment Methods such as credit cards operated by the banks. Bank accounts provide a large number of Businessmen and firms with a most convenient means of depositing their sales proceeds and to make payments to various parties.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Financial institutions provide various types of loans to People who are in need of finance for the businesses and consumption purposes at a charge of interest. Exporters, importers and foreign travelers undertake their foreign exchange Transactions through banks. Some of us receive money from friends and relatives abroad through Banks. We can pay our utility bills through banks. Likewise, one can give a long list of such services provided by the financial institutions to facilitate our money transactions. When we part with our Money, we should be confident that they are safe with the institutions. Present Position of Sri Lanka Sri Lanka's finance industry has shown steady growth. It grew by 3.8 percent in the first quarter of 2009, with an economic growth rate of 1.5 percent. The lending credit growth slowed down in the first quarter and there is an increase in the non-performing loans. At present all registered financial institutions are in a stable position to cope with a substantial capital, an official of the CBSL told Daily News Business. "Due to the global economic downturn, there is an economic slowdown in the country, but as Sri Lanka has a growing economy we will recover soon. With the ushering of peace there is an expansion in all sectors of the economy. As a result, the Central Bank of Sri Lanka (CBSL), expects an economic growth of 4.5 percent in 2009." All development projects that are under construction in the Northern and Eastern provinces will add more importance to the country's economic growth and we hope to open banking institutions there, the official said. At present the finance industry is facing the challenge of reviving the growth of credit and with the development programs the situation will improve. As development activities require machinery and equipment, there will be a big demand for leasing and finance institutions in the Northern and Eastern provinces. The CBSL expects to introduce a new Finance Act, to strengthen the current regulations in the finance industry. The new law will restrict all unauthorized financial institutions. By strengthening the laws in the finance industry, the public will have more confidence in the investments and that will enhance deposits.

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Meanwhile, a media report yesterday stated that the Central Bank of Sri Lanka, which regulates Registered Finance Companies in Sri Lanka, has accepted in principle a proposal made by the Securities and Exchange Commission of Sri Lanka (SEC) to list Registered Finance Companies in the Colombo Stock Exchange. According to the Media report, Director General of the SEC Channa de Silva said Sri Lanka's Registered Finance Companies mobilized a substantial amount of savings in the country and this proposal is a move to increase the level of public scrutiny, accountability and transparency, he said. Listing on the Colombo Stock Exchange would enable these institutions to derive a wide range of benefits including improved visibility, enhancement of brand image and access to raise substantial capital. By obtaining a listing, the financial reporting and public disclosure levels of these institutions would be monitored by the Colombo Stock Exchange and the Securities and Exchange Commission in addition to the Central Bank's present regulatory scrutiny on operations, it said. The proposal to list the Registered Finance Companies would undoubtedly be a timely measure to further strengthen and enhance public confidence in finance entities, in the wake of the recent financial scandals which currently led to the decline of public confidence, the statement by the SEC said.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

3.2 PEST ANALYSIS OF FINANCIAL INDUSTRY POLITICAL

#

The Heads of State or Government were of the view that stability, peace And security in South Asia should be promoted together with efforts to Improve the global security environment. The Leaders emphasized the need to take appropriate measures to make international financial institutions and the global trading regime more responsive to the needs and concerns of the developing countries. They reiterated the call for genuine partnership among the developed and developing countries in international trade and finance and for the reform of the global financial architecture with an enhanced level of resources. Focus on credit quality and financial market conditions for maintaining Macroeconomic, in particular, financial stability. Monetary and interest rate environment enabling growth momentum consistent with price stability. Exchange Rate Management: In recent years, the annual policy Statements as well as mid-term Reviews have attempted to brings into sharper focus the main lessons emerging from our experience in managing the external sector during periods of external and domestic uncertainties. As articulated in the policy Statements in the recent years, the broad principles that have guided exchange rate management are:
·

#

# #

·

Careful monitoring and management of exchange rates without a fixed target or a preannounced target or a band. Flexibility in the exchange rate together with ability to intervene, if and when necessary. A policy to maintain a level of foreign exchange reserves which takes into account not only anticipated current account deficits but also 'liquidity at risk' arising from unanticipated capital movements.

#

Conversion of non-tradable government securities into tradable SLR securities Will help beneficiary banks raise additional resources for lending to the productive sectors in light of increasing credit needs of the economy. War, inefficiency, bribery, corruption , extortion, fraud, nepotism, cronyism, terrorism, frittering away public funds by the politicians and high ranking public servants, high energy costs, high inflation, uncontainable exchange rates, attitude problems are some of the factors that made things worse for our country. However, though the recent global crunch only added just one more factor to the hit list, the blow it can turn about could be severe due to its rapid and swift augmentation throughout. In every probability, there is no way Sri Lanka can keep away from the effects of economic recession but certainly the authorities could think and act sensibly towards finding ways of minimizing the impact by adopting proper policies. Most of all, the important thing is to adopt proactive policies

#

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ECONOMIC

# The Heads of State or Government agreed to accelerate cooperation in the core areas of trade, finance and investment to realize the goal of an integrated South Asian economy in a step-by-step manner. They expressed their determination to make full use of regional synergy to maximize the benefits of globalization and liberalization and to minimize their negative impacts on the region. While recognizing that trade and economic expansion is closely inter-linked, the Leaders made a commitment to widen and deepen the scope of regional networks of activities in trade and financial matters. # Keeping in mind the impact of real sector shocks on financial stability, any assessment of the banking sector needs to be done in the backdrop of national as well as international economic outlook. Now begun to feel the heat of ill-effects of the world economic recession despite various optimistic statements made by politicians and the top brass at high echelons in the government. Hundreds of private sector establishments in a number of fields have been shut down and employees are facing challenges they never ever thought could be realities. Around one million expatriate workers distended all over the world mainly in the Middle East, remit increasing amounts of Dollars to inject strength into our ailing economy. This top foreign exchange earner of our country is facing the risk of slamming the brakes on worker remittances as a result of the global financial crisis which would rigorously intensify our economic wretchedness. Strongest economy on earth with ubiquitous assets and gigantic martial command escorting the economic, political, intellectual and military supremacy over all other nations is where the tribulation set in motion. Financial, trading, service and production sectors in the world market are in ruins; banking institutions, investment companies, insurance and other asset management companies have crashed. Even Europe, Japan and Australia are going through the same fate. At the rate the financial crisis is swallowing up the world in full bloom and the credit crunch is munching the global markets in style, frail economies such as ours have no chance of standing alone. Most disturbing question is how long can we stand this situation? With all the efforts the world high powers are putting in, recuperation of the global trade and industry is at least a couple of years away. When the global financial crisis hit on the head, our economy was already burning in turmoil.

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SOCIAL AND CULTURE

Demography and CRM (Customer relationship Management) # Over the years, financial companies have expanded to cover a large geographic & functional area to meet the developmental needs. They have been managing a world of information about customers - their profiles, location, etc. They have a close relationship with their customers and a good knowledge of their needs, requirements and cash positions. Though this offers them a unique advantage, they face a fundamental problem. Furthermore, financial companies need to have very strong in-house research and market intelligence units in order to face the future challenges of competition, especially customer retention. Marketing is a question of demand (customers) and supply (financial products & services, customer services through various delivery channels). Both demand and supply have to be understood in the context of geographic locations and competitor analysis to undertake focused marketing (advertising) efforts. # Customer-centricity also implies increasing investment in technology. Throughout much of the last decade, financial companies world-over have re-engineered their organizations to improve efficiency and move customers to lower cost, automated channels, But this need not be the case. As is proved by the experience, financial companies are now realizing that one of their best assets for building profitable customer relationships especially in a developing country like Sri Lanka is the branch-branches are in fact a key channel for customer retention and profit growth in rural and semi-urban set up. However, to maximize the value of this resource, financial companies need to transform their branches from transaction processing centers into customer-centric service centers. This transformation would help them achieve bottom line business benefits by retaining the most profitable customers. Branches could also be used to inform and educate customers about other, more efficient channels, to advise on and sell new financial instruments like consumer loans, insurance products, mutual fund products, etc. There are active efforts to develop a relationship oriented model of operations focusing on customer-centric services. The biggest challenge our banks face today is to establish customer intimacy without which all other efforts towards operational excellence are meaningless. The banks need to ensure through their services that the customers come back to them. This is because a major chunk of income for most of the banks comes from existing customers, rather than from new customers.
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#

TECHNOLOGY

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Technology will bring fundamental shift in the functioning of Financial Companies. It would not only help them bring improvements in their internal functioning but also enable them to provide better customer service. Technology will break all boundaries and encourage cross border financial business. Financial Companies would have to undertake extensive Business Process ReEngineering and tackle issues like · how best to deliver products and services to customers · Designing an appropriate organizational model to fully capture the benefits of technology and business process changes brought about. · How to exploit technology for deriving economies of scale and how to create cost efficiencies, and · How to create a customer - centric operation model. Internet technologies are significantly reducing the cost and increasing the speed of information transfer between manufacturers, channel partners, and customers, challenging the dynamics of the traditional value chain. Relationships with end customers are no longer solely the domain of channel partners. Today, manufacturers are actively seeking direct interaction with customers. The challenge is how to obtain that direct interaction while still leveraging the value-add of channel partners. Latest technology through to archive following goal easily ? visibility into customer behavior and preferences to better fulfill customer Improve demand and improve product planning and production.
? Communicate product attributes and key selling themes directly to customers to

#

#

control and improve the customer experience
? the sales opportunity to dynamically up-sell and cross-sell related products. Leverage

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Technology solutions would make flow of information much faster, more accurate and enable quicker analysis of data received. This would make the decision making process faster and more efficient. For the Banks, this would also enable development of appraisal and monitoring tools which would make credit management much more effective. The result would be a definite reduction in transaction costs, the benefits of which would be shared between banks and customers.
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#

Apart from bringing about a change in the functioning of the banks both horizontally and vertically, technology has an important function to perform in developing a payments system network through which funds can be transmitted at less cost and quickly. While application of technology would help banks reduce their operating costs in the Long run, the initial investments would be sizeable.

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CHAPTER -04

COMAPETITIVE ADVANTAGES
4.1 INTRODUCTION

In recent years, inter-organizational competition has not only intensified, its nature has fundamentally changed: it has become more knowledge based, and the sources of competitive advantage have shifted unmistakably from physical assets to intellectual Resources While this emergent knowledge-based competition has affected a wide spectrum of organizations, it has raised some particularly significant challenges for firms competing internationally. The home-based sources of knowledge and 'ownership advantages' that had long enabled organizations to compete effectively in international markets are no longer adequate today. Global rivals now wrest competitive initiative by harnessing knowledge from sources in multiple countries in order to generate new product ideas as well as to build manufacturing know-how and technological strength. Indeed, with the increasing globalization of our economy, the ability to transfer and deploy knowledge across borders has become one of the central competitive concerns for many organizations. Competitive advantage occurs when a firm uses its resources and capabilities to develop organizational competencies that, in turn, create value for customers. Some think that competitive advantages must be unique to a single firm. While that would be a wonderful achievement for any organization, holding such a singular position in the world of commerce is not mandatory or even the norm. The search for a one-of-a-kind variable to base competitive advantage on actually deters many companies from pursuing any competitive advantages at all. Finding a unique item can be such a daunting task that there just does not seem to be enough time and energy to devote to developing a competitive advantage. Management often already feels so overwhelmed and overworked that the concept of competitive advantage is not given much more than lip service. Competitive advantage for its own sake is not the end. In Competitive Strategy (1980), Michael E. Porter identified various strategies and competitive advantages that could allow a business the opportunity to successfully implement. These strategies include: (1) offering superior customer value via product differentiation, and/or (2) operating with lower relative costs. Possible outcomes of these two positions include higher customer satisfaction and retention, greater market share, lower prices and more profitability. It is the responsibility of management to develop an organizational outlook that recognizes the importance of finding ways to increase customer value through their offerings and make sure the determinants of competitive advantage are nurtured and carried out. Qualities of competitive Advantage * Competitive advantage is strongest when sustainable-i.e., difficult or very expensive for competitors to replicate. * Competitive advantage does not mean a firm must hold this "ultimate" advantage over every competitor in the industry. The variable comprising the advantage might be held by more than one business in an industry. There is little argument that a competitive advantage held by a single business is to be prized. But consider that a competitive advantage shared by the businesses in the top 10 percent or upper third of an industry, while not unique, is far better than not having the competitive advantage and being one of the lower-tiered firms. * Competitive advantage must be something that, whether recognized or not by consumers, ultimately creates increased value for customers. Competitive advantages must be proven beyond the beliefs held within a firm. Ultimately, they will be judged in the marketplace * Organizational competencies are the foundation of competitive advantage.

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Resources and capabilities can lead to competencies Organizational competencies are created through the strategic use of organizational resources and capabilities. Competencies can lead to competitive advantages. Examples of organizational resources include financial, human, plant and location, patents and trade secrets, trademarks and copyrights, and brand image. Organizational capabilities are dictated by how these resources are integrated and utilized. For example, combining a firm's human and financial resources might result in a high degree of marketing skill and capability. Other areas of organizational capabilities include the areas of management, production, finance, legal, research and development, and management information systems. Competencies are a key to competitive advantage Organizational competencies are the basis of gaining a competitive advantage over rivals. However, not all organizational competencies are created equal. Competencies fall into three categories: (1) distinctive. (2) shared. (3) non-relevant. Distinctive organizational competencies are those that are unique to one or very few companies in an industry. Such competencies increase the value customers obtain in the business' offerings. Distinctive competencies lead to sustainable competitive advantages for the businesses that use them wisely. Shared competencies are those that, while not one-of-a-kind, are not widely held by rival businesses. These competencies include the use of resources and capabilities that allow a firm to conduct its business in a successful manner within its industry. While shared competencies are more commonplace than distinctive competencies, they are valuable due to their role in a firm's ability to offer increased value to customers. Non-relevant competencies are those areas that a business's does well, and even takes pride in doing, but do not increase value for the customers. Non-relevant competencies can have a negative impact on the firm as they use the business's limited resources and may actually direct management focus on areas that are not strategically important to the long-term health of the organization. A business with a non-relevant competency has three options: (1) do nothing with the non-- relevancy and conduct business as usual; (2) cease the practice altogether; or (3) turn it into distinctive competency.

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4.1 COMPETITIVE ADVANTAGES MODEL

When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of Business strategy is to achieve a sustainable competitive advantage. Michael Porter identified two basic types of competitive advantage: Cost advantage Differentiation advantage A competitive advantage exists when the firm is able to deliver the same benefits as competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of competing products (differentiation advantage). Thus, a competitive advantage enables the firm to create superior value for its customers and superior profits for itself. Cost and differentiation advantages are known as positional advantages since they describe the firm's position in the industry as a leader in either cost or differentiation. A resource-based view emphasizes that a firm utilizes its resources and capabilities to create a competitive advantage that ultimately results in superior value creation. The following diagram combines the resource-based and positioning views to illustrate the concept of competitive advantage:

Resources and Capabilities According to the resource-based view, in order to develop a competitive advantage the firm must have resources and capabilities that are superior to those of its competitors. Without this superiority, the competitors simply could replicate what the firm was doing and any advantage quickly would disappear. Resources are the firm-specific assets useful for creating a cost or differentiation advantage and that few competitors can acquire easily. The following are some examples of such resources: · Patents and trademarks · Proprietary know-how · Installed customer base · Reputation of the firm · Brand equity

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Capabilities refer to the firm's ability to utilize its resources effectively. An example of a capability is the ability to bring a product to market faster than competitors. Such capabilities are embedded in the routines of the organization and are not easily documented as procedures and thus are difficult for competitors to replicate. The firm's resources and capabilities together form its distinctive competencies. These competencies enable innovation, efficiency, quality, and customer responsiveness, all of which can be leveraged to create a cost advantage or a differentiation advantage. Cost Advantage and Differentiation Advantage Competitive advantage is created by using resources and capabilities to achieve either a lower cost structure or a differentiated product. A firm positions itself in its industry through its choice of low cost or differentiation. This decision is a central component of the firm's competitive strategy.

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4.3 THE VALUE CHAIN ANALYSIS

To analyze the specific activities through which firms can create a competitive advantage, it is useful to model the firm as a chain of value-creating activities. A value chain is a chain of activities. Products pass through all activities of the chain in order and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities The value-chain concept has been extended beyond individual organizations. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).

The goal of these activities is to create value that exceeds the cost of providing the product or service, thus generating a profit margin. Inbound logistics include the receiving, warehousing, and inventory control of input materials.
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Operations are the value-creating activities that transform the inputs into the final product. Outbound logistics are the activities required to get the finished product to the customer,including warehousing, order fulfillment, etc. Marketing & Sales are those activities associated with getting buyers to purchase the product, including channel selection, advertising, pricing, etc. Service activities are those that maintain and enhance the product's value including customer support, repair services, etc. Any or all of these primary activities may be vital in developing a competitive advantage. For example, logistics activities are critical for a provider of distribution services, and service activities may be the key focus for a firm offering on-site maintenance contracts for office equipment. These five categories are generic and portrayed here in a general manner. Each generic activity includes specific activities that vary by industry.

Support Activities The primary value chain activities described above are facilitated by support activities. Porter identified four generic categories of support activities, the details of which are industry-specific. Procurement - the function of purchasing the raw materials and other inputs used in the activities. value-creating

Technology Development - includes research and development, process automation, and other technology development used to support the value-chain activities. Human Resource Management - the activities associated with recruiting, development, and compensation of employees. Firm Infrastructure - includes activities such as finance, legal, quality management, etc. Support activities often are viewed as "overhead", but some firms successfully have used them to develop a competitive advantage, for example, to develop a cost advantage through innovative management of information systems. Value Chain Analysis In order to better understand the activities leading to a competitive advantage, one can begin with the generic value chain and then identify the relevant firm-specific activities. Process flows can be mapped, and these flows used to isolate the individual value-creating activities. Once the discrete activities are defined, linkages between activities should be identified. A linkage exists if the performance or cost of one activity affects that of another. Competitive advantage may be obtained by optimizing and coordinating linked activities. The value chain also is useful in outsourcing decisions. Understanding the linkages between activities can lead to more optimal make-or-buy decisions that can result in either a cost advantage or a differentiation advantage. The Value System The firm's value chain links to the value chains of upstream suppliers and downstream buyers. The result is a larger stream of activities known as the value system. The development of a competitive advantage depends not only on the firm-specific value chain, but also on the value system of which the firm is a part.

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4.4 PORTER'S GENERIC STRATEGIES

If the primary determinant of a firm's profitability is the attractiveness of the industry in which it operates, an important secondary determinant is its position within that industry. Even though an industry may have below-average profitability, a firm that is optimally positioned can generate superior returns. A firm positions itself by leveraging its strengths. Michael Porter has argued that a firm's strengths ultimately fall into one of two headings: cost advantage and differentiation. By applying these strengths in either a broad or narrow scope, three generic strategies result: cost leadership, differentiation, and focus. These strategies are applied at the business unit level. They are called generic strategies because they are not firm or industry dependent. The following table illustrates Porter's generic strategies:

This generic strategy calls for being the low cost producer in an industry for a given level of quality. The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain market share. In the event of a price war, the firm can maintain some profitability while the competition suffers losses. Even without a price war, as the industry matures and prices decline, the firms that can produce more cheaply will remain profitable for a longer period of time. The cost leadership strategy usually targets a broad market. Some of the ways that firms acquire cost advantages are by improving process efficiencies, gaining unique access to a large source of lower cost materials, making optimal outsourcing and vertical integration decisions, or avoiding some costs altogether. If competing firms are unable to lower their costs by a similar amount, the firm may be able to sustain a competitive advantage based on cost leadership.

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Cost Leadership Strategy

Firms that succeed in cost leadership often have the following internal strengths: · Access to the capital required making a significant investment in production assets; this investment represents a barrier to entry that many firms may not overcome. · Skill in designing products for efficient manufacturing, for example, having a small component count to shorten the assembly process. · High level of expertise in manufacturing process engineering. · Efficient distribution channels. Each generic strategy has its risks, including the low-cost strategy. For example, other firms may be able to lower their costs as well. As technology improves, the competition may be able to leapfrog the production capabilities, thus eliminating the competitive advantage. Additionally, several firms following a focus strategy and targeting various narrow markets may be able to achieve an even lower cost within their segments and as a group gain significant market share. Differentiation Strategy A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the firm to charge a premium price for it. The firm hopes that the higher price will more than cover the extra costs incurred in offering the unique product. Because of the product's unique attributes, if suppliers increase their prices the firm may be able to pass along the costs to its customers who cannot find substitute products easily. Firms that succeed in a differentiation strategy often have the following internal strengths: · Access to leading scientific research. · Highly skilled and creative product development team. · Strong sales team with the ability to successfully communicate the perceived strengths of the product. · Corporate reputation for quality and innovation. The risks associated with a differentiation strategy include imitation by competitors and changes in customer tastes. Additionally, various firms pursuing focus strategies may be able to achieve even greater differentiation in their market segments. Focus Strategy
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The focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better serviced by focusing entirely on it. A firm using a focus strategy often enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly. Because of their narrow market focus, firms pursuing a focus strategy have lower volumes and therefore less bargaining power with their suppliers. However, firms pursuing a differentiation-focused strategy may be able to pass higher costs on to customers since close substitute products do not exist. Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to a relatively narrow market segment that they know very well. Some risks of focus strategies include imitation and changes in the target segments. Furthermore, it may be fairly easy for a broad-market cost leader to adapt its product in order to compete directly. Finally, other focusers may be able to carve out sub-segments that they can serve even better.

Generic Strategies and Industry Forces These generic strategies each have attributes that can serve to defend against competitive forces. The following table compares some characteristics of the generic strategies in the context of the Porter's five forces.

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4.5

PROGRAM ACTIVITIES OF PROMOTION/AWARENESS

BADULLA CAPITAL REACH LEASING LTD

Leasing

Fixes Deposits

25% of Promotion Budget

75% of Promotion Budget

Paper Advertisement 70% of Total Budget Leaflets Advertisement 25% of Total Budget Banner campaigns 5% of Total Budget Street Promotion 10% of Total Budget
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CHAPTER 05

DATA PRSENDATION AND ANALYSIS
INTRODUCTION

This chapter is allocated for data analysis and presentation. Analysis data's are personnel interviews, survey and secondary data's. Collected data's analysis to find the solution and identify the problems, weakness and threat.
5.1 CUSTOMER QUESTIONNAIRES

Personnel Details
1. What is your age category? I .0-19 II. 20-29 IV. 40-49 V. Over 50 III. 30-39

2. Gender I. Male 3. Civil status I. Single 4. Living area I. The city

II.

Female

II.

Married

II. Near the city

III. Rural

5. What is your Occupation? ……………………………..............................................

Capital Reach Leasing Ltd Related Questions
6. How do you know about Capital Reach Leasing Ltd? I. Advertisement II. Staffs IV. Others (…………………………..) III. Friends

7. How long have you been using Capital Reach Leasing Ltd? I. Opening branch II. More than one year III. Less than one year
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8. What is the reason for choosing Capital Reach Leasing Ltd? I. Good Company II. Good Service III. IV. Others (…………………………..) 9. What is your opinion about capital Reach Leasing Ltd? I. Excellent II. Good

Good Interest rate

III.

Fair

10. How is relationship between you and Capital reach Leasing Ltd? I. Excellent II. Good III. Fair 11. Comparing another Company features do you think that Capital Reach Leasing Ltd Features have a good quality? I. Excellent II. Good III. Fair 12. Do you agree with the safety provided by Capital Reach Leasing Ltd? I. Yes II. No

ANALYSIS THE CUSTOMER QUESTIONNAIRES

One part of questionnaires collected from customers. Questionnaires using to 50 customers of Capital Reach Leasing Ltd.
5.1.1 AGE CATEGORY OF CUSTOMERS

In this research age dividing in six groups

Age
0-19 20-29 30-39 40-49 Over 50 Total

Number of Customers
02 08 23 12 05 50

Percentage
4% 16% 46% 24% 10% 100%

Analyzing of age category of Capital Reach Leasing Ltd Customers is several segments to dividing in these research.0-19 age group customers are 4% of whole sample and it is little percentage of all customers of sample, second group of 20-29 is 16% of whole customers, third group of 30-39 is 46% of whole sample and it is highest percentage of whole sample, fourth group of 40-49 is 24% of whole sample and it is second highest of whole sample and finally Over 50 of age group is 10% of whole sample.Above table details to 3039 age group customers are more dealing with organization and second highest of age group is 40-49 and that age group customers also dealing with organization.

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5.1.2 CATEGORY OF GENDER

These consider to male and female how to dealing with organization.
Gende r Male Female Total Custome rs 31 19 50 Percentage 62% 38% 100%

According to above table 62% of male and 38% of female are dealing with organization. And mostly male customers are mostly dealing to Capital Reach Leasing Ltd

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5.1.3 CATEGORY OF OCCUPATION

Occupation Teachers Business Government Staffs Executives Retired No occupations Total

Customers 21 11 07 05 04 02 50

Percentage 42% 22% 14% 10% 8% 4% 100%

Customers income and expenditure are depend on occupation, and there are six category to dividing of occupation .it is very useful for identify customer hope. According to above table 42% customers are Teachers and it is highest percentage of whole sample, 22% of customers are Business and it is second highest of whole sample, 14% of customers are Government Staffs Other group of executives are 10%, Retired customers are 8% and finally 4% of customers are no occupation.

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INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Result of above calculation describe the awareness activity are increase. All over awareness activity is increasing not enough because competitive companies more increase then Badulla Capital Reach Leasing Ltd.

Above Chart clearly describe questionnaires result. All the questions are not give full result therefore not high or not less of results

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5.2 ANALYSIS THE PUBLICS QUESTIONNAIRES

1. Do you have in intention of having Deposits/Leasing? I. Yes II. No 2. If you select deposits/leasing what are features consider? I. Good Company II. Good Service IV. Others (…………………………..)

III.

Good Interest rate

3. If you interested deposits/leasing what would be your selection under these category? I. Banks II. Finance companies 4. If it answered 3questions”Banks” what is the reason for it? I. Trust of banks II. Good service III. IV. Others (…………………………)

Good Interest rate

5. If it answered 4 questions” Finance companies” what is the reason for it? I. Special in Finance II. Good service III. Good Interest rate IV. Others (………………………….) 6. Do you know about Capital reach Leasing Ltd? I. Yes II. No 7. What is your opinion about capital Reach Leasing Ltd? I. Excellent II. Good

III.

Fair

8. How long have you been using Capital Reach Leasing Ltd? I. Opening branch II. More than one year III. Less than one year IV. Not using services 9. If it answered 7questions” Not using services” what is the reason for it? I. Less quality of service II. Don't know about the Capital Reach Leasing Ltd III. Others (…………………………………………………………………………) 10. Do you think there is enough publicity for capital Reach Leasing Ltd? I. Excellent II. Good III. Fair

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INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Above chart briefly explain public opinion .public opinion is just okay about Capital Reach Leasing Company

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5.3 ANALYSIS THE STAFFS QUESTIONNAIRES

1.Are you proud to work with capital Reach Leasing Ltd? I. Yes II. No 2. Are you satisfying your work load? I. Yes II. No 3. Do you all get enough relevant training? I. Yes II. No 4. Weather your Company is excepting your opinion / ideas? I. Yes II. No 5. Comparing other Company facilities do you think Capital Reach Leasing Ltd Facilities have a good quality? I. Excellent II. Good III. Fair 6. How is your office environment and customer relationship? I. Excellent II. Good III.

Fair

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Above table clearly describe the office staffs are full satisfy of their work

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CHAPTER 06

CONCLUSIONS AND RECOMMENDATION

6.1 INTRODUCTION

In this chapter is allocated to present conclusion and recommendation. Through the recommendation the research discussed several suggestions for the identified problems and weakness of the Badulla Capital Reach Leasing Ltd.
6.2 CONCLUSION

Through the light of this study it is pin pointed that Badulla capital Reach Leasing ltd are is mostly patronized by customers who belong to age category 30-39. The company activities are considering mostly teachers so the teacher's percentage is high. But other category customers are less. Because the activities they consider is not relevant to other field or is not reaching to the relevant field. So that might be reasons to loss of other category customers. When promoting/awareness the company mostly consider paper advertisement so reaching non paper render is less. Only the paper render get to know about company details. Considering competitive companies the method used for attracting public is not satisfied. So the potential customers keep their way to the most attractive competitors companies. Information technology has been developing day to day in financial. According to that development the company is not using the facilities provided by informational technology, to save time, to make work easier to provide facilities that are easy to customers. Examples E-Commerce, E-Money Transfer The company office environment looks like it is not satisfying the customers. So they don't believe in their company. So the customer percentage is decreased because of this.
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6.3 RECOMMENDATION

The Importance of Organizational Design and Change Organizational design helps a company deal with contingencies, achieve competitive advantage, manage diversity, and increase its efficiency and ability to innovate goods and services. Dealing with Contingencies A contingency is an event that might occur and must be considered in planning. An organization can design its structure to increase environmental control. Structure and culture are tools to respond to the complex global environment and changing technology. Structure can make employees aware of the environment. Gaining Competitive Advantage Good organizational design offers a competitive advantage. Competitive advantage emerges from core competencies, value creating skills, and abilities. Managers formulate strategies, specific decisions, and actions that use core competencies to create a competitive advantage. Managing Diversity The workforce has become more diverse with people of many national origins working for the same company. The workforce is aging. An organization must design its structure to maximize its diverse talents and to develop a culture that fosters cooperation. Promoting Efficiency, Speed, and Innovation Organizational design can increase efficiency. Companies must compete with low-cost producers globally and market new products and processes. Organizational design makes a firm more innovative. An entrepreneurial culture fosters innovation. Handling some Strategies v Market Strategies This component includes the company's relationship with existing and potential clients/customers, its knowledge of changing needs and opportunities in the market, the way it identifies and reaches its clients/customers, the quality and speed of service it provides, marketing, advertising, and the selling and management skills its possesses. Examine management's assumptions, perceptions, predispositions about the market, and determine to what extent they are valid. Use one or more of the following Marketing strategies: Use, improve -- marketing materials; advertising; trade shows; direct mail; market research; public relations; etc. Use one or more of the following Sales strategies: For Sales staff -- increase their selling time, increase their numbers, increase their knowledge, skills; engage sales reps, distributors; enhance customers' knowledge of what's offered; etc. Expand our business within the segments we serve; or expand into other segments; or expand our geographical area; or change the % of sales we make within our existing client base, segments, or geographical areas. Evaluate new opportunities in the market--in terms of acquisitions, new products/services, collaborations with others, etc. "Attract" the market to us - by immediately implementing cleanliness & organizing work to the next highest level; and by managing our finances better. (This can invoke a response and make the market come to us.)
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Products v & Services Strategies This component refers to the capacity of the company to deliver products and services. It includes the range and quality of products/services it markets, the technical knowledge and skill of sales and service staff, and the level of technology incorporated in its products/services and utilized to carry on business. Improve the technology of our products/services by adding one new dimension to it Attune our products/services to meet a psychological need of the client/customer, so that it provides greater enjoyment, security or educational value. Examine every technology our company employs and identify ways to reduce cost. Match our products/services as closely as possible with the needs of the market. Make improvements in our organization (structure, activities, systems, job positions, procedures, rules, regulations) that will improve the development and operation of our technology (including product/services). v Organization Strategies This is the component that holds everything together and forms it into a living whole. Organization consists of the structures, systems, policies, procedures and activities of a business, the manner in which it exercises authority, takes decisions, communicates, coordinates and integrates its activities. Establish clear job descriptions for every position, and create a system whereby the responsibilities and authority of each position are clear to other people in the company. Analyze the jobs of executives, managers, and supervisors to identify tasks that can be delegated to lower levels and the conditions necessary to make that delegation effective. Conduct an analysis of major activities in the company (such as selling, order taking, etc.) to identify ways to increase speed, reduce cost, eliminate unnecessary steps, and improve quality. Also, insure there are systems for every activity. Assess the effectiveness of important systems in the company (e.g. accounting, budgeting, personnel, information, planning) in terms of their speed, their personnel requirements, quality of work, cost of operations, and whether fully being utilized. v People Strategies This component covers the energies, abilities, skills, and attitudes of employees that can be harnessed for growth. People and companies grow together. Those companies that provide maximum opportunities for their people to grow, find maximum opportunities for their own growth. Recruit people with a high level of energy and good health. Review wage and salary scale, and ensure that the compensation for every position is not only fair, but perceived as fair. Whenever necessary, educate people to understand the true value of the company's benefits package.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

Finance vStrategies This component defines the way in which the company manages, monitors and utilizes capital resources for its growth. It includes the quality of systems and skills for accounting, budgeting and financial management, cash and credit management, control over purchasing and inventory, access to capital. Determine of our company is exploring and taking advantage of every conceivable source of finance to make our business grow. Determine what can be done to improve accuracy and timeliness of accounting so that information on performance is available as soon as possible after the day, week, the month, or the job is over. Determine how our company can utilize financial information as a positive instrument for tracking and monitoring performance on key activities. Determine what type of indicators we can develop as positive motivating tools to help managers and employees evaluate their own performance. Determine what are the key areas in which the company can save money by improving performance. Determine what can be done to raise performance in those areas.

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

REFERENCES

1.

Lecturer notes Marketing Management Mr. Jayapalan

2.

Lecturer notes Advatesment and Sales promotion Mr.D.M.N.G.Dissanayake

3.

www.wikipedia.com www.scribd.com www.articlesbase.com

INCREASE AWARENESS ABOUT CAPITAL REACH LEASING LTD.

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