CHAPTER 1

INTRODUCTION
BACKGROUND OF THE STUDY:
Multi-function printers has created a revolution in the industry of printers. There are so
many competitors in industry. SHARP is one of the competitor in industry. They
manufacturers products with innovative technology. Ignorance to spread awareness in
market has resulted low sales of the printers in India. My survey for the company
products will help to know the perception of customers about their printers in the market.

Objectives of study:

To study the Sharp Company and its Business.

To study the Customer Perception towards Sharp Electronic Products.

DESCRIPTION OF THE STUDY:

A study to measure the customer perception (Institutional customers) towards the Sharp
7Business System (India) Limited in various trade of different products used in
Pharmaceutical, Cement, Pathological lab, Seed Agriculture & Chemical Industries in
Hyderabad
SCOPE:a) The report help in creating customer database for various regions .
b) The company can get leads from the Survey which in turn helps the company to gain
sales.
c) It will help the company to know the short comings in it's strategy.
d) It will help the company to find out the Market Presence of its competitor as well as
itself.
e) To generate brand awareness

f) To know the customer responses/feedback regarding the companies Printers/MFP.

Strategy:
The client base is corporate only the strategy used were
1) Taking Appointment with Admin/IT manager or any concerned person.
2) Getting through security guard
3) Getting through Reception
4) Meeting the concern Person during walk inn.

Limitations of study:

Non-availability of reliable data.

Unpredictable Behavior of P.M (Purchase Manager)
Limitation of time and money.

CHAPTER 2

SHARP HISTORY
4

"Make products that others want to imitate."

Sharp founder Tokuji Hayakawa coined this phrase to embody the management
concept at Sharp. In 1912, he invented the snap belt buckle and three years later
brought the Ever-Sharp mechanical pencil to the market Sharp Corporation is
a Japanese multinational corporation that designs andmanufactures electronic products.
Headquartered in Abeno-ku, Osaka, Japan, Sharp employed around 55,580 people
worldwide as of June 2011. The company was founded in September 1912 and takes its
name from one of its founder's first inventions, the Ever-Sharp mechanical pencil, which
was invented by Tokuji Hayakawa in 1915. Sharp Corporation is the fifth-largest
television manufacturer in the world, after Samsung, LG,Sony, and Panasonic.
Since 2000, Sharp has heavily invested in LCD panel manufacturing plants; Kameyama
in 2004, Sakai in 2009. The Sakai plant is still the only 10th generation LCD
manufacturing plant on the globe and best fit for production of 60 inch or larger panels.
However, the 2008 financial crisis and strong Yen (especially against Won) significantly
lowered world demand for Japanese LCD panels. Furthermore, the switch to digital TV
broadcasting was virtually completed in Japan by the middle of 2011. Via Japanese
government issued coupons for digital TV sets, consumers were encouraged to
purchase digital TV sets until March 2011. This crippled the Japanese LCD TV market,
reducing it almost by half from 2010. All of those events strongly hit Sharp's LCD
business. As the result, the Sakai LCD plant suffered a very low operating rate until fall
2012.

Timeline of SHARP Corporation1912 to 1914

Companys Founder, Tokuji Hayakawa, invents a snap belt buckle requiring no fastening
holes.
Tokuji Hayakawa invents and patents an adjustable flow faucet.
1915 to 1919
Tokuji Hayakawa invents, manufactures and sells the Ever-Sharp Mechanical Pencil,
one of the most innovative and popular writing instruments of its time.
1920 to 1924
Committed to modernization, Tokuji Hayakawa is among the first to introduce assembly
line manufacturing to Japan.
1925 to 1930
Company, then known as Hayakawa Metal Works, begins mass production of the first
crystal radio made in Japan.
1931 to 1936
An originally designed intermittent belt conveyor system is completed in 1936. A first in
Japan, this system achieves an unprecedented level of quality and efficiency. The
system's mass production capability makes it possible to build a single radio in just 56
seconds.
1937 to 1944
World War II drives demand for Sharp radio sets.
1945 to 1952
Korean War brings a boom in procurements by the US forces, boosting the Company's
fortunes which had declined in the difficult period immediately following World War II.
The Company successfully introduces a Super Radio Set in response to newly
expanded radio broadcasting in Japan.
1953 to 1954
The Sharp model TV3-14T became Japan's first commercially produced television.
In 1953, television sets produced by Tokuji Hayakawa's company account for 60% of
Japans industry total.
6

1955 to 1958
Home appliance boom starts in Japan. Company completes new home appliances
plant featuring the largest automatic plating facility in Asia as well as cutting-edge plastic
molding equipment.
1960 to 1961
Company begins mass production of color televisions.
The Company begins research on computers, semiconductors, ultra-short wave
technology and microwave ovens. All are future product categories in which the
Company excels.
1962 to 1963
Based upon pioneering solar power research started in 1959, the Company successfully
mass-produces its first solar cells in 1963.
1964 to 1966
The Company delivers a breakthrough product -- the world's first all transistor-diode
electronic calculator.
1967 to 1968
Continuing its international expansion, the Company establishes sales subsidiaries in
West Germany and the United Kingdom.
1969 to 1970
Cooperative agreement with Rockwell Corporation of the United States leads to
production of extra large-scale integrated (ELSI) chips that form the core of Sharp's
popular cutting-edge Microcompet calculator.
1971 to 1972
Sharp produces the first 4-bit microprocessor in Japan. It is incorporated in a new
point-of-sale terminal produced for Coca-Cola Co., Ltd.
Sharp enters what is then called the photocopier business.
1973 to 1975
Sharp succeeds in introducing a calculator with the world's first practical LCD unit.
Sharp adopts Sincerity and Creativity as its corporate creed.

1976 to 1978
Sharp develops a TV employing an EL panel that is a mere 3 cm thick. This thin TV
attracts a great deal of attention at electronics shows.
1985
An industry first, Sharp establishes a Creative Lifestyle Focus Center to discover
consumers true preferences in order to guide development of demand-generating newlifestyle products.
1986
Sharp launches the Liquid Crystal Display Group and establishes Liquid Crystal Display
Laboratories within the Corporate Research and Development Group.
1987
The name Sharp becomes inextricably linked with LCD. The Company creates a TFT
LCD module containing 92,160 pixels, the most in the industry, and incorporates it into
an LCD color TV.
1988 to 1989
Sharp pledges to become a full-range electronics company with optoelectronics as its
core technology. Optoelectronics, which fuses light and electronics, surpasses
conventional optical data transmission technologies. Its major advantages are data
compression, excellent reliability and high transfer rates.
1990
Sharp's stylish UX-1, the world's thinnest facsimile, expands its home product market.
Sharp reveals a convection microwave oven incorporating fuzzy logic control.
1991
Sharp introduces the world's first wall-mount LCD TV, incorporating the industry's
largest 8.6-inch TFT LCD with 437,760 pixels.
1992
Sharp completes a new facility for manufacturing the most advanced VLSI chips.
1993
The LCD ViewCam grows into a flagship product that shows the world that "LCD is
Sharp" and contributes to boosting the company image.
8

1994
Sharp makes waves by introducing a reflective-type TFT color LCD that can be viewed
clearly in natural or normal room light. Compared to conventional transmissive-type
LCD, which required a backlight, this new display uses just one-thirtieth the power and
boasts a wide viewing angle. The reflective TFT LCD becomes popular as a display for
mobile devices.

1995
Sharp announces the establishment of Sharp Laboratories of America, Inc. (SLA) in
Camas, Washington, to give Sharp a global tripolar research network linking Japan, the
US, and the UK. SLA is founded so that America's superb researchers could use
rapidly advancing multimedia technology to create original products for Sharp.
1996
Sharp creates Japanese and English websites to provide company information and new
product news to the public.
1997
Sharp launches the Environmental Protection Group and promotes a 3G1R strategy
company-wide. (The three Gs stand for Green products, Green factories, Green mind,
and the one R stands for Recycling business.) Sharp aims to become the No.1
environmentally responsible company from product planning, factory operation, and
work processing to employee actions.
1998
Using new CG-Silicon (continuous grain silicon) technology developed through a joint
venture, Sharp makes a splash with its prototype ultra high-definition 60-inch rear
projector that uses three 2.6-inch CG-Silicon LCD panels.

1999
Sharp announces the worlds first 20-inch LCD TVs in February and begins sales the
following month. The large 20-inch screen is the ideal size for a main TV in a home.
With a thickness of only 4.95 cm, these TVs save space and use only 43% of the power
consumed by conventional models.
2000
Having provided many world-first and industry-first copiers since entering the market in
1972 with a wet-type electrostatic copier, Sharp's total worldwide copier production
reaches 10 million in 2000. Sharp becomes the second copier manufacturer to achieve
this outstanding milestone.
2001
Sharp introduces the AQUOS LCD color TV, a new standard in consumer TVs.
Sharp introduces the world's thinnest and lightest (as of May 2001) 12.1-inch notebook
PC.
2002
Sharp strengthens its foundation for future success by starting construction of new
manufacturing facilities including the highly efficient Kameyama Plant (in Japan) as a
site for the integrated production of LCD TVsfrom the LCD panel to the final assembly
of large-screen TVs.
2003
The shift to high-resolution LCDs for mobile devices rapidly progresses, and Sharp
begins full-scale production of System LCDs, which enable an ultra-high-resolution
display on a par with photogravure printing. System LCDs quickly find applications in
mobile phones and PDAs.

10

2004
Sharps state-of-the-art Kameyama Plant becomes fully operational.

It integrates

production of large-screen LCD TVs from fabricating the LCD panel to final assembly and is the first such facility in the world.
2005
Sharp achieves the worlds highest solar cell production total for the sixth year in a row,
and Sharp receives high ratings as a leading environmental company.
2006
Sharp initiates a system to ensure a consistent supply of large-format LCD panels in the
40- and 50-inch class by adopting eighth-generation glass substrates (2,160 x 2,460
mm), a world first, and sets up a global five-base production system with the goal of
producing products in the region in which they are used.
2007
Sharp develops a 108V-inch LCD TV that it shows at the 2007 International Consumer
Electronics Show in Las Vegas, Nevada. This 108V-inch LCD TV, the worlds largest at
that time, uses a Black Advanced Super View full-HD panel, measuring 2,386 x 1,344
mm, that is made at Kameyama Plant No. 2 from the first-ever eighth-generation glass
substrates.

11

VISION OF SHARP COMPANY

Sharp aims at Rs 5,000-cr turnover by 2015
Sharp Business Systems (India) Ltd has made a lot of headway in the past two years
and consolidated its position in the Indian market and is aiming at a business turnover
of Rs 5,000 crore by 2015 from the current Rs 900 crore, according to Sunil Sinha, who
was here on Sunday to open an exclusive Sharp brand shop, said in an interview that
the company was selling office automation products, consumer goods and solar
products. It was producing air-conditioners and LED television sets at its manufacturing
Sharp has always been known for its innovative, quality products and even though our
prices at the lower-end may be slightly higher, the customer will be happy. Moreover,
the Indian market is no longer as price-sensitive as it used to be a few years ago.
People are willing to pay more for quality products, he said.
Power saving
He said Sharp refrigerators were using two technologies - plasma cluster ion generator
and hybrid cooling - preventing dryness, uneven cooling and overcooling of food, fruits
and vegetables to keep them fresh. As for air-conditioners, he said, the customers
would be able to save a substantial amount on power bills due to lower power
consumption, as inverter technology is being used. The compressor runs on DC (direct
current), he explained. Roughly, the AC would not consume more than 100 units per
month on the aggregate. The company was also trying to promote air purifiers in the
Indian market.

12

CORE BUSINESS
Core technologies and products include: LCD panels, solar panels, mobile phones,
audio-visual entertainment equipment, video,Multi-Function Printing Devices, microwave
ovens, air conditioners, cash registers, CMOS and CCDsensors, and flash memory.
The first commercial camera phone was also made by Sharp for the Japanese market
in November 2000. Recent products include the ViewCam, the Ultra-Lite notebook PC,
the Zaurus personal digital assistant, Sidekick 3, and the AQUOS flat screen television.
Sharp manufactures consumer electronic products, including LCD televisions, sold
under the Aquos brand, mobile phones,microwave ovens, Home cinema and audio
systems, air purification systems, fax machines and calculators.
For the business market, Sharp also produces projectors and monitors and a variety
of photocopiers and Laser Printers, in addition to electronic cash registers and Point of
sale technologies.
In the field of multifunction printers (MFD) has won awards from BLI and BERTL, two
firms providing competitive intelligence and test reviews in the print industry. SHARP's
MX2600N and MX3100N printers included version 3 of the company's Open System
Architecture (OSA3) which allows third party developers to directly integrate their
business applications with the MFD.
Sharp Solar is a supplier of silicon photovoltaic (PV) solar cells,and offers a solar TV. In
Q1 2010 the company made the highest revenues from production of solar PV

13

ORGANIZATION STRUCTURE OF SHARP BUSINESS AND SYSTEMS

14

Source: www.sharpusa.com

FUNCTION OF SHARP BUSINESS AND SYSTEMS

Sharps business philosophy contains a statement of Our future prosperity is directly
linked to the prosperity of our customers, dealers and shareholders ...indeed, the entire
Sharp family. Under this philosophy, Sharps basic concept concerning corporate
governance is to maximize corporate value through swift and accurate management .
Based on this stance, Sharp appoints an outside director who has international, multifaceted and compliance perspectives on wide-ranging issues, such as the social and
economic environment, and the future direction of Sharp. In doing so, we strive to
strengthen the decision-making functions within the Board of Directors and the functions
for supervising directors execution of duties. We also have the Executive Officer
System, thereby dividing the supervisory and decision-making functions from the
business execution functions, and creating a structure that steadily facilitates nimble, .

With respect to corporate auditors and the Board of Corporate Auditors, Sharp appoints
outside independent corporate auditors in order to reinforce the monitoring and
checking functions on the management and otherwise strengthen the corporate
governance system.
Sharps corporate governance system comprises the Board of Directors, which
supervises directors execution of duties, the Board of Corporate Auditors, which audits
the business executions of directors, and the Executive Officer System, which divides
the supervisory and decision-making functions from the business execution functions.
By also appointing an outside director and setting up various committees to supplement
the supervisory functions of the Board of Directors, Sharp believes that its corporate
governance system is adequate in terms of transparency, objectivity and soundness.
15

The Board of Directors Meetings of Sharp Corporation are held on a monthly basis in
principle to make decisions on matters stipulated by law and management-related
matters of importance, and to supervise the state of business execution. To improve
management agility and flexibility, and to clarify the responsibilities of the company
management during each accounting period, the term of office for members of the
Board of Directors is set at one year.
As an advisory body to the Board of Directors, the Company has the Internal Control
Committee, which deliberates on basic policies, and the state of development and
implementation regarding internal controls and internal audits, then reports on and
discusses important matters with the Board of Directors. As advisory bodies to the
Board of Directors, Sharp also has the Nominating Committee and the Compensation
Committee.In addition to the Board of Directors, the Company has the Executive
Management

Committee,

where

matters

of

importance

related

to

corporate

management and business operation are discussed and reported once a month in
principle. This committee facilitates prompt executive decision making.
The Board of Corporate Auditors is composed of five corporate auditors, three of whom
are outside independent corporate auditors. Each corporate auditor meets regularly with
the representative directors, the directors, the executive officers, the accounting
auditors, the head of the Internal Audit Unit and others to exchange opinions and work
to ensure that business is executed legally, appropriately and efficiently.

CUSTOMER
By providing excellent pre-sales advice and supplying innovative, state-of-the-art
solutions, which we support with outstanding service, we deliver very high-levels of
customer satisfaction. We have thousands of customers who have been with us for
many years and are happy to turn to us time and time again for new products, solutions
and services; our relationships are testament to the quality of the customer service we
provide.

16

Sharp Business Systems UK Plc is a fully owned and operated subsidiary of Sharp
Electronics (UK) Ltd. Our heritage lies within IOT Plc, which was acquired by Sharp in
March 2011, and we have been dedicated to providing the highest quality of service to
all kinds of organisations, regardless of size and nature, since 1964. As part of the
globally recognised and trusted Sharp Corporation, we are at the forefront of technical
innovation ensuring that we can fulfil all printing and copying requirements.
Our current portfolio of hardware products ranges from space-saving MFPs through to
exceptionally versatile high-speed production print systems. We also supply a wide
range of software solutions, which combines with our premium level service support to
offer our customers a powerful Managed Print Service (MPS).
Our success and longevity in an ever changing industry is entirely due to the application
of a time-honoured ethos, delivered consistently by longstanding, experienced staff
justifiably proud of the high levels of account management and after sales service that
we provid

GROWTH AND COMPETITION

Competitive analysis
The market share of SHARP is nearly 4.49% so far.
There is a good opportunity for the SHARP to increase its market share in future if it
focuses on its marketing and advertisements.
The requirements for Air purifiers is very less 1.56%. This shows company needs to
create more awareness to the product by advertisements and live demo shows.
HP and CANON emerged as Market Leader and Challenger with Overall share of
47.19% and 29.84% respectively.

17

Competition

As on 22 Dec 2013

Name

Last Price Market Cap.

Sales

Net Profit

Total Assets

(Rs. cr.)

Turnover

195.70

6,238.36

18,157.27

-71.63

32,015.74

159.75

262.22

218.13

-20.28

222.53

179.60

184.24

330.58

-22.40

330.44

19.65

96.06

59.69

-127.32

367.16

6.60

93.56

1,292.29

-28.64

311.77

Salora Inter

38.30

33.73

396.86

1.52

154.05

Noesis Ind

2.10

5.53

2.74

-35.41

215.71

Sharp India

34.45

89.38

154.29

2.77

31.75

Videocon
Ind
PG
Electroplast
Jindal
Photo
BPL
Mirc
Electronic

18

Market Share
Air Purifiers equipped with Sharp Plasmacluster Ion Technology are used by more than
5 crore families worldwide and is undoubtedly the best Air Purification System available
to mankind. Sharp enjoys 56% market share worldwide and is No 1 in 17 countries. We
are expecting the market for Air Purification to reach Rs 2000 crores by 2016. Sharp
India plans 25% market share and clock a turnover of Rs 500 Crore from Air Purifier
business alone.
The copier-based laser MFP witnessed a growth of 13.3 percent in 2011 compared to
2010, with Canon and Ricoh commanding a combined market share of 46 percent.
Toshiba, Sharp, and Xerox are each neck-to-neck with a combined market share of 36
percent. Konica Minolta and Kyocera each achieved a market share in the vicinity of 610 percent.
LG Display Shipped The Most Units Of LED-Backlit LCD TV Panel Globally Korean
manufacturer LG Display came top in the global shipment of LED-backlit LCD TV
panels on a unit basis for the fourth quarter of 2010, followed by Japanese firm Sharp
corporation, according to data released by California-based market research and
consulting firm DisplaySearch this week. Somewhat surprisingly, Samsung whose
brand is as good as synonymous with LED TV since the companys large-scale
marketing campaign two years ago only managed to secure third place, but the good
news is the Seoul-headquartered conglomerate is joint-top (with Sharp) in revenue
terms.

19

www.sharpusa.com
This information is found in the latest Quarterly Large-Area TFT LCD ShipmentAdvanced LED Report published by DisplaySearch. As depicted in the pie chart above,
LG captured 31.1% of the LED LCD television panel market in the final quarter of last
year by shipping over five million units worldwide. Sharp claimed 21.5%, while Samsung
had to settle for 20.8% of the market share. Taiwanese LCD makers AU Optronics
(AUO) and Chimei Innolux (CMI) took 14.2% and 8.5% respectively.
Samsung fared better when it came to earned revenues for LED-based LCD TV panel
shipments. The Korean HDTV manufacturer grabbed 27.3% of the share, tying Osakabased rival Sharp for first place. LG Display came in third at 25.1%, in front of AUO
which accounted for 13.9% of the LED LCD display revenue globally.

Growth of Consumer Electronics Production in India:

The biggest attraction for MNCs is the growing Indian middle class. This market is
characterized with low penetration levels. MNCs hold an edge over their Indian
counterparts in terms of superior technology combined with a steady flow of capital,
while domestic companies compete on the basis of their well-acknowledged 1 brands,
an extensive distribution network and an insight in local market conditions.
One of the critical factors those influences durable demand is the government spending
on

infrastructure,

especially

the

rural

electrification

programmer.

Given

the

governments inclination to cut back spending, rural electrification programmers have

always lagged behind schedule. This has not favored durable companies till now. Any
incremental spending in infrastructure and electrification programmers could spur
growth of the industry.
The digital revolution is shaking up the consumer durables industry. With the advent of
MP3 music files, personal video recorders, game machines, digital cameras, appliances
with embedded devices, and a host of other media and services, it is no longer clear

20

who controls which part of home entertainment. This has set off a battle for dominance,
and the shakeup is spanning the entire
Technology spectrum. Microsoft Corp. is spending billions on entertainment initiatives
such as its Xbox video game console. Compaq and HP sell MP3 music players that
plug into home-stereo systems. Apple Computer is positioning its new iMac as a digitalentertainment device. Sony is building Vaiocomputers that focus on integrating
multimedia applications. Philips sells stereos that hook into a high-speed Internet
connection to play music from the Web. More startups are trying to carve out profitable
niches in digital music, video, and home networking. The industry is witnessing a
number of
strategic alliances, to develop a range of capabilities -electronic hardware, software and
entertainment content. As more consumers grow comfortable with technology,
companies need to build simpler devices that offer more entertainment and
convenience. These new machines need to work together readily, and should be as
easy to set up and use as a telephone or a television.Consumerization of technology
could be a major phenomenon over the next 5 to 10 years. This could hasten industry.

OPERATIONS
In cooperation with shipping contractors, Sharp is working to reduce environmental
impact in distribution; for example, by improving transport methods, transport routes,
and load efficiency. In packaging, Sharp is working to save resources by reducing the
use of packaging materials.
Reducing the Environmental Impact of Distribution in Japan

21

Source: www.sharp.com

Sharp observes a rule set forth in the Japanese Law Concerning the Rational Use
of Energy (Energy Conservation Law) that requires specified shippers to reduce
CO2emissions per shipping volume by 1% or greater per year. All Sharp Group
companies in Japan are working to steadily
reduce environmental impact and costs associated with distribution by improving
transport and load efficiencies and by shifting to environmentally friendly modes of
transport (modal shift).
In fiscal 2012, Sharp Group CO2 emissions from shipping activities in Japan were
29 thousand tons CO2 (down 21% from the previous fiscal year). Emissions per
shipping volume were 0.2 tons CO2/thousand ton-km, an average annual reduction
of 3% for the most recent five years.

22

THE INDUSTRY ANALYSIS

Sharp Corporation is a well known Japanese consumer appliance electronics
manufacturer that also manufactures products for the information and communication
industry. A subsidiary of Sharp has business interests in the solar power industry
wherein it offers both commercial and residential solutions. The company wants to
gradually move towards Eco Positive operations and is also looking to expanding
further.
Publication Overview
This complete and comprehensive analysis of Sharp Corporation, includes an overview
of the industry the company operates in and then moves on to analyzingthe company
itself.
Company analysis includes a history of Sharp Corporation, a business segment
analysis of the segments Sharp Corporation operates through, a look at the
organization structure of the company, a geographical operating segments analysis, an
analysis of the company's major competitors.
A financial analysis of Sharp Corporation is presented in the report which includes a
ratio analysis, basic profit and loss analysis, presentation of the company balance
sheet, and much more.

Porters five forces modelsBargaining Power of buyer: The buying power is quite low as the product is premium

23

Supplier Power: The supplier power is low because of the product is imported from
japan
Competitive Rivalry: Presence of large number of players in the market leads to high
rivalry.
Threat of new entrant: Its is very less as new entrants cannot easily survive in the
market
Availability of substitutes: The threat of substitutes in Printer market is high..

SWOT ANALYSIS1. Enjoys good brand recognition.

2. Has strategic tie-ups with companies like Samsung, Qualcomm & Hon Hai
group
3. Spends more on R&D.

Strength

4. Good consumer service. Sharps call center rated high among consumers
5. Over 55,000 people are employed with the company
6. One of the worlds largest manufacturer of TVs
7. Sponsorship of events and sports tournaments and teams like Manchester
United

Weakness

1.Make in Japan Sell overseas model means limited market share

2. Reducing price of LCD panels means lesser margins
3.Sharp reported reducing sales and reducing reported profits
1.Good scope for LCD screens market
2.Increased spending in consumer electronics market

Opportunity
Threats

3.Increasing demand for smartphones

1. Consumer electronics products becoming commoditized
2.Intense competition in the consumer electronics industry
3.Japans currency (Yen) fluctuation risk

24

KEY SUCCESS FACTORS

ERP implementations are gaining momentum in Sharp Business and Systems..As
executives become more comfortable with volatility and as they think they have a better
handle on what might occur in the future, they are starting to think about investing
again. To add fuel to the fire, they are realizing that theyll be left in the dust by their
competitors who can deliver quicker, provide 24/7 access to shop and gain order status
visibility etc., and so they are considering investing in technology. Thus, Ive seen a
sharp rise in requests to select systems and help with project management for upgrades
and implementations.
ERP implementations rarely fail in formulation; however, they frequently fail in
implementation. Almost every client I run across has heard a horror story of a failed
ERP implementation - a supplier that couldnt ship, a customer that couldnt figure out
what was needed, the business in chaos, etc. Thus, it makes imminent sense to
consider the top keys to success for ERP implementations. Dont even start down the
path until youve thought through these keys to success:
1.

Focus on just the critical few key requirements: Although it is natural to think
that every piece of functionality is critical (or why not include it since you're spending
money on a new system anyway), STOP! Take a step back and focus 80% of your
efforts on the 20% of functionality that drives your business. Which profit drivers are
important? Which customer requirements are key to success? Does your industry
have any differentiators? How will the software functionality address these critical
success factors?

2.

In my experience with numerous ERP selection and implementation projects, this

is one of the most overlooked yet vital success factors. Unfortunately it is easy to get
swiped up in the bells and whistles the ERP software providers show you unless you
have clearly defined which 3-5 critical requirements should be seen with a deep
dive.
25

3.

People: Nothing else matters if the right people aren't on the team. As with
project success in general, it begins and ends with leadership! When implementing a
system, it is 99.9% probable that something will go wrong during the
implementation, and if you have the right people in the right positions (on the
implementation team, focused on change management, leading the organization,
etc.), they will turn these potential bottlenecks into minor bumps in the road.

4.

Functional-led: The project must be led by a core business function, yet the IT
project manager must be integral to the process. I know might seem like a
contradiction, but it is one of the most important elements to success. The business
must lead the process to make sure it is focused on the key elements that will
support the business and drive business value/ return; however, they typically are
not the best equipped to ensure a successful execution. Therefore, finding an IT
project manager proficient in bringing it all together (the business needs, project
management, the IT elements, etc.) and facilitating the implementation (sometimes
behind the scenes in a supporting role) is key to success.
For example, in my experience, if the ERP implementation was led by IT, the
business leaders would blame ITs lack of business knowledge on any issues that
arose regardless of whether they could have prevented them. Instead, if the
business functions led the implementation, they brought up the business issues in
advance. In those cases, if IT wasnt integral, the issues were typically not
addressed successfully or in the most cost effective and efficient manner. Thus,
the optimal solution occurred when it was a collaboration.

5.

Change management: Implementing a new system is one of the most

significant change management initiatives a company can embark upon. Peoples
jobs change, processes are redefined, and the system is changed not much stays
the same. Thus, change management is vital to success.
Even though change management is a requirement to succeed, it isn't necessary for
the project leader and team to be an expert in change management to be
26

successful. Instead, leadership is the key - communicate proactively, provide as

much clarity as possible about the future state, communicate the roadmap to get to
the future state, ask questions, incorporate input, and listen. Project managers and
functional leaders will make or break your ERP project success.
6.

Training and education: This topic should not be overlooked. It is the only way
to make sure the business results are achieved. Don't just focus on the how-to's. .

Products of Sharp Business System (India) Limited

Multifunctional Printers
Inverters AC
Air Purifiers
Monitors

THE CORE BUSINESS:

BUSINESS PRODUCTS:

Multi functional printers.

Sharp Solar
Air Purifier
Touch Screen Monitors
Projectors

HOME PRODUCTS:

Washing Machines
Air Conditioners
Lcd/Led Tvs
Vaccum Cleaner
Rifrigerators
Home Theators
Microwave Ovens

27

CHAPTER 3

28

REVIEW OF LITERATURE
Kraus, Paul John, 2000, conducted a study of Competitive brand differentiation. This
research analyzes the circumstances that impact views of analytic under each of these
alternative difference techniques and provide important ideas into the process that
makes an efficiently classified product. The subject determines that each factor isthe
indecisiveness of choices for the distinguishing feature, the degree of recognized
reliability between the central feature and the distinguishing product,and the
differentiator's costs compared to competing producers.
Agrawal, D P. 2006, conducted a study of Brand Positioning, this study detailed about
the moraland cross-cultural issues in product positioning. Five basic factors of product
placement Brand Identification, Brand Image, Brand Character, Brand Awareness,
and Brand Interaction are recognized.
This paper is based on the core idea that values can be used as a product differentiator
and can create an ideal advantage. The framework comes out as the core research
study is important from the managing perspective as it offers a detailed template to
position the brand in a significant way.
Xiao Tong. 2006, conducted a study of exploring the relationship between marketing
activities and the creation of brand equity in the Chinese clothing market. The result
shows that store image, event sponsorship, target marketing, and Web advertising
expenditures have a strong combined effect on the brand equity creation in China.
Frequent price promotions have negative effects on the brand quality level and brand
image. The outcomes of the study suggest that cultural differences mediate the effectof
marketing efforts on brand equity creation.

29

Renata virelien, Ilona Buinien, 2008, conduct study of the relationship marketing
aspects.The study describes Relationship marketing is also called as New marketing to
fulfillment of customer needs and building of long-term relationships with customer. The
main aim towards this study is to diversity of client needs and regular changes thereof,
found out the requisite for a fresh approach to the development of operations. From the
interpretation, the result of the study comments on the significance of the companys
relationships with business partners, and the main relationship marketing dimensions
(empathy, communication, cooperation, satisfaction, trust and commitment) with
customers was sufficiently strong and in turn determined closeness of these
relationships.
Gitana Dudzeviit, Valentina Peleckien. 2010, conducted a study of the importance
of the marketing strategy and strategic planning in organization for continuing
successful growth. Further, it attempts to make a comparative analysis of the marketing
strategy, processes proposed by various authors. The study describes to make a
quantitative analysis of the customers satisfaction, referring to the particular example of
the company. The outcomes of the study describe the extra attempts and resources are
necessary to make successful organization.
Bai, X.-S. 2010, conducted a study of tracking system of agricultural products' quality
and safety is to avoid security issues and control to observe farming items process
which is an efficient means to ameliorate the top quality of farming items and create
farming items brand. The analysis tests the efficiency from the maturation of the
monitoring program of farming products' top quality and safety.
As a consequence, the analysis points out the current problems and modified factors
and gives some referential recommendations on the judging program, standardization,
technology and policy.
Gordon, Brian S. 2010, conducted a research on Consumer-based product value model
depending on Keller's product value chart that explains how the customers views
influence product resonance.
The consumer-based product value scale was consists of five constructs related to
product equity: brand awareness, product organizations, product brilliance, product
30

impact, brand resonance. This finding revealed that two attitudinal constructs (brand
brilliance and product affect) played an important function in the product associationbrand resonance relationship.

CHAPTER 4

RESEARCH METHODOLOGY

31

Research design- I used descriptive research as a research design because it gives an

accurate results.
Area of Research- My area of research is Marketing in Customer Care Services.
Research process
Research methodology and methods are taught in several ways in many academic
disciplines at various levels by people committed to a variety of research paradigms.
Though paradigms vary in their contents and substance, their broad approach to
enquiry, in the authors opinion, is similar. Such ideas have also been expressed by
Festinger and Katz, who in the foreword to their book Research Methods in
Behavioral Sciences say: Although the basic logic of scientific methodology is the
same in all fields, its specific techniques and approaches will vary, depending upon
the subject matter (1966: vi). Therefore, the model developed here is generic in
nature and can be applied to a number of disciplines in the social sciences. It is
based upon a practical and step-by-step approach to research enquiry that at each
step provides a smorgasbord of methods, models and procedures to choose from.
Broadly, a research process is very similar to undertaking a journey. Suppose you
want to go out for a drive. Before you start, you must decide where you want to go
and then which route to take. If you know the route, you do not need to consult a
map, but, if you do not know the route, then you need to use one. Your problem is
compounded if there is more than one route. You need to decide which one to take.
Similarly, for a research journey there are also two important decisions to make. The
first is to decide what you want to find out about or, in other words, what research
questions you want to find answers to. Having decided upon your research questions
or research problems, you then need to decide how to go about finding their answers.
32

The path to finding answers to your research questions constitutes research

methodology.
Just as there are signposts along the way as you travel to your destination,
so there are practical steps through which you must pass on your research journey
Step I: Formulating a research problem
Formulating a research problem is the first and most important step in the research
process. A research problem identifies your destination: it should tell you, your
research supervisor and your readers what you intend to research. The more specific
and clearer you are the better, as everything that follows in the research process
study design, measurement procedures, sampling strategy, frame of analysis and the
style of writing of your dissertation or report is greatly influenced by the way in
which you formulate your research problem. Hence, you should examine it thoroughly,
carefully and critically. The main function of formulating a research problem
is to decide what you want to find out about. Chapter 4 deals in detail with various
aspects of formulating a research problem.
It is extremely important to evaluate the research problem in the light of the
financial resources at your disposal, the time available, and your own and your
research supervisors expertise and knowledge in the field of study. It is equally
important to identify any gaps in your knowledge of relevant disciplines, such as
statistics required for analysis. Also ask yourself whether you have sufficient knowledge
about computers and software if you plan to use them.
Step II: Conceptualising a research design
An extremely important feature of research is the use of appropriate methods.
Research involves systematic, controlled, valid and rigorous exploration and description
33

of what is not known, and establishment of associations and causation that

permit the accurate prediction of outcomes under a given set of conditions. It also
involves identifying gaps in knowledge, verification of what is already known and
identification of past errors and limitations. The strength of what you find largely
rests on how it was found.
The main function of a research design is to decide, describe, justify and explain
how you will find answers to your research questions. The research design sets out
the specific details of your enquiry. A research design should include the following:
the study design per se and the logistical arrangements that you propose to undertake,
the measurement procedures, the sampling strategy, the frame of analysis and
the time-frame. (Do not confuse the study design and research design. The study
design is just one part of the research design. The research design also includes other
parts which constitute the research process.)
For any investigation, the selection of an appropriate research design is crucial in
enabling you to arrive at valid findings, comparisons and conclusions. A faulty design
results in misleading findings and is therefore tantamount to wasting human and
financial resources. In scientific circles, the strength of an empirical investigation is
primarily evaluated in the light of the research design adopted. When selecting a
research design it is important to ensure that it is valid, workable and manageable.
There is an enormous variety of study designs and you need to be acquainted with
some of the most common ones both in quantitative and qualitative
approaches.
Select or develop the design that is most suited to your study. You must have strong
reasons for selecting a particular design; you must be able to justify your selection; and
34

you should be aware of its strengths, weaknesses and limitations. In addition, you will
need to explain the logistical details needed to implement the suggested design.
Step III: Constructing an instrument for data collection
Anything that becomes a means of collecting information for your study is called a
research tool or a research instrument, for example interview schedules,
questionnaires,
notes on field observations, field diaries, information collected from secondary
notes, interview guides.
The construction of a research instrument is the first practical step in carrying
out a study. You will need to decide how you are going to collect data 8 RESEARCH
METHODOLOGY
for the proposed study and then construct a research instrument for data collection.
Chapter 9 details the various methods of data collection for qualitative
and quantitative studies and the process of developing a research
instrument.
If you are planning to collect data specifically for your study (primary data), you
need either to construct a research instrument or to select one that has already been
constructed. Chapter 10 deals with methods for collecting data using attitudinal
scales.
If you are using secondary data (information already collected for other purposes),
you will need to identify what information is needed and then develop a
form to extract the required data. In order to determine what information is
required, you need to go through the same process as for primary data.
Field testing (or pre-testing) a research tool is an integral part of instrument
construction.
35

As a rule, the pre-test of a research instrument should not be carried out

on the sample of your study population but on a similar population which you are
not proposing to study. This is covered in greater detail in Chapter 9.
If you are planning to use a computer for data analysis, you may wish to provide
space for coding the data on the research instrument
Step IV: Selecting a sample
The accuracy of your findings largely depends upon the way you select your sample.
The basic objective of any sampling design is to minimise, within the limitation of
cost, the gap between the values obtained from your sample and those prevalent in
the study population.
The underlying premise in sampling is that a relatively small number of units, if
selected so that they genuinely represent the study population, can provide with
a sufficiently high degree of probability a fairly true reflection of the sampling
population that is being studied.
When selecting a sample you should attempt to achieve two key aims of sampling:
(i) the avoidance of bias in the selection of a sample; and (ii) the attainment
of maximum precision for a given outlay of resources.
There are three categories of sampling design (Chapter 12): random/probability
sampling designs, non-random/non-probability sampling designs, and the mixed
sampling design.
There are several sampling strategies within the first two categories. You need to
be acquainted with these sampling designs the strengths and weaknesses of each
and the situations in which they can or cannot be applied in order to select the

36

one most appropriate for your study. The type of sampling strategy you use will
influence your ability to make generalisations from the sample findings about the
study population, and the type of statistical tests you can apply to the data.
Step V: Writing a research proposal
Having done all the preparatory work, the next step is to put everything together
in a way that provides adequate information about your research study, for your
research supervisor and others. This overall plan, called a research proposal, tells the
reader about your research problem and how you are planning to investigate it.
Broadly, a research proposals main function is to detail the operational plan for
obtaining answers to your research questions. In doing so it ensures and reassures
the reader of the validity of the methodology to obtain answers accurately and
objectively.
Universities and other institutions may have differing requirements regarding the
style and content of a research proposal, but the majority of institutions would require
most of what is set out here.
Step VI: Collecting data
Having formulated a research problem, developed a study design, constructed a
research instrument and selected a sample, you then collect the data from which
you will draw inferences and conclusions for your study.
Many methods could be used to gather the required information. As a part of
the research design, you decided upon the procedure you wanted to adopt to collect
your data. In this phase you actually collect the data. For example, depending 10
RESEARCH METHODOLOGY
upon your plans, you might commence interviews, mail out a questionnaire, conduct
37

nominal/focus group discussions or make observations.

Step VII: Processing and displaying data
The way you analyse the information you collected largely depends upon two
things: the type of information (descriptive, quantitative, qualitative or attitudinal);
and the way you want to communicate your findings to your readers. Chapter 15
describes different ways of analysing quantitative and qualitative data and Chapter
16 details various methods of displaying the data that has been analysed.
In addition to the qualitativequantitative distinction, it is important for data analysis
that you consider whether the data is to be analysed manually or by a computer.
If your study is purely descriptive, you can write your dissertation/report on the
basis of your field notes, manually analyse the contents of your notes (content
analysis), or use a computer program such as NVivo for this purpose.
If you want quantitative analysis, it is also necessary to decide upon the type of
analysis required (i.e. frequency distributions, cross-tabulations or other statistical
procedures, such as regression analysis, factor analysis and analysis of variance) and
how it should be presented. You will also need to identify the variables to be subjected
to these statistical procedures.
Step VIII: Writing a research report
There are two broad categories of reports: quantitative and qualitative. As mentioned
earlier, the distinction is more academic than real as in most studies you need
to combine quantitative and qualitative skills. Nevertheless, there are some purely
qualitative and some purely quantitative studies.
Writing the report is the last and, for many, the most difficult step of the research

38

process. This report tells the world what you have done, what you have discovered
and what conclusions you have drawn from your findings. If you are clear about the
whole process, you will also be clear about the way you want to write your report.
Your report should be written in an academic style and be divided into different
chapters and/or sections based upon the main themes of your study
Data Representation
The analysis used for data interpretation is Simple Descriptive analysis. In this the data
is interpreted with the help of various charts, histograms and bar diagrams.
The inference of the data interpretation is also done
Data collection methods: The collection of data takes place in two ways. They are as
follows

Primary Data: collected using Questionnaire from Pharmaceutical, Pathological

lab, Seed Agriculture & Chemical Industries in Hyderabad.

Secondary Data: Collected company websites, trade journals and publications .

Sampling method: Convenience Sampling

Sample size: Sample size is the number of observations used for calculating estimates
of a given population. For example, if we interviewed 30 random students at a given
high school to see if they liked a certain music artist, "30 students" would be our sample
size.
The sample size of my study is 50.

Research Instrument
The most common research instrument is the questionnaire. Keep these tips in mind
when designing your market research questionnaire.
39

Keep it simple.

Include instructions for answering all questions included on the survey.

Begin the survey with general questions and move towards more specific
questions.
Keep each question brief.

If the questionnaire is completed by the respondent and not by an interviewer or

survey staff member, remember to design a questionnaire that is graphically pleasing
and easy to read.

Remember to pre-test the questionnaire. Before taking the survey to the printer,
ask a few people-such as regular customers, colleagues, friends or employees-to
complete the survey. Ask them for feedback on the survey's style, simplicity and their
perception of its purpose.

Mix the form of the questions. Use scales, rankings, open-ended questions and
closed-ended questions for different sections of the questionnaire. The "form" or way a
question is asked may influence the answer given. Basically, there are two question
forms: closed-end questions and open-end questions.
Close-end questions - Respondents choose from possible answers included on the
questionnaire. Types of close-end questions include:

Multiple choice questions which offer respondents the ability to answer "yes" or
"no" or choose from a list of several answer choices.

Scales refer to questions that ask respondents to rank their answers or measure
their answer at a particular point on a scale. For example, a respondent may have the
choice to rank their feelings towards a particular statement. The scale may range from
"Strongly Disagree", "Disagree" and "Indifferent" to "Agree" and "Strongly Agree."
Open-end questions - Respondents answer questions in their own words. Completely
unstructured questions allow respondents to answer any way they choose. Types of
open-end questions include:

Word association questions ask respondents to state the first word that comes to
mind when a particular word is mentioned.

40

CHAPTER 5

DATA ANALYSIS:
41

The analysis used for data interpretation is Simple Descriptive analysis. In this

the data is interpreted with the help of various pie charts diagrams.
The inference of the data interpretation is also done.

a) Are you using any Printers/MFP ?

YES
39
78%

Responses
Percentage

NO
11
22%

Table No.1

22%
YES
NO
78%

Figure No.1
Interpretation- From table and figure a)1 we can infer that 78% of respondents were
currently using MFP/Printers. whereas only 22% respondents were not using
Printers/MFP right now but they need it very soon.

b) Is it Colour or Black & white ?

42

Colour

Black & white

Bot

14
28%

20
40%

h
16
32%

Responses
Percentag
e
Table No.2

32%

COLOUR

28%

BLACK AND
WHITE
BOTH

40%

Figure No.2

Interpretation- From the above Table and Figure we can infer that 40% of respondents
use Black & white Printers, whereas 28% of respondents use Colour Printers in their
office.
B) We can also infer that about 32% of respondents were using both Black and white
and colour Printers in their office.

c) Market Share of Printers in Somajiguda

Sr No

Company Particulars Percentage

43

1
2
3
4

HP
CANON
RICOH
SHARP

30
10
5
5

60%
20%
10%
10%

Table No.3

10%
10%

HP
CANON

20%

RICOH

60%

SHARP

Figure No.3
Interpretationa) From the above Figure and Table we can infer that 60% of respondents in
Somajiguda were using HP printers in their office.
b) About 20% of respondents were using CANON in their office.
c) 10% of respondents were using RICOH in their office.
d) From the above Table and figure we can infer that HP printers emerged as market
leader, followed by CANON which emerged as Challenger for HP printers in
Somajiguda.
.
d)Market Share of Printers in BalanagarSr

Company

Responses

No
44

Percentage

1
2
3
4

RICOH
HP
SHARP
CANON

5
15
5
15

10%
30%
10%
30%

5
6

XEROX
SAMSUNG

5
5
Total=50
Table No.4

10%
10%
Total=100

10% 10%
10%
30%
30%

10%

RICOH
HP
SHARP
CANON
XEROX
SAMSUNG

Figure No.4
Interpretationa) From the above table and figure we can infer that 30% of respondents were
using CANON and HP . HP and CANON emerged as Market leader were as
SHARP and SAMSUNG emerged as Challenger in balanagar area.

e)Market Share of Printers in Ameerpet Area

Sr

Company

Responses Percentage

No
45

CANON

10

20%

2
3

HP
SAMSUNG

25
5

50%
10%

4
5

SHARP
OTHERS

10
0
Total=50
Table No.5

20%

20%
0
100%

CANON

20%

HP
10%

SAMSUNG
SHARP
OTHERS

50%

Figure No.5

Interpretationa) From the above Table and figure we can conclude that 50% of respondents
were using HP printers in their office.
b) HP emerged as Market Leader whereas CANON emerged as challenger in
Ameerpet Area.

f)Market Share of Printers in Begumpet AreaSr No

Company

Response

Percentage
10%
30%

SHARP

s
5

HP

15
46

KYOCERA

10

20%

CANON

6%

KONICA

4%

RICOH

10%

XEROX

10%

LEXMARK

10%

Total=50

Total=100%

Table No.6

10%10%
10%
10%
30%
4%
6% 20%

SHARP

HP

KYOCERA

CANON

KONICA

RICOH

XEROX

LEXMARK

Figure No.6
Interpretationa) From the above Table and figure we can infer that 30% of the respondents were
using HP printers in their office .
b) HP printers emerged as Market leader in Begumpet area.
c) RICOH and CANON emerged as Challenger for HP Printers in the begumpet region.
d) KYOCERA emerged as challenger for RICOH AND CANON
.e) LEXMARK,XEROX and KONICA emerged as Market follower

g)Overall Market Share of Printers in three location-

47

Sr

Company

Responses

Percentage

No
1
2

SHARP
CANON

4
2

8%
4%

3
4
5

HP
RICOH
SAMSUNG

30
4
2

60%
8%
4%

6
7

KYOCERA
KONICA

2
1

4%
2%

LEXMARK

2%

XEROX

4
Total=50

8%
Total=100%

Table No.7

2% 8%8%
2%
4%
4%
4%
60%
8%

SHARP

CANON

HP

RICOH

SAMSUNG

KYOCERA

KONICA

LEXMARK

XEROX

Figure No.7

Interpretationa) From the above table and figure we can infer that 60% of respondents were
using HP printers.
48

b) HP emerged as Market leader in all areas.

c) XEROX and SHARP emerged as Challenger to HP
d) KYOCERA and SAMSUNG emerged as challenger to XEROX and SHARP
e) SHARP's Market share is 8%

h) Print Volume Required Per Month By CompaniesSr

Print

Respons

No

Volume

es

49

Percentage

Less than

26

52%

1000
1001-3000

13

26%

3
4

3001-10000
10001-

10
1

20%
2%

20000
More than

0%

20000
TOTAL=5
0

100%

Table No.8

20%

Less than 1000

2%

1001-3000
3001-10000

52%

10001-20000

26%

More than 20000

Figure No.8
INTERPRETATIONa) From the above figure and table we can infer that 52% of the respondents
print volume per month is less than 1000.
b) 20% of respondents print volume per month is 3001-10000.
c) 26% of respondents print volume per month is 1001-3000

i) Number of Printers used in the Organisation ?

50

Sl No.
1
2
3
4
5

Options
Only 1
2-5
6-10
11-20
More than

Responses
10
30
6
3
1

Percentage
20%
60%
12%
6%
2%

20
Table No.9

6% 2%
12%

20%

Only 1
2 TO5
6 TO 10
11 TO 20
More than 20

60%

Figure No.9

Interpretationa) From the above figure and table we can infer that 60% of respondents said that the
number of Printers used in their organization is two to five.
b) 20% of respondents said that number of Printers in their organization is only one.

J) What is there buying patternSr

Buying

Response
51

Percentage

No.

Pattern

1 Per

12%

2
40
2

4%
80%
4%

click per
Page
2 Rental
3 Outright
4 Buybac
k
total=50
Table No.10

4% 12%
4%

100

Per click per

Page
Rental
Outright
Buyback

80%

Figure No.10
Interpretationa) From the above figure and table we can infer that most of the respondents buying
pattern is Outright.
b) Followed by Perclick /page, Rental and Buyback respectively.

k)Type of the page Preferred A3 or A4-

52

Sr No
1
2
3

Page Preferred
A3
A4
Both

Responses
1
40
9
Total=50
Table No.11

18%

Percentage
2%
80%
18%
100%

2%
A3
A4
Both
80%

Figure No.11

Interpretationa) From the above figure and table we can infer that 80% of the respondents were using
A4 as preferred page .
b) 18% were using both pages for printing and 2.% of respondents were using A3.

L ) Current requirement of Printers?

Sl

Options

Yes

No

no.
1
2

Responses
Percentage

6
12%

44
88%

53

Table No.12

12%
YES
NO
88%

Figure No.12

Data Interpretationa) From the above figure and table we can infer that 88% of the respondents were not
in a need to buy a new Printers/MFP.
b) About 12% of respondents have shown interest on buying a new Printers/MFP.

m) Want to meet SHARP representatives?

Sl.no.
1
2

Options
Responses
Percentage

Yes
10
20%

54

No
40
80%

Table No.13

20%
YES
NO
80%

Figure No.13
Interpretationa) From the above figure and table we can infer that 20% of the respondents have n
shown interest to meet SHARP representative.
b) About 80% of respondents said they don't want to meet SHARP representatives.

n) Lead Generation-

No
1
2

Product
Printers/MFP
Air Purifiers
55

Responses
30
2

Percentage
60%
4%

3
4
5

Monitors
LCD/LED TV'S
Inverter AC's

10
4
4

20%
8%
8%

Table No.14

Printers/MFP

8%
8%
20%
4%

Air Purifiers
Monitors

60%

LCD/LED TV'S
Inverter AC's

Figure No.14
Interpretationa) From the above figure and table we can infer that out of all leads 60% were for
Printers/MFP .
b) 20% for Monitors and 8% for Inverter AC's and LCD/LED TV respectively
c) Least were for Air Purifiers

o) Are you interested in buying Air Purifier?

Options
Yes
No

Responses
1
49
Total=50
56

Percentage
2%
98.%
Total = 100

Table No.15

2%
Yes
No
98%

Figure No.15

Interpretationa) From the above figure and table we can infer that only 2%of respondents have
shown interest to buy Air Purifiers.
b) 98% of respondents have shown negative response for buying Air Purifier.

p) Want to know more about Air treatment solution from SHARP and its benefits?

1
2
3

Options
Yes
No
May be

Responses
4
42
4

57

Percentage
8%
84%
8%

Table No.16

8% 8%
Yes
No
May be
84%

Figure No.16

Interpretationa) From the above figure and table we can infer that only 8% of respondents want to
know more about Air treatment solution from SHARP.
b) 8% of respondents said Maybe and 84% of respondents refused to know about Air
treatment solution from SHARP.

q) Are you keen to exercise this benefits at your office/house/gym/spa/clinics?

No
1
2
3

Options
Yes
No
Maybe

Responses
6
40
4

Table No.17
58

Percentage
12%
80%
8%

8% 12%
Yes
No
Maybe
80%

Figure No.17

Interpretationa) From the above figure and table we can infer that 12%of respondents wants to
exercise benefits obtained from Air Purifier.
b) 8% of respondents said maybe.
c) From the above figure and table we can infer that 80%of respondents dont want to
exercise benefits obtained from Air Purifier.

59

CHAPTER 6

Findinga) In Somajiguda HP emerged as Market Leader with 60% Market share.

b) In Balanagar HP and CANON emerged as Market leader with 30% each.
c) In Ameerpet HP emerged as Market Leader with 50% Market share
d) In Begumpet HP emerged as Market Leader with 30% Market share.
e) Overall Market leader is HP with 60% followed by SHARP with 8%.
f) Most of the companies buying pattern is outright.80% of the companies uses outright
pattern..
g) Most of the company prefer A4 pages to print is 80% ..
60

h) Print volume per month is less than 1000 is 52%.

i) Most of the company have two to five printers in there offices.It is around 60%.
j) Current requirements for Printer/MFP is 12%.
k) About 40% respondents want to meet SHARP representatives.
l) Lead generation for SHARP products were 60% for Printers, 4% for Air Purifiers, 20%
for Monitors , 8%each for LCD/LED Tv and Inverter AC's.
m) 2% of respondents are willing to buy Air Purifiers.
n) About 8% of respondents have shown interest For Air Purifying solution by SHARP.
o) About 12% of respondents are keen to exercise benefits in their office provided by
Air purifiers.

CHAPTER 7

61

SUGGESTIONS

SHARP company should use attractive ads in digital media.

Sharp company should also concentrate on social media especially FACEBOOK

TWITTER AND YOU TUBE.

Sharp company should improve their distribution members also.

SHARP company must should give awareness about their products in all ways.

RECOMMENDATIONS

The Sharp Company is a Japanese multinational corporation that designs and

manufacturers electronic products.It has a very strong presence in India and

rapidly growing overseas.

After working on this project I felt that there are some areas where the company

should give some focus to improve the market base.

The Sharp Corporation should conduct trainning sessions at a specific interval of
time.
62

SHARP company should give awareness about their products in all possible
ways.

CHAPTER 8

63

CONCLUSION
HP and CANON emerged as Market Leader and Challenger with Overall share of
47.19% and 29.84% respectively.The market share of SHARP is nearly 4.49% so
far.There is a good opportunity for the SHARP to increase its market share in future if it
focuses on its marketing and advertisements.
The requirements for Air purifiers is very less 1.56%. This shows company needs to
create more awareness to the product by advertisements and live demo shows.

64

CHAPTER 9

APPENDIX

Questionnaire for Printers- In this questionnaire its mainly made to know the buying
pattern of the customer, print volume and type of pages to be print. whether the printer
65

needed should be colour or black and white , the satisfaction level of current printer
whether they need any printer or not. lastly they want any other products from the
company i,e in order to generate leads etc

Questionnaire for Air Purifiers- To create brand awareness and to create curiosity for
the product. To know whether the customer wants to meet SHARP representative or not
for demo etc.

Questionnaire
I am Zeeshan Akhtar student of Viswa Vishwani Business School Hyderabad.
Doing Summer Internship from Sharp Business Systems India Ltd. Kindly help me to fill
the below mentioned questionnaire from the best of your knowledge so that I can
successfully complete my STP.
66

NAME
DESIGNATIO
N
COMPANY
PHONE
EMAIL ID
1) Are you using Printer's or MFP(Multi Function Printers) ?
a) Yes (

b) No (

2) Is it Colour or B/W?
a) Colour

b) Black & White (

3) Which brand are you using ? Tick the appropriate option ?

a) KYOCERA (
XEROX

d) SHARP (

g)

e) HP

h)

f) CANON (

b) KONICA (
TOSHIBA (

c) RICOH

4) What is the print volume required per month? (Pages) ?

a) Less than 1000

c) 3001-10000

e) More than

20000
b) 1001-3000

d) 10001-20000

5) How many B&W and colour printers or MFP (Multi Function Printer's ) you are using
in your organisation ?
a) Only 1 (
than 20 (

b) 2- 5 (

c) 6-10 (

6) What is your buying pattern for printer's / MFP ?

67

d) 11-20 (

e) More

a) Per click/Page (

b) Rental (

c) Outright (

d)

Buy back
7)What is the satisfaction level for current Printers or MFP (Multi Function Printers) ?
Very
Companie

Very

s
KYOCERA
KONICA
RICOH
SHARP
HP
CANON
XEROX
TOSHIBA

satisfied

a) A3 (

Satisfied

Dissatisfie

Dissatisfie

Neutral

8)What
type

of

pages
you
prefer
while
printing ?

b) A4 ( )

9) At present do you have any requirements for Printer's / Multi function printer ?
a) Yes (

b) No (

10) If we help to reduce the operating cost of printing then will you be ready to meet our
SHARP representatives?
a) Yes (

b) No (

11) At present do you have requirements for any of the products mentioned below in
your office ?
Devices
Printer's/MF

Yes

No

No. of Quantity/Remark

P
Inverter AC
Air purifier's
Monitor's
LCD/LED
TV's

68

Questions

Yes

No

Sometimes

Moulds

Pollen

H5N1

Pet dander

Smoke

H1N1

Dust mites

SARS

Allergens

10)What is the room size you wish to

Less then 250

250-500 sft 500<sft

sanitize?
11)Which is the primary source of odour

sft
Musty smell

Cigarette

1)Do you have musty odour in your

rooms?
2)Do you feel suffocated after AC is
switched off?
3)Do you feel suffocated when you enter
your car/office in the morning?
4)Have you experienced common cold
during seasonal changes?
5)Does anybody in your family suffer from
any kind of disease?
6)Do you know continuous exposure to
bad odour is psychologically dangerous
for infants?
7)Have you heard of these harmful
airborne substances ?

8)Do you want to know some more about

Air treatment solution from Sharp and its
benefits?
9)Are you keen to exercise these benefits
at your office/ house/gym/spa/clinics?

69

Urine

in your room?
12)The climate of your city ?

Sweat
Mainly humid

CHAPTER 10

70

Pets
Mainly dry

Kitchen
Both

BIBLIOGRAPHY
1)SHARPUSA.COM(ONLINE)
https://www.sharpusa.com/AboutSharp/CompanyProfile/SharpAndTechnologyHistory.as
px
2) SHARP.COM(ONLINE) HTTP://WWW.SHARP.COM
3)WIKEPEDIA.COM(ONLINE) http://en.wikipedia.org/wiki/Questionnaire
4)WIKEPEDIA.COM(ONLINE)http://en.wikipedia.org/wiki/Market_research
5)MBASKOOL.COM(ONLINE)http://www.mbaskool.com/brandguide/consumerelectronics/8993-sharp.html
6) GOOGLE MAPS & JUST DAIL.
7) Referred various books.It is listed below:
a) Principles of Marketing By Philip Kotler
b) Industrial Marketing- By Krishna K.Havaldar
c) Sales and Distribution Management-By ICFAI Center for Management Research
d) Customer Relationship Management- By Ed Peelen.
71

e) Consumer Behaviour- By Blackwell Minial

f) Research for Marketing Decisions- By Malhotra and Dash.
g) Consumer Behaviour- By Leon.G.Schiffman
- By Leslie Lazar Kanuk
- By S.Ramesh Kumar

72