EXECUTIVE SUMMARY OF THE PROJECT: The project is titled as competitor’s analysis, as per the topic the project is analyzing

between two competitor brands. The competitor for ITC Mangaldeep is Cycle 3 in 1.In Agarbathi market: Market leader : Cycle 3 in 1 Market challenger : Mangaldeep 5 in 1

Cycle 3 in 1 is the main competitor of Mangaldeep, the sales is almost in the ratio of 3:1 between cycle and Mangaldeep .Today cycle is the market leader and is in the top of mind of the people because they were in this field for long time and the brand is very old, everyone are aware about cycle brand .Mangaldeep is the market challenger, the project mainly focus on what has to be done to become a market leader, what is the expectation from an agarbathi , why do users of agarbathi prefer Cycle, what is their feedback about Mangaldeep .How can we improve the sales of Mangaldeep? , what can be done to make it a market leader? A field study was done about the Agarbathi market to know the market better and to analyse the no of brands existing in this field ,how much sales are made .after the study of the market ,the research techniques to be applied and the field work is to be done followed by the analysis of the data obtained in the due course of time and then a presentation to be made about the field visit, what were research and findings out the research, and also to give some suggestions and recommendations to the company and which will help them to develop the brand in a better way. The field study was done in two main cities in Tamilnadu with a sample size of 600: PLACE SAMPLE SIZE



300 300


ACKNOWLEDGEMENT…………………………………….........................................2 EXECUTIVE SUMMARY…………………………………………………………….. 3 LIST OF TABLES ……………………………………………………………………. 6 LIST OF FIGURES……………………………………………………………............. 7 ABBREVATIONS ……………………………………………………………............. 8

1.1 1.1.1 1.2 1.3 1.4


Company Profile………………………………………………………………8 ITC’S corporate Stratigies…..…………………. ……………………………10 History of ITC LTD……………………………………………………..…....11 About Mangaldeep……………………………………………………………15 Mission & Vision.……………………………………………………………..16

CHAPTER 2 2.1 2.2 2.3 2.3.1 2.4 2.5 2.6 2.7 2.8


Introduction ………………………………………………………………..... 17 Competitor Array…………………………………………………………..… 19 Competitors profiling……………………………………………….…….…..21 Media Scanning ………….………………………………………………… .23 New Competitors…………………..……………….…………………...........24 About Cycle …………….….……………………………………….……….. 27 About Nandhi ………………………………………………………………... 28 About Onam………………………...………………………………………...28 About Sona Chandi…………………………………………………………….31


3.1 3.2 3.4 Background of the Problem ………………………………………………….. 32 Objectives………………………………………………………………………33 Limitations …………..……………………………………………………….. .33

4.1 4.2 Research Process ………………………………………………………………… 34 Research Design ………………………………………………………………… 35

4.2.1 Research Methods ……………………………………………………………….. 36 4.2.2 Secondary Data ………………………………………………………….…...........38 4.2.3 Sampling Technique ………………………………………………………………45


47 48 48

5.1 Areas under Coverage …………………………………………………………. 5.2 Observations …………………………………………………………………… 5.3 Hypothesis ………………………………………………………………………



Results of the survey……………………………………………………………..50

6.1.1 Reasons behind shifting of brands………………………..………………………53 6.1.2 Reasons behind not using Mangaldeep ……..……………………………………. 53 6.1.3. Statistics about Chennai …………..…………………………………………….. 54 6.1.4 Statistics about Coimbatore ……….……………………………………………...54


.66 REFERENCES ….5 Fragrance of Mangaldeep vs.8 Fragrance of mangaldeep……………………………………………………………63 7.……………………………………………………………73 9.........…... Cycle.6.5 Awareness of ITC………………………………………………………………...1......7 Awareness of schemes………………………………………………………………62 7...2 RECOMMENDATIONS &SUGESSTIONS………65 APPENDICE …………………………………………………………………..59 7.....6 Awareness of cycle…………………………………………………………………..…60 7.............3 CURICULAM VITAE……………………………………………………………78 4 ..55 CHAPTER 7 ANALYSIS OF SPSS 7...............4 Awareness of Mangaldeep………………………………………………………….....3 Usage per day………………………………………………………………………58 7..1 9......2 Sticks per use ………………………………………………………………………57 7..9 Summary ……………………………………………………………………………64 CHAPTER 8 CHAPTER 9 9....61 7.1 Regression between age & purchase made…………………………………………56 7...

Packaged Foods & Confectionery. Hotels. ITC is widely perceived to be dedicatedly nation-oriented.65 billion. Branded Apparel and Greeting Cards. Packaging. Branded Apparel. Greeting Cards. Information Technology. Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine.1 Company Profile ITC is one of India's foremost private sector companies with a market capitalisation of nearly US $ 15 billion and a turnover of over US $ 4. Rated among the World's Best Big Companies. As one of India's most valuable and respected corporations.CHAPTER – 1 1. ITC has a diversified presence in Cigarettes. Paperboards. Packaging and Agri-Exports. it is rapidly gaining market share even in its nascent businesses of Packaged Foods & Confectionery. In his own words: "ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. Agri-Business. Hotels. ITC ranks third in pre-tax profit among India's private sector corporations. While ITC is an outstanding market leader in its traditional businesses of Cigarettes. Chairman Y C Deveshwar calls this source of inspiration "a commitment beyond the market". ITC practises this philosophy by not only driving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain of which it is a part." ITC's diversified status originates from its corporate strategy aimed at creating multiple 5 . among India's Most Respected Companies by Business World and among India's Most Valuable Companies by Business Today. Safety Matches and other FMCG products. Paperboards & Specialty Papers.

ITC was the first company in India to voluntarily seek a corporate governance rating. For the Shareholder. This business leverages the core strengths of ITC in nation- 6 . ITC's production facilities and hotels have won numerous national and international awards for quality. Over time. is aggressively pursuing emerging opportunities in providing end-to-end IT solutions. ITC's Agri-Business is one of India's largest exporters of agricultural products." As part of ITC's business strategy of creating multiple drivers of growth in the FMCG sector. is expected to progressively create for ITC a huge rural distribution infrastructure.drivers of growth anchored on its time-tested core competencies: unmatched distribution reach. the strategic forays into new businesses are expected to garner a significant share of these emerging high-growth markets in India. ITC is one of the country's biggest foreign exchange earners (US $ 2. The Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its competitiveness by empowering Indian farmers through the power of the Internet.000 people at more than 60 locations across India. which has already become the subject matter of a case study at Harvard Business School. productivity. 80. superior brand-building capabilities.4 billion in the last decade). ITC's wholly owned Information Technology subsidiary. including e-enabled services and business process outsourcing. the Company has commenced marketing agarbattis (incense sticks) sourced from small-scale and cottage units.000 shareholders. This over-arching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. This transformational strategy. For the nation. ITC InfoTech India Limited. fulfill the aspirations of its stakeholders and meet societal expectations. The Company continuously endeavors to enhance its wealth generating capabilities in a globalising environment to consistently reward more than 4. ITC employs over 21. significantly enhancing the Company's marketing reach. safety and environment management systems. effective supply chain management and acknowledged service skills in hoteliering.

It has a rich organizational culture rooted in its core values of respect for people and belief in empowerment. Paperboards & Packaging. manufacture of high quality paperboards and the creation of innovative packaging solutions to offer Indian consumers high quality agarbattis. Paper.1.1 ITC’S CORPORATE STRATIGIES: ITC is a board-managed professional company. committed to creating enduring value for the shareholder and for the nation. brand building. 7 . Hotels. Its philosophy of all-round value creation is backed by strong corporate governance policies and systems • Create multiple drivers of growth by developing a portfolio of world class businesses that best matches organizational capability with opportunities in domestic and export markets. 1. • • • • • Continue to focus on the chosen portfolio of FMCG.wide distribution and marketing. Enhance the competitive power of the portfolio through synergies derived by blending the diverse skills and capabilities residing in ITC are various businesses. Benchmark the health of each business comprehensively across the criteria of Market Standing. Agri Business and Information Technology. Profitability and Internal Vitality. Continuously strengthen and refine Corporate Governance processes and systems to catalyze the entrepreneurial energies of management by striking the golden balance between executive freedom and the need for effective control and accountability. supply chain management. Create distributed leadership within the organization by nurturing talented and focused top management teams for each of the businesses. Ensure that each of its businesses is world class and internationally competitive.

Cigarettes & Tobacco. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses . Nehru Road) Kolkata. 2001. Hotels. the Seventies witnessed the beginnings of a corporate transformation that would usher in momentous changes in the life of the Company. which came up on that plot of land two years later. ITC's Packaging & Printing Business Division. and the name of the Company was changed to I.T. The Company's ownership progressively Indianised. This decision of the Company was historic in more ways than one. It is today India's most sophisticated packaging house. Packaging.2 HISTORY OF ITC: ITC was incorporated on August 24. Information Technology. Foods. Agri-Exports. Its beginnings were humble. The Company's headquarter building. Lifestyle Retailing and Greeting Gifting & Stationery .the full stops in the Company's name were removed effective September 18. would go on to become one of Kolkata's most venerated landmarks. 'Virginia House'. was the centre of the Company's existence. was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. for the sum of Rs 310. Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses. It was to mark the beginning of a long and eventful journey into India's future. 1910 under the name of 'Imperial Tobacco Company of India Limited'. 1926. (now renamed J. Limited in 1974. Kolkata. Chowringhee.C. A leased office on Radha Bazar Lane. 8 . The Company celebrated its 16th birthday on August 24. by purchasing the plot of land situated at 37.000.1.L. Paperboards & Specialty Papers. The Company now stands rechristened 'ITC Limited'.

an economically backward area in the state of Andhra Pradesh. create tourism infrastructure and generate large scale direct and indirect employment. with over 75 owned and managed properties spread across India. a Specialty paper manufacturing company and a major supplier of tissue paper to the cigarette industry. In 1985. environmental protection and community development. its shares have been held by ITC. productivity. Since then ITC's Hotels business has grown to occupy a position of leadership. in Nepal as an Indo-Nepal and British joint venture. The merged entity was named the Tribeni Tissues Division (TTD). ITC chose the hotels business for its potential to earn high levels of foreign exchange. In 2004. ITC's paperboards' technology. this division merged with the Company's Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. Since inception. In August 2002. Tamil Nadu. quality and manufacturing processes are comparable to the best in the world. In 1990. ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited.In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. Ltd (BIPCO). Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal). It is directly involved in education. In 1979. which today has become the market leader in India. ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range. British American Tobacco and various independent shareholders in Nepal. It has also made an immense contribution to the development of Sarapaka. Bhadrachalam Paperboards Division. ITC acquired Tribeni Tissues Limited. Bhadrachalam Paperboards amalgamated with the Company effective March 13. In November 2002. 2002 and became a Division of the Company. near Coimbatore. To harness strategic and operational 9 . ITC set up Surya Tobacco Co.

that has gained recognition from buyers and retailers as the single largest B-2-B platform for the Fashion Design industry. Also in 1990. In 2003. ITC's first rural mall.5 million farmers. a range of notebooks in the school stationery segment. In the same year. Now it extends to 9 states covering over 3. leveraging its agri-sourcing competency. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). a range of premium stationery products. The Division is today one of India's largest exporters. a vernacular range of greeting cards in eight languages and 'Expressions Paperkraft'. in 2002. ITC also launched 'Expressions Matrubhasha'. Wills Lifestyle became title partner of the country's most premier fashion event . TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002.synergies. Maharashtra and Uttar Pradesh. In December 2005. John Players. an exclusive line of prestige fragrance products. In 2006. ITC's Packaging & Printing business launched a line of high quality greeting cards under the brand name 'Expressions'. In 2000. the company rolled out 'Classmate'. ITC set up the International Business Division (IBD) for export of agri-commodities. ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. to select 'Wills Lifestyle' stores. In 2002. the product range was enlarged with the introduction of Gift wrappers. taking the event forward to consumers.Wills Lifestyle India Fashion Week . ITC also initiated a foray into the popular segment with its men's wear brand. christened 'Choupal Saagar' was inaugurated in August 2004 at Sehore. To mark the occasion. 10 . ITC introduced Essenza Di Wills. The year 2006 witnessed the ramping up of the Company's rural retailing network with 17 'Choupal Saagars' being operational in three states of Madhya Pradesh. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Autograph books and Slam books. ITC launched a special 'Celebration Series'.

a rapidly growing market share and a solid market standing. In a short span of 5 years. ITC entered the confectionery and staples segments with the launch of the brands Mint-O and Candyman confectionery and Aashirvaad atta (wheat flour). a top five global Business Process Outsourcing (BPO) provider. ITC Infotech has already crossed over US$ 60 million in revenues. ITC now markets popular safety matches brands like iKno. Delite and Aim. ITC Infotech India Limited. Jasmine. ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector. In 2002. It began in August 2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. ITC spun off its information technology business into a wholly owned subsidiary. ITC's popular agarbattis brands include Spriha and Mangaldeep across a range of fragrances like Rose. Sandalwood. It also has a joint venture with ClientLogic. In just six years. ITC's foray into the Foods business is an outstanding example of successfully blending multiple internal competencies to create a new driver of business growth. with an enviable distribution reach. ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain found yet another expression in the Safety Matches initiative. Sambrani and Nagchampa. In 2002. Mangaldeep. Bouquet. VaxLit. 2003 witnessed the introduction of Sunfeast as the Company entered the biscuits segment. to more aggressively pursue emerging opportunities in this area. the Foods business has grown to a significant size with over 150 differentiated products under six distinctive brands. ITC's entered the fast growing branded snacks category with Bingo! in 2007. Madhur. 11 .In 2000.

Madhur. Ananth and Mogra.1. Bahrain. Durbar. Mangaldeep is also available in 3-in-1 and 5-in-1 packs giving the consumer a choice of fragrances in a single pack. Jasmine. Anushri. With its participation in the business. Sandalwood. Six of ITC's small scale manufacturers are the first in the country to receive the ISO 9000-2001certification for agarbatti making.3 ABOUT MANGALDEEP: ITC has launched Mangaldeep Agarbattis across a wide range of fragrances like Rose. Oman and South Africa. United Arab Emirates. Mangaldeep is also being exported to United States of America. ITC aims to enhance the competitiveness of the small and medium scale sectors through its complementary R&D based product development and strengths in trade marketing and distribution. and to distribute agarbattis through the Khadi Bhavan / Khadi Bhandar outlets across the country. Mangaldeep is appropriately priced to appeal to a cross-section of consumers at various price segments. This collaborative 12 . a new fragrance Yantra has been launched which evokes the ambience of a temple. Recently. These agarbattis are available in innovative 'Fragrance-Locked' packaging. Singapore. 'Fragrance locking' is a unique concept of packaging which retains the fragrance for a longer period and helps in "Completing the Purity of Prayer". Malaysia. Tarangini. Nepal. The 'Mangaldeep' brand is fast emerging as the only national brand in an industry dominated by multiple local brands. Bouquet. ITC has also entered into an MOU with the Khadi & Village Industries Commission (KVIC) to source agarbattis from KVIC approved units.

ITC is also beginning to extend similar support to other NGOs in states like Bihar. ITC is also supporting an 'Agarbatti Community Participation Programme' run by the Vyakti Vikas Kendra. 13 . a non-profit organisation founded by the renowned spiritual guru Sri Sri Ravishankar and located near Bengaluru.venture is expected to result in employment generation. delivering superior and sustainable stakeholder value.4 MISSION & VISION: Vision Sustain ITC’s position as India’s most valuable corporations through world class performance. who are also setting up agarbatti units. particularly in the semi-urban and rural areas. 1. training village women in rolling agarbattis and employing these women in these units. Tripura and Tamil Nadu. Over 100 village women are gaining from the training that this organisation imparts in rolling agarbattis. creating growing value for Indian economy and company’s stake holders Mission To enhance the wealth generating capability of the enterprise in a globalizing environment.

present (and most importantly) future strategies • To provide an informed basis to develop strategies to achieve competitive advantage in the future • To help forecast the returns that may be made from future investments (e. Competitors Analysis Some businesses think it is best to get on with their own plans and ignore the competition. Many businesses are happy simply to track the competition.1 INTRODUCTION: Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. how will competitors respond to a new product or pricing strategy? Questions to ask What questions should be asked when undertaking competitor analysis? The following is a useful list to bear in mind: • Who are our competitors? (see the section on identifying competitors further below) • What threats do they pose? • What is the profile of our competitors? 14 . copying their moves and reacting to changes. Competitor analysis has several important roles in strategic planning: • To help management understand their competitive advantages/disadvantages relative to competitors • To generate understanding of competitors’ past.Chapter 2 COMPETITORS ANALYSIS: 2.g. Others become obsessed with tracking the actions of competitors (often using underhand or illegal methods).

Be aware of the potential for new competition.• What are the objectives of our competitors? • What strategies are our competitors pursuing and how successful are these strategies? • What are the strengths and weaknesses of our competitors? • How are our competitors likely to respond to any changes to the way we do business? The sources of competitor information can be neatly grouped into three categories: • Recorded data: this is easily available in published form either internally or externally. Attend industry conferences and trade shows Assess the competition's goals. 12 Points for Doing Competitive Analysis • • • • • • • • • • • • Be a customer Find out as much as you can about the people who run competing businesses Buy stock in your competitors Talk to your competitors' customers. Use the Internet. • Observable data: this has to be actively sought and often assembled from several sources. Check public filings. Some of the components are: • Competitor array 15 . coming from discussions with suppliers. perhaps. • Opportunistic data: to get hold of this kind of data requires a lot of planning and organisation. Much of it is “anecdotal”. Good examples include competitor annual reports and product brochures. previous management of competitors. customers and. A good example is competitor pricing. Get to know local librarians. Don't delegate the job of keeping up with competitors Define the competitive landscape broadly.

this can best be displayed on a two dimensional matrix .Economies of scale 4 .Customer focus 3 .6 4.3 . • • • multiply each cell in the matrix by the factor weighting. sum columns for a weighted assessment of the overall strength of each competitor relative to each other. The steps include: • • • • • define your industry .4 3.9 4 18 .6 16 .The sum of all the weightings must add up to one. rate each competitor on each of the key success factors .4 .1 1.5 .competitors along the top and key success factors down the side.2 COMPETITOR ARRAY: One common and useful technique is constructing a competitor array. An example of a competitor array follows: Competitor # 1 rating 6 4 3 Competitor #1 weighted 2.Product innovation Totals Weighting .0 6 20 .4 1.2 1.2 .6 Competitor #2 rating 3 5 3 Competitor #2 weighted 1.2 .Extensive distribution 2 .6 • Key Industry Success Factors 1 .• • • Competitor profiling Media scanning New competitors 2.scope and nature of the industry determine who your competitors are determine who your customers are and what benefits they expect determine what the key success factors are in your industry rank the key success factors by giving each one a weighting .

Oxford. specifically. to focus your information on how it impacts the markets in which your product competes. While most of this report focuses on the overall analysis of the competitor. When the success factors are weighted according to their importance.Based on material presented in "Beat the Competition: How to Use Competitive Intelligence to Develop Winning Business Strategies". In this example competitor #1 is rated higher than competitor #2 on product innovation ability (6 out of 10. compared to 4 out of 10) and distribution networks (6 out of 10). Two additional columns can be added. Ian Gordon. where possible. but competitor #2 is rated higher on customer focus (5 out of 10). In one column you can rate your own company on each of the key success factors (try to be objective and honest). competitor #1 gets a far better rating (4. This report would be made for each of the major competitors.9 compared to 3. Consequently. a product or product line.6). Basil Blackwell Publishers. Guidelines for Doing a Competitive Analysis The competitive analysis section can follow a format that is shown below. Thus. 17 . Overall. competitor #1 is rated slightly higher than competitor #2 (20 out of 40 compared to 18 out of 40). They reflect the workings of a company using all the industry's best practices. you should recognize that you are primarily interested in how this information may impact your company and. 1989. In another column you can list benchmarks. font size is generally 10 point or less. two-column report that is limited to a single sheet of paper (both sides used). They are the ideal standards of comparisons on each of the factors. In practice we recomend this section be a single-spaced. UK. Note each sub-section within a section will contain 1-5 sentences that explain the subsection. you should make sure.

reports from news sources.includes name.• General Company Information . strategy/objectives. corporate governance. pricing model. liquidity. partnership arrangements. mission. facilities. and strategies. and cash flow Profit growth profile. promotional efforts. and profitability** various financial ratios. method of growth (organic or acquisitive) 18 • Financials o o . dates. market share for product Marketing – includes sections on products and services offered. location (headquarters. types of businesses. website address Summary of Business – includes sections that summarize the company. target markets. finances. events.g. and trends ownership. intangible issues Competitors – list key competitors facing this company SWOT – strengths. ownership structure. positioning. opportunities and threats • • 2. This involves: • Background o o o location of offices. business units and nature of business Business Overview – includes sections on history. These profiles give an in-depth description of the competitor's background. plants. dividend policy. sales force. key executives Recent News/Developments – important company developments within last 6-12 months (e. financial statements) Financial and Market Share Analysis – includes sections on corporate performance. and distribution • • • • • • Other Issues – includes sections on technology capability. and organizational structure P-E ratios.3 COMPETITOR PROFILING: Another common technique is to create detailed profiles on each of your major competitors. press releases. and online presences history . markets. personnel. customers/users.key personalities. products. weaknesses. other locations of importance).. trends.

market shares. mission statement. and skill sets strength of management. strength of brand portfolio. and product portfolio balance new products developed. exclusivity agreements. growth plans. and customer loyalty promotional mix. acquisitions. ad agency used. and divestitures marketing strategies o • Personnel o o o • Corporate and marketing strategies o o 19 . and geographical coverage pricing. and management style compensation. key employees. discounts. and allowances o o o o o • Marketing o o o o • Facilities o plant capacity. alliances. promotional budgets. shipping logistics. customer base. growth rate. brand loyalty and brand awareness patents and licenses quality control conformance reverse engineering segments served. advertising themes. capital investment location. plant efficiency. and employee morale & retention rates objectives. age of plant. new product success rate. sales force success rate. benefits. and R&D strengths brands.• Products o products offered. depth and breadth of product line. online promotional strategy distribution channels used (direct & indirect). capacity utilization rate. and product mix by plant number of employees.

new creative objectives. more extensive distribution. comparative. Some firms hire competitor intelligence professionals to obtain this information.1 MEDIA SCANNING: We can learn a lot about the competitive environment by scanning our competitors' ads. annual reports. new distribution partners. or exclusive distribution. new unique selling proposition. informational. a new positioning strategy. or loss leaders. price skimming. patent filings. long term image creation. and flights. line extensions and contractions. and trade associations. reach. balanced. segmentation and targeting strategy. a new source of sustainable competitive advantage. problems with previous positions. schedules. It might also indicate a new distribution strategy. and themes. It might also indicate a new pricing strategy such as penetration. and selectivity and focus. discounts. media selection. product bundling.2. or a new advertising agency. It may also indicate a new promotion strategy such as push. Little of this intelligence is definitive: additional information is needed before conclusions should be drawn. By knowing the competitor's media buy. a new branding strategy. A competitor's media strategy reveals budget allocation. a new strategic direction. price discrimination. frequency. reminder. appeals. affective. new creative concepts. more intensive distribution. new production processes. continuity. mutual customers. or value migrations within the industry. the manager can arrange his/her own media plan so that they do not coincide.3. insights from recent marketing or product research. From a tactical perspective. a change in geographical focus. it can also be used to help a manager implement his/her own media plan. 20 . tone. short term sales generation. pull. joint product pricing. Other sources of corporate intelligence include trade shows. Changes in a competitor's advertising message can reveal new product offerings. a new segmentation strategy.

it is necessary to estimate future competitive threats.4 NEW COMPETITORS: In addition to analyzing current competitors. The most common sources of new competitors are: • • • Companies competing in a related product/market Companies using related technologies Companies already targeting your prime market segment but with unrelated products Companies from other geographical areas and with similar products New start-up companies organized by former employees and/or managers of existing companies • • The entrance of new competitors is likely when: • • • • • • There are high profit margins in the industry There is unmet demand (insufficient supply) in the industry There are no major barriers to entry There is future growth potential Competitive rivalry is not intense Gaining a competitive advantage over existing firms is feasible 21 .2.

Himalaya. Super Sandal. Sai Ram. Black . Swarna Champa. Sandalum. Parijhatak and many more. Aswathiah & Nandi Mist.. Brindavan Sandal. Krishna Leela. Swarna Gulab. Toofan. Gulistan. Sanskar. Rose Bros. Divya Sugandh Mysore Temple Bell Devika Flora. Lyrics. Panchavati Dasang Dhoop. Rhythms. Swarna Sugandha 4in1. Ritugandha. Tejas Incense Co. Hawan Agarbathi Works Laxmi Gayatri Hirva Chaffa. Joy. Siddhi. Ratnamala Asoka Trading Bharat Darshan Adarsh Aromatics Master Gold B. Swarna Mallika. Woods Chandan.R. K. Chafa Flora Perfumery Works Akash Phool. Neelkant. Mangalam. Natural. Jai Jaganath Pouch Elite Agarbathi Panadi. Sri Sai Flora Ambica Chemical Ambica Heaven Products Vasu Agarbathies Heritage Hem Corporation Precious Chandan Rajalakshmi Phoshak Perfumery Works Shrinivas Sugandhalaya 22 . Parimal Mandir Bharat Vasi. Sandal Dhoops Ranga Rao & Sons Cycle 3x1. Aastha. Padmini Products Padmini Incense. Ajaro. Madhu Mallika. Prabhu Pooja. Super Hit. Wonderwood. Satya Fresh Rose. Moments. Shivam Dhoop Bathi. Swarna Moksh Agarbathi Chandan. Aparanji Industries Sugandha Swarna. Royal. Tufan. Dil Mini Pouch. Amber Flora. Spiritual Guide. Nikhil Products Ananda. Gajra. Pakeezah. Sugandha Sringar Gold Works N. Ganesh Flora.Products of Competitors: Products Nag Champa. Corporation Panchavati Dhoop Small. Sandal Works Amber Aromatics Super Mogra. Masala Chandan. Sugandha Gold. Swarna Night Queen. Swarna Kasturi. Gulab Sugandhalaya Prabhu Darshan. Rainbow 7x1 Aravinda Parimal Sugandha Sringar. Vinayak. Navaratna. Panchavati 4 in 1. Sai Baba 2 in 1. V. Subaiah Setty Sugandha Kokila & Sons Sri Balakrishna Danka Sugandh.Blossom. Ashwamegha. Sandal. Juhi. N. Danka Sugandh Gold Perfumery Works Baikery Industries Shivaranjani Gajanana Vaishnavi Flora. Padmini Dhoop. Panchavati Dhoop Double Size. Rajdhani. Nandi Flora. Satya Super Sandal. Harileela. Sublakshmi. Co. Geet Govind. Mangaladevi. Swarna. Radhe Radhe. Bhagwat. Swarna Mogra. Bharat Industrial Panchavati Flora. Vidarbha.

Camphor Sandal Powder Rose Benzoin. Chandan. Loban. Chamundeshwari Sandal Vedavyasa Parimal Dhoop. Chamundeshwari Sandal Powder. Three Saints Dhoop. Singapore Shibolga Loban Powder. Attar Phool. Parijatha Chamundeshwari Computer Sambrani Dhoop.5 ABOUT CYCLE: 23 . Agarbathi Works Supreme. Maha Shivaratri. Champa. Divine. Panadi. Chamundeshwari Kum Kum. Divine Sandal. Shiva Brinda Mogra. Millennium Health Products Fragrance India Rose Water Om Shanti Om.Balaji Agarbathi Co. Shubha Mangla Industries Jayant Agarbathi Co. Kewda. Chamundeshwari Maha Maruthi Dasangam. Balaji 100. Maratha Peshwa Pradhan Perfumers Royal Life Omkar Parimal Works Orkay Fragrances Ashok Agarbathi Works Mysore Y. Nad Al Oodh. Rambakth Hanuman. Agarwood. Works Sandal & Rose Dhoop. Chandanam. F. Heena Rolex Rose. Om Sree Sai. Golden Flora Shubha Mangla Chandan. Crystal Dhoop Arochem Industries Roll On – Sukhad. Gokul Sri Raghavendra Soapnut Works Kesar Special & Akshar Dham Dhoop Sticks Jagat Jyothi Camphor G. Chamundeshwari Cones. Anupam Industries Mangal Murti Rose. Hare Krishna 2. Dasangam & Chandan Dhoop Sticks Vasant Products Alpine Fragrance Ratilal & Co. Rolex. Parijatha Delite. Fragrance.S. Gugal.

Reckitt Benckiser (Haze) and ITC (Mangaldeep) entering the market. In this commodity market. Cycle 3-in -one is the most popular which have three different fragrance sets of agarbattis in one pack. The brand was trying to differentiate by good packaging. the domestic agarbatti market — which has grown at a CAGR of around 15% over the last five years. in the recent past. Flute and Nature’s Gift brands — is one of the few organized players in an industry with almost no big names.6 ABOUT NANDHI: 24 . Cycle brand was launched in 1948. The Rs 130-crore NRRS — which also manufactures the Lia. and is expected to grow at roughly the same rate over the next five — has seen a fair bit of action. However.Cycle brand is owned by Bangalore based N Rangarao and sons. Cycle brand has established itself in the market with some good marketing campaigns with emphasis on quality and fragrance. Cycle was positioned as a premium agarbatti brand. 2. marketing campaigns and quality. NRS were pioneers in branding this difficult market and Cycle brand is one of the largest agarbatti brand in India which have a market share of 8%. Rhythm. with the likes of Hindustan Lever-SC Johnson (Glade).

a legend in the agarbathi venture is a 60 year old tradition of fragrance and faith. 2. Products We are leading manufacturer and exporter of incense sticks. One of the most important things about incense is that reduces stress. Nandi Diamond. Research has proved that pleasant odors do make a person more active. Our relentless service and high level of consistency in terms of our products quality have helped us to bag many achievements. dhoops and pooja items that includes: 25 . Nature has gifted the sense of smell to identify the most pleasant odors. Nandi Joy. With a humble beginning in 1962 with just one brand ‘ONAM’.7 ABOUT ONAM Profile Endowed with the understanding of the subtle nuances of agarbathi making and inspired by the secular feature of manufacture and export of incense sticks. we have become a leading manufacturer and exporter with various categories of product range.V Aswathaiah & Bros. fruity. It also causes the cells to trigger signals and stimulate various physiological responses. Today. Your choice will be the best and our desire is to make sure you will have it. dhoops with various types of fragrances like: floral. Our Products of excellence: Deluxe Sandal. Deluxe Rose. Onam is a master of creativity and innovation. cones. spice etc. cones. Nandi Mist and a host of others are cratered with care to reverberate tranquility and joy amongst our committed clientele who return to us year after year. our brand reaches to every nook and corner of India and many parts of the world.M/s B.

• • • • • • • • • • Incense Sticks Incense Cones Dhoop Stems Dhoop Sticks Hawan Samagri Kum Kum Vibhuti Sandal Guggul Loban Our Incense Sticks are available in various fragrances like: • • • • • • • • • • • • • • • • • • • Champa Boquet Jasmine Intimate Lavender Loban Lilly Oodh Lotus Sandal Rose Lilly of Valley Tuberose Floral Honeysuckle Kewra Peach Patchouli Frankincense 26 .

The Basic Chemicals. All India Agarbathi Manufacturers Association. Bangalore. India Trade Promotion Organization.• Cinnamon Banana Product Category: • • • • • • • • • Hexagonal Square Flat Box (pouch) 12" Long Box 16" Long Box Gift package Drawer Sachets Perfumed Cones Perfumed Dhoop Stems Members • • • • Federation of Karnataka Chambers of Commence & Industry. Bangalore. Mumbai. • 27 . Bangalore Karnataka Small Scale Industries Association. New Delhi. Pharmaceuticals and Cosmetics Export Promotion Council.

in Bangalore India. Shankar Perfumery Works made an beginning in the year 1963. Shankar. Black Diamond Indian incense sticks. A day and it was sold only to hand full of customers at Kolkatta market. Kumbha flora agarbathi. Shankar Perfumery Works made a beginning with the brand "Satyam" in scented and "Kumbha" in Halmaddi / flora agarbathies and followed by many other successful brands. Kumbha agarbatti Black Diamond incense sticks. K. Shiva prasad joined the business thereby strengthening the hands of K. Manufacturers & exporters of agarbatti. As on today 35% company share is with overseas markets only.Sathyanarayana Setty. Our incense sticks.Since last decade company is striving to globalise their products 100%.R.R.Company has catering these products to the international market for the passed 2 decades. K.8 ABOUT SONA CHANDI: Shankar Perfumery Works started its operations in the year 1963. Shankar Perfumery Works started into the production of Darbar bathi / Flora agarbattis 100 kgs. Today shankar perfumery works products like Sona Chandi agarbathi. Mangala theepam flora agarbatti & Cinnamon Masala incense sticks are well known internationally. Sathyanarayana Setty.S. are very well know in international markets. agarbatti brands like Sona Chandi agarbatti. Ramanath & K. The founder Shri K. Till 1983 Shankar Perfumery Works was manufacturing only Darbar Indian traditional agarbatti and masala flora batties with the limited market. 28 . laboured to make this unit into one of the major manufactures of "Masala" perfumed and "Scented" Agarbathies. from 1963. incense sticks. in Bangalore India.S. Mangala theepam flora agarbatti & Cinnamon Masala / flora bathies. gradually sons of K. Sathayanarayana Setty.2.S. Today the production of Shankar Perfumery Works is above 2500 tons per year.R.

Today. They exporters of our Indian incense sticks to more than 23 countries across the globe.2 MAIN OBJECTIVE: TO MAKE ITC MANGALDEEP A MARKET LEADER 29 . with a strong staff of 200 plus people. We are catering more than 150 flavours.1 BACK GROUND OF THE PROBLEM: To bring Mangaldeep as a Market Leader. today. CHAPTER 3 3. but there are certain problems that have to be faced. we are pioneers in high class flora agarbathis. since the product is Agarbathi such problems exist they are: • • • • • • People lack brand loyalty when they purchase Agarbathi Buy whichever is available Lack of awareness about Mangaldeep Buy whenever schemes are introduced Shifting from Mangaldeep to Cycle or to other brands Shifting from cycle or other brands to Mangaldeep 3. the sales have to be increased drastically. they have more than 40 years of experience manufacturing Indian incense sticks of flora / masala / sented / perfumed incense sticks. and we have our own R&D unit all the process of our products takes in house only.

to come to conclusions. Lack of brand loyalty 4.Objectives: • • • • • What are the expectations of the consumers from our product Mangaldeep? In what way is cycle (3 in 1) better than Mangaldeep? Reasons behind the consumers choosing cycle 3 in 1 than Mangaldeep 5 in 1 Reasons behind consumers shifting from Mangaldeep 5 in 1 to cycle 3 in 1 Reasons behind consumers choosing Mangaldeep 5 in 1 for cycle 3 in 1 and also the to know why they have shifted from cycle 3 in 1 to Mangaldeep 5 in 1 To know what impact the consumers have on Mangaldeep 5 in 1. how do they place the product? 3. Lack of awareness about the advertisements 3. Errors in data entry 4. Availability of substitutes Chapter 4 4. There may be some problems like: 1. Questionnaire errors 3. have reached the consumers effectively. Sampling errors 2.3 LIMITATIONS OF THE PROJECT: The market research has its own limitations. Errors of respondents Some others drawbacks for mangaldeep ITC can be: 1.1 RESEARCH PROCESS 30 . the field study is done in specific areas and the sample size may be small. Lack of awareness about the brand 2.

2 RESEARCH DESIGN 31 .The research process includes the various steps Fig 5.1 Steps followed in this research process 4.

suppliers. annual reports. the information has questionable validity because it is highly subjective and might not be representative of the population 4. There are many ways to get information. It is a very inexpensive method of gathering information. customers. Literature searches over the web are the fastest. Although often valuable. although it often does not yield timely information. mail surveys. telephone surveys. on-line data bases. and other types of business conversations at trade shows.it details the procedures necessary for obtaining the information needed to structure or solve marketing research problems. Talking with people is a good way to get information during the initial stages of a research project. These materials can include internal company information. or that is too new to be found in the literature.1 RESEARCH METHODS: 32 . Examples might include meetings with prospects. A literature search involves reviewing all readily available materials. and association meetings. The most common research methods are: literature searches. talking with people. company literature. personal interviews. email surveys. It can be used to gather information that is not publicly available. and internet surveys. newspapers. focus groups. and any other published materials. relevant trade publications.A research design is a framework for conducting the marketing research project .2. magazines. while library literature searches can take between one and eight weeks. seminars.

But it can only describe the "who. Therefore. lends itself to statistical calculations such as determining the average number of occurrences or central tendencies. This research is done here as to define the problem more precisely . when. Observation and 2. where and how" of a situation. identify relevant course of action or gain additional insights before approach could be developed. or frequency. Telephonic interviews 33 . In-depth interviewing technique 3.Exploratory Research: Exploratory research is one type of research design. descriptive research is used when the objective is to provide a systematic description that is as factual and accurate as possible. It provides the number of times something occurs. not what caused it. motivation or occurrence. what. The methods adopted under descriptive research are: 1. The methods adopted under exploratory research are: 1. it cannot establish a causal research relationship between variables. secondary data analysis Descriptive research: Descriptive research or statistical research provides data about the population or universe being studied. In other words. One of its major limitations is that it cannot help determine what causes a specific behaviour. which is done for this research which has its primary objective the provision of insights into and comprehension of the problem situation confronting the researcher.

2. Consumer surveys 3. In- home personal interviews 4. Mall intercept personal interviews 5. E-mail interview 6. Internet interviews Consumer Surveys Facilitate Decision Making The most successful companies in the world rely on consumer surveys to assess their particular market and the attitude of its consumers. Making assumptions about your market is simply not enough. Failing to have quantitative research to back up your marketing strategies can be costly. You must be able to present your product, service or brand in ways that will be acceptable to your target. That is why regularly conducting consumer surveys is critical to business success. Consumer surveys can tell you:

The demographics of your target audience, including: age, gender, income, marital status, educational level and leisure activities Why people make certain purchasing decisions When and where people shop If people have a need for your product or service If there is an untapped market for your product or service Current awareness of your brand versus your competitors' People's buying habits

• • • • • •

4.2.2 Secondary data analysis:


Secondary data analysis can be literally defined as second-hand analysis. It is the analysis of data or information that was either gathered by someone else (e.g., researchers, institutions, other NGOs, etc.) or for some other purpose than the one currently being considered, or often a combination of the two (Cnossen 1997). If secondary research and data analysis is undertaken with care and diligence, it can provide a cost-effective way of gaining a broader understanding of specific phenomena and/or conducting preliminary needs assessments. Secondary data are also helpful in designing subsequent primary research and, as well, can provide a baseline with which to compare your primary data collection results. Therefore, it is always wise to begin any research activity with a review of the secondary data the final report to look like, a list of the types of data that you need to collect, and a preliminary list of data sources.

SOURCES OF SECONDARY DATA: Official Statistics: Official statistics are statistics collected by governments and their various agencies, bureaus, and departments. These statistics can be useful to researchers because they are an easily obtainable and comprehensive source of information that usually covers long periods of time. However, because official statistics are often “characterized by unreliability, data gaps, over-aggregation, inaccuracies, mutual inconsistencies, and lack of timely reporting” (Gill 1993), it is important to critically analyze official statistics for accuracy and validity. There are several reasons why these problems exist: 1. scale of official surveys generally requires large numbers of enumerators (interviewers) and, in order to reach those numbers enumerators contracted are often under-skilled;


2. The size of the survey area and research team usually prohibits adequate supervision of enumerators and the research process; and 3. Resource limitations (human and technical) often prevent timely and accurate reporting of results. Technical Reports: Technical reports are accounts of work done on research projects. They are written to provide research results to colleagues, research institutions, governments, and other interested researchers. A report may emanate from completed research or on-going research projects. Scholarly Journals: Scholarly journals generally contain reports of original research or experimentation written by experts in specific fields. Articles in scholarly journals usually undergo a peer review where other experts in the same field review the content of the article for accuracy, originality, and relevance. Literature Review Articles: Literature review articles assemble and review original research dealing with a specific topic. Reviews are usually written by experts in the field and may be the first written overview of a topic area. Review articles discuss and list all the relevant publications from which the information is derived. Trade Journals: Trade journals contain articles that discuss practical information concerning various fields. These journals provide people in these fields with information pertaining to that field or trade. Reference Books: Reference books provide secondary source material. In many cases, specific facts or a summary of a topic is all that is included. Handbooks, manuals, encyclopedias, and dictionaries are considered.

Under standing the market for Agarbathi


2 230.3 The market share value of the major players AGARBATTI MS Val (Sticks) Agarbatti 37 .9 299.558.The size of market is quite big.6 245.9 265.4 233.5 241.3 256. there are around 395 players in Chennai alone .The major players are: AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR SHANTI NIKETAN PARIMAL MANDIR PARIMAL LOCAL LOCAL 020 STICKS LOCAL LOCAL 100 STICKS Sales unit in sticks 1.60 530.


The price of the pack with the no of sticks is given below: AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE LOCAL LOCAL 020 STICKS B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR PARIMAL PARIMAL MANDIR SHANTI NIKETAN Sticks per pack 35 24 32 20 33 36 24 12 Price per pack 12 8 13 10 14 16 11 5 From the above data: The market leader : N RANGA RAO & SONS CYCLE 3 IN 1 The market challenger : I T C MANGALDEEP 39 .


i. it is in the ratio 3:1  the sales units in packs is in the ratio 2:1.  The market share price in sticks is also in the ratio of 3:1  In 89% of retail outlets Cycle 3 in 1 is available and 59% of retail outlets Mangaldeep is available.ie for every two pack sales of Cycle 3 in 1 .e.there one pack sale in Mangaldeep .When cycle 3 in 1 is compared with Magaldeep.  Cost of producing one stick of Agarbathi • • In Cycle 3 in 1 is 35 paise In Mangaldeep is 33 paise 41 .  The sales units in sticks for Cycle 3 in 1 is three times of Mangaldeep.  The pricing and the no of sticks per pack for Mangaldeep is lower than Cycle 3 in1.

Usually. Sometimes. judgment sampling. Sampling error is the degree to which a sample might differ from the population.4.2. The advantage of probability sampling is that sampling error can be calculated. In nonprobability sampling. This type of research is called a census study because data is gathered on every member of the population. the entire population will be sufficiently small. Sampling methods are classified as either probability or nonprobability. The population is defined in keeping with the objectives of the study. and the researcher can include the entire population in the study. In probability samples. A small. systematic sampling.3 SAMPLING TECHNIQUES: It is incumbent on the researcher to clearly define the target population. 42 . the population is too large for the researcher to attempt to survey all of its members. The sample reflects the characteristics of the population from which it is drawn. members are selected from the population in some nonrandom manner. the degree to which the sample differs from the population remains unknown. but carefully chosen sample can be used to represent the population. quota sampling. each member of the population has a known non-zero probability of being selected. and snowball sampling. When inferring to the population. These include convenience sampling. In nonprobability sampling. Probability methods include random sampling. and stratified sampling. and the researcher must rely on logic and judgment. results are reported plus or minus the sampling error. There are no strict rules to follow.

Judgment sampling 3. The main sampling technique adopted here are 1. 43 . convenience sampling Random sampling is the purest form of probability sampling. it is often difficult or impossible to identify every member of the population. When there are very large populations. For example. The researcher selects the sample based on judgment. When using this method.The target populations for this research are house wifes. so the pool of available subjects becomes biased. Judgment sampling is a common nonprobability method. This nonprobability method is often used during preliminary research efforts to get a gross estimate of the results. women above the age of 25. the sample is selected because they are convenient. As the name implies. Each member of the population has an equal and known chance of being selected. This is usually and extension of convenience sampling. a researcher may decide to draw the entire sample from one "representative" city. the researcher must be confident that the chosen sample is truly representative of the entire population. without incurring the cost or time required to select a random sample. even though the population includes all cities. Random sampling 2. all shopkeepers & other retailers. Convenience sampling is used in exploratory research where the researcher is interested in getting an inexpensive approximation of the truth.

1 AREAS UNDER COVERAGE: The field study was done in two main cities in Tamilnadu with a sample size of 600: PLACE CHENNAI COIMBATORE Main Areas covered in the cities are: CHENNAI Nungambakkam Kodambakkam Egmore Tnagar Bezant nagar Ashok Nagar Crompet Thambaram Chetpat Choolaimedu Mount Road Santhome Anna nagar West Mamblam Adayar COIMBATORE Ramanathapuram Nanjundapuram Singanallur Gandhi Puram Ram Nagar R S Puram Ganapathy Selva Puram Town Hall Citra Race Course Sungam Pothanur Peelamedu Krishna colony SAMPLE SIZE 300 300 5.2 OBSERVATIONS: 44 .CHAPTER 5: METHODOLOGY 5.

Mangaldeep 5 in 1 consumers are more satisfied with the product than the consumers of cycle 3 in 1.3 HYPOTHESIS: • • • • • • • • • • The advertising of cycle (3 in 1) does not affect the sales of Mangaldeep (5 in 1) Mangaldeep (5 in 1) fragrance is not as strong as cycle 3 in 1. Consumers of Mangaldeep never shift to cycle 3 in 1 Consumers of cycle 3 in 1 never shift to Mangaldeep 5 in 1. People expect more no of schemes to be offered. 5. the users suffer from headache.• • • • • • Agarbathi users prefer mild odor because. Local brand aggarbathis are sold door to door at cheaper prices. asthma & vcing problems. 10 % of users don’t even know what brand of agarbathi they use. 13% users feel that Mangaldeep has very strong fragrance. Packaging of Mangaldeep 5 in 1 has no impact on its sales. Advertising does not have an impact on purchase intention for Mangaldeep 5 in 1 Pricing of Mangaldeep 5 in 1 does not affect its sales. CHAPTER 6 FINDINGS 45 . Product awareness is low for Mangaldeep 5 in 1 than cycle 3 in 1 Brand name does not have an impact on sales of Mangaldeep 5 in1.


A W A R EN ES S A B O U T ITC 30 25 20 % A W AR 1 5 E 10 5 0 1 2 C HEN N A I C O IMB A TO R E AWARE SS ABOUTSCHE E NE MS 64 63 % AWARE 62 61 60 59 58 1 CIT S IE 2 COIM BAT ORE CHE NNAI Percentage shifted from Mangaldeep to Cycle: 47 .

At Chennai: Shifted From At Coimbatore: S H IF T Not Shifted from Mangaldeep i f83% S h te d Percentage shifted from Cycle to Mangaldeep: 48 t o C 4y 1 .

1 REASONS BEHIND SHIFTING OF BRANDS: Why are the users shifting from Mangaldeep to Cycle? N sh ot ifted .85% F romC cle y 49 .At Chennai: Shifted From At Coimbatore: S H IF T E 6.1.

1. 6.• • • • When they get offers in cycle when they get attracted by the add of cycle When they get an purchase intention by the add When they feel that fragrance of cycle is better than Mangaldeep Why are users shifting from Cycle to Mangaldeep? • • • • When the product is at a offer period When the users feel that Mangaldeep has a better fragrance When they have choice of products. When there are not particular about brands.2 REASONS BEHIND NOT USING MANGALDEEP  NOT AWARE ABOUT MANGALDEEP  SATISFIED WITH THE CURRENT BRAND  BUY WHICHEVER IS AVAILABLE  NOT PARTICULAR ABOUT BRANDS R E SO N S 80 50 60 .

5 FRAGRANCE OF CYCLE VS MANGALDEEP Fragrance of Mangaldeep: 51 .3 Statistics about Chennai: • • • • • 28% of users use Mangaldeep out of which 15% are users shifted from cycle to Mangaldeep 16 % of the users have again shifted back to cycle from Mangaldeep 29 % are aware about Mangaldeep whereas 95 % were aware about cycle.4 Statistics about Coimbatore: • • • • • 20% of users use Mangaldeep out of which 41% are users shifted from cycle to Mangaldeep 14 % of the users have again shifted back to cycle from Mangaldeep 23 % are aware about Mangaldeep whereas 100 % were aware about cycle.6.1.1. 20 % of users aware about ITC 60 % were aware about the schemes offered by Mangaldeep 6. 23 % of users aware about ITC 64 % were aware about the schemes offered by Mangaldeep 6.1.

FR Ve r y St r o n g . .1 REGRESSION BETWEEN AGE & PURCHASE MADE: H0: The purchase of mangaldeep is not dependent on the age of customer. 52 St r o n g . Fragrance of Cycle: CHAPTER 7 ANALYSIS OF SPSS S t ro n g 7.

age Coefficients(a) Unstandardized Coefficients Standardized Coefficients Beta Model (Constant) Age B 1.H1 : The purchase of mangaldeep is dependent on the age of customer Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 age(a) .2 STICKS PER USE & PURCHASE MADE H0: The purchase made is not dependent on the sticks per use H1: The purchase made is not dependent on the sticks per use 53 . b Dependent Variable: purchase_made Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .35 1.000 . Enter A All requested variables entered.005 .758 1.132E-02 Std.129 . So therby regardless of age people’s preferences do not change.86 Sig.159 . 7. 1 a Dependent Variable: purchase_made We can conclude from the above tables that the age is not a factor that affects the buying behavior.3969 . Error .155 a Predictors: (Constant).63 .

01 a Predictors: (Constant). we can conclude that there is a small relation of the purchase behavior with respect to the sticks per use but since there is a positive relation as the sticks per use increase we can expect a rise in the purchase behavior. Enter a All requested variables entered.89 Sig.145 .01 Std.458 1.000 .38 . 1 a Dependent Variable: purchase_made From the study made.67 . Error . Error of the Estimate 1 . b Dependent Variable: purchase_made Model Summary Model R R Square Adjusted R Square Std.Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 sticks per use(a) .3 USAGE PER DAY: H0: The purchase made is not dependent on the usage per day 54 . sticks per use Coefficients(a) Unstandardized Coefficients Standardized Coefficients Beta Model (Constant) sticks per use B 1.144 .39 1.448 . 7.

125E-02 Std. 7.002 1.4 AWARENESS OF MANGALDEEP: H0: The purchase made is not dependent on the awareness of Mangaldeep 55 . b Dependent Variable: purchase_made Model Summary Model 1 R . But is more strongly relate.59 .000 -.000 .143 . If the sticks increase the purchase increases.881 Sig.157 a Predictors: (Constant).H1: The purchase made is dependent on the usage per day Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 usage per day(a) . Error . 1 This shows the relation between the purchase behavior and usage per day . Enter a All requested variables entered. usage per day Coefficients(a) Unstandardized Coefficients Standardized Coefficients Beta Model (Constant) usage per day B 1.142 . This also shares the same relation as sticks per use.010(a) R Square Adjusted R Square Std. Error of the Estimate .963 2.

5 AWARENESS OF ITC: 56 .27 . So awareness is a strong point to be focused on in the sales of the brand. Error .969 -6.208 . Error of the Estimate 1 . a Dependent Variable: purchase_made Since the awareness is less the people who buy Mangaldeep are less.71 .058 .96 Standardized Coefficients Beta Sig. awareness of mangaldeep Coefficients(a) Unstandardized Coefficients Model (Constant) 1 awareness of mangaldeep B 1.49 . b Dependent Variable: purchase_made Model Summary Model R R Square Adjusted R Square Std.44 1.576E-02 Std.H1: The purchase made is dependent on the awareness of Mangaldeep Variables Entered/Removed(b) Model 1 Variables Entered Awareness of mangaldeep(a) Variables Removed Method .000 .156 a Predictors: (Constant). Enter a All requested variables entered. 7.

Error of the Estimate .H0: The purchase made is not dependent on the awareness of ITC H1: The purchase made is dependent on the awareness of ITC Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 awareness of ITC(a) .934 . 1 a Dependent Variable: purchase_made ITC has to be linked with Mangaldeep during the awareness campaign.45 1.000 . can exploit its brand image to bring an image for Mangaldeep.054 .135 Std. 7. ITC being a company of repute.49 .7(a) R Square Adjusted R Square Std.166 . Enter a All requested variables entered.15 .156 a Predictors: (Constant).419 Sig. Error . b Dependent Variable: purchase_made Model Summary Model 1 R . awareness of ITC Coefficients(a) Unstandardized Coefficients Standardized Coefficients Beta Model (Constant) awareness of ITC B 1.6 AWARENESS OF CYCLE: 57 .

156 a Predictors: (Constant). more the purchase of mangaldeep.642 Sig. Error of the Estimate 1 . 58 .384 .000 -. Error . Enter a All requested variables entered.059 -.284 .H0: The purchase made is not dependent on the awareness of Cycle H1: The purchase made is dependent on the awareness of Cycle Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 awareness of cycle(a) .280 .37 1.019 . b Dependent Variable: purchase_made Model Summary Model R R Square Adjusted R Square Std. Lesser the awareness of cycle.132 Std. awareness of cycle Coefficients(a) Unstandardized Coefficients Standardized Coefficients Beta Model (Constant) awareness of cycle B 2. 1 a Dependent Variable: purchase_made This shows that people who buy Cycle are the ones who are only aware of the brand.62 .

926 -. Error .73 1. Enter a All requested variables entered. 59 .7 AWARENESS ON SCHEMES: H0: The purchase made is not dependent on the awareness of schemes H1: The purchase made is dependent on the awareness of schemes Variables Entered/Removed(b) Model 1 Variables Entered awareness of schemes(a) Variables Removed Method . a Dependent Variable: purchase_made This shows a relation such that when there are better schemes offered.150 Std.186 a Predictors: (Constant). Error of the Estimate .108 .000 .007 . awareness of schemes Coefficients(a) Unstandardized Coefficients Model (Constant) 1 awareness of schemes B 1.11 .7. more purchase will be made for the Mangaldeep.189 .428 Standardized Coefficients Beta Sig. 86(a) R Square Adjusted R Square Std. b Dependent Variable: purchase_made Model Summary Model 1 R .

fragrance of mangaldeep Coefficients(a) Unstandardized Coefficients Model (Constant) 1 fragrance of mangaldeep B 2.265 Std.031 .145 . Error . 60 . a Dependent Variable: purchase made Fragrance is not affecting the purchase behavior of Mangaldeep much.781 Standardized Coefficients Beta Sig.082 .450 -.000 .176(a) R Square Adjusted R Square Std.38 . because people are rather happy with the fragrance. b Dependent Variable: purchase_made Model Summary Model 1 R .028 1.7. Error of the Estimate .172 a Predictors: (Constant). Enter a All requested variables entered.8 FRAGRANCE OF MANGALDEEP: H0: The purchase made is not dependent on the fragrance of Mangaldeep H1: The purchase made is dependent on the fragrance of Mangaldeep Variables Entered/Removed(b) Model 1 Variables Entered fragrance of mangaldeep(a) Variables Removed Method .

11 .38 .000 .38 Sig.129 .142 .150 -.265 .125E-02 Standardized Coefficients Std.86 .208 .189 . .030 .636 age 1.005 .324 .686 .132E-02 sticks per use usage per day awareness of mangaldeep awareness of ITC awareness of cycle awareness of schemes fragrance of mangaldeep -9.141 .15 -.082 .59 .161 -.166 .753 .7.9 SUMMARY: Coefficients Unstandardized Coefficients B (Constant) 2.621 . Error Beta .881 .419 .428 .781 Model 1 Dependent Variable: purchase_made 61 .27 .135 -.817 .167E-02 2.

g. this will give the buyer more choice For e. give more discounts and offers For e.one pack can be given free or any small gifts can be given.: New Mangaldeep Tulips. .e. • Distribution innovation: a new channel of distribution should be selected so that the product reaches them easily. The advertisement should develop a purchase intension in the minds of the viewers • To make the buyers more loyal towards the brand. 62 .g.On the whole effective advertising in the media is necessary. so I would suggest that intensive advertising promotion should be made i. and Magazines. Such offers may develop a brand loyalty towards Mangaldeep • Product proliferation : introduce the products with lots of variety. if ten coupons are collected .etc .CHAPTER 8 • RECOMMENDATIONS & SUGGESTONS Lack of awareness is a major problem which stops us to take a lead. Radio. Attack the leader by increasing expenditures on advertising and promotion It makes sense only when the add is far superior that the competitors • Advertising can be done in all mediums like TV. • • Offer sample packs to all outlets so that the product gains awareness Sample packs can also be given with some local magazines which are being sold. :if u can give a coupon inside the pack of Agarbathi.

Are you aware about the brand Mangaldeep 5 in 1? o Yes o No 3. Are you a regular user of Aggarbathi? o Yes o No 2. What brand of Aggarbathi do you use? o Mangaldeep 5 in 1 o Cycle 3 in 1 63 .1.1 APPENDICE Questionnaire Name: Age: Address: .CHAPTER 9 9.

How many Agarbathis do you light together? o One at a time o Two to five o Five or more 6. How often do you buy Agarbathis? o Monthly once o Monthly twice o Weekly once 5. How many times do you light Agarbathis in a day? o Daily once o Daily twice o Two or more times 7.o If others please specify: 4. Do you purchase Mangaldeep 5 in 1 because of its brand name ITC? Yes No 9. offers and promotion packages? Yes No 64 . Do you purchase Mangaldeep 5 in 1 only at special schemes. What is the best about the product Mangaldeep 5in 1 o o o o Variety Quality Fragrance Pricing 8.

65 . I purchase Mangaldeep 5 in 1 because of the.10. Rate the following brands in the 5 point scale: For Mangaldeep 5 in 1: High 5 4 3 2 1 low Quality Quantity Pricing Advertising Packaging Fragrance Quality Quantity Pricing Advertising Packaging Fragrance 11. Have you shifted from cycle 3 in 1 to Mangaldeep 5 in 1? If so why? o 5 in 1 has additional fragrance o Quality is better o Quantity is more o Brand name If other reasons please specify: 12.

I buy cycle 3 in 1 because. Have you shifted from Mangaldeep 5 in 1 to cycle 3 in 1? If so why? o 3 in 1 has better fragrance o Quality is better o Quantity is more o Brand name If other reasons please specify: 15.o o o o o Brand name Quality Quantity Packaging Advertising 13. o Brand name 66 . Rate the following brands in the 5 point scale: For cycle 3 in 1: High 5 4 3 2 1 low Quality Quantity Pricing Advertising Packaging Fragrance Quality Quantity Pricing Advertising Packaging Fragrance 14.

o Quality o Quantity o Packaging o Advertising 16. When you purchase Agarbhathi on what basis you select your brand? o Which ever is cheaper 67 . Are you aware about the special packages offered by Mangaldeep?  Parachute oil free with Mangaldeep  Jar scheme  Others 18. Choose the brand according to characteristics mentioned below Cycle 3 in 1 vs Mangaldeep 5 in 1 FEATURES MANGALDEEP 5 IN 1 CYCLE 3 IN 1 Quality Quantity Fragrance Pricing Packaging Brand name Advertising 17.

What do think about the fragrance of various brands? 68 . What is your most preferred fragrance type in Mangaldeep? o o o o o o Jasmine sandal Rose 5 in 1 3 in 1 Yantra 21.o o o o o One with strong fragrance One which has more number of sticks Buy whichever is available Because of shopkeepers recommendation Buy according to your perception 19. Rate the following brands according to your perception: Agarbhathi CYCLE 3 IN 1 MANGALDEEP 5 IN 1 NANDHI PADMINI PARIMAL Excellent VGood Good Average Bad VBad 20.

if yes? What do you feel about the add? o o o o Simple and meaningful Gives a strong impression about the brand Does not create any impact on the brand Does not convey any meaning 24. What stops you from trying out Mangaldeep 5 in 1? o Satisfied with the current brand o Not aware about the brand o Non-availability of the brand If other reasons please specify: 23. Rank the following brands from 1 to 5: 69 . Are you aware about the mangaldeep 5 in 1 advertisement. 22.AGARBATHI CYCLE 3 IN 1 MANGALDEEP 5 IN 1 NANDHI PADMINI PARIMAL LIGHT MILD STRONG VSTRONG If you are an non user of mangaldeep then.

12p. he started his own business. 1/22/2007 Supplement. Authors: Yihua Philip Sheng phsan@cs. his educational background in the field of management is discussed. Vol. Aug2002. Analysis on the brand-switching behavior of consumers.siu. Moreover. By: Berg. Emphasis on the customer loyalty to inhibit the loss of customers to competitors. 3. Cornell Hotel & Restaurant Administration Quarterly. 43 Issue 4. For him. In 1992. based in Whippany. Joel. Brand Extension and Customer Loyalty. 1p. 3 charts. p5. the company employs 200 people. Subject Terms: *COMPETITION Title: COMPETITOR ANALYSIS AND DEFENSES IN THE MARKETPLACE. 2. Moreover. By: Weizhong Jiang. Abstract: Focuses on the brand extensions embraced by lodging chains in the U. 2 graphs.. Aims to encourage consumer retention through brand extension.Mangaldeep 5 in 1 Cycle 3 in 1 Nandi Padmini Parimal 9. Chekitan S. Rao. New Jersey..edu 70 . president and chief executive officer of Image Solutions Inc. 3bw. KNOW YOU COMPETITION. ignorance is not an obstacle in starting a business.2 References: 1. Vithala R. p2424.S. Dev. njbiz. Abstract: The article profiles Jinsoo Kim. The difficulties experienced by the company are cited.

Sep2001.. Vol. Mark Peteraf. Vol. Martin P. p107-112. Aug2005.3 mloeb@rhsmith. 48 Issue 8. Jun-Aug2002.edu Allen.siu. Title: How consistent are winning strategies? The role of competitor analysis and budgets on performance in a simulation.1. 30 Issue 6.edu Loeb. Margaret A. 8p Document Type: Article Subject Terms: *COMPETITION 5. p5. Liam Source: Strategy & Leadership.edu Litecky. Peter P. SYSTEMS.1 clitecky@cba. Title: Competitor Identification and Competitor Analysis: A Broad-Based Managerial Approach. Charles R.2 lgordon@rshmith.edu Source: Communications of the ACM. 1 chart. Jr. 2002. Vol. 6p Document Type: Article 4.Mykytyn. Lawrence A.edu Source: Communications of the ACM. 71 . 1 diagram Document Type: Article Subject Terms: *COMPETITION 6. Vol.1 mykytyn@cba. p157169. 6p Document Type: Article 7. Title: Invented competitors: a new competitor analysis methodology. 13p. Gove2 gallen@tulane.siu. Title: Information Security as Response to Competitor ANALYSIS Authors: Gordon. Source: Managerial & Decision Economics.umd. Authors: Fahey. p70-75. Authors: Bergen. 44 Issue 9. 23 Issue 4/5.umd.

p100-134. 1/2p Document Type: Entertainment Review Subject Terms: *COMPETITION 72 . Document Type: Article 10. 1998 1st Quarter. Title: Know Your Enemy . Title: COMPETITOR ANALYSIS AND INTERFIRM RIVALRY: THEORETICAL INTEGRATION. preceding pviiiviii. 17p. Vol.1 Source: Management International Review (MIR). Authors: Subramanian. 27 Issue 1. Title: Competitor Analysis Practices of US Companies: An Empirical Investigation. Jan1996. 10 charts Document Type: Article Subject Terms: *BUSINESS 9. Vol. Authors: Ming-Jer Chen1 Source: Academy of Management Review. 14p. Vol.Simulation methods *MARKETING 8. p118. Samir T. Ram1 IsHak.Competitor Analysis for Success. 1995. Vol. 38 Issue 1.Authors: Neal. Source: Simulation & Gaming. p7-23. Jun99. 5 charts Document Type: Article Subject Terms: *MANAGEMENT -. Source: Industrial & Commercial Training. 30 Issue 2. Derrick J. 21 Issue 1.

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