KANTAR Operations Final Report V4-1

KANTAR Operations
A COMPREHENSIVE REPORT
ON
“ANALYSING THE FIELD OPERATIONS IN CORPORATE STUDIES OF A
MARKET RESEARCH FIRM AND COMPREHEND THE ASSOCIATED
DYNAMICS at KANTAR OPERATIONS”
A Project Submitted in partial fulfillment of MBA curriculum of Gauhati University

Submitted By
ABHISHEK CHAKRABARTY
Roll No- 612/16
Institutional Guide Organizational Guide
Dr. Monoshree Mahanta Mr. Dipankar Sarma

Associate Professor, Department of Manager, Data Acquisition
East,Business Administration KANTAR Operations
Guwahati University
DEPARTMENT OF BUSINESS ADMINISTRATION

GAUHATI UNIVERSITY
2017
ACKNOWLEDGMENT
First and foremost I take the opportunity to thank the management of KANTAROperations
for givingme an opportunity to undergo training. I would like to acknowledge the concerned
officials of KANTAR IMRB,Corporate Field Office, Guwahati particularly Mr. Dipankar
Sarma (Field Manager) and Mr. Mridul Mahanta (Senior Executive In-Charge) for having
presented this opportunity to understand the market here in North East for various sectors.
Hereby, I extend my deep sense of gratitude to my supervisors Mr. Diganta Kalita and Manoj
Kumar Thakur for having devoted their valuable time and guidance.
I thank my internal supervisor Dr. Monoshree Mahanta (Associate Professor, Department of

Business Administration, Gauhati University) for all her direction and guidance.
Regards,
Abhishek Chakrabarty
Third Semester
Department of Business
Administration, Gauhati
University
DECLARATION
I, Abhishek Chakrabarty, a 3rd Semester student of Master of Business Administration,

Department of Business Administration, Gauhati University, hereby declare that the project
entitled “ANALYSING THE FIELD OPERATIONS IN CORPORATE STUDIES OF A
MARKET RESEARCH FIRM AND COMPREHEND THE ASSOCIATED
DYNAMICS at KANTAR OPERATIONS” submitted by me to KANTAR Operations,
Guwahatiand Gauhati University is the bonafide work undertaken by me under the guidance
of Mr. Dipankar Sarma andMr. Mridul Mahanta, in partial fulfillment of the MBA course of
Gauhati University. This research is a genuine piece of my work exclusively prepared and
conceptualized by me and the findings in this project report are based on the data collected by
me. It is not submitted to any other University, Institution or Organization.
Abhishek Chakrabarty
MBA3rd Semester
GU Roll No: 612 / 16
Department of Business Administration
Gauhati University
ABBREVIATIONS USED IN THIS REPORT
AC Accompaniment
BC Back Checks
CAPI Computer Aided Personal Interview
CLT Central Location Test
CWE Chief Wage Earner
DI Depth Interview
EGD Extended Group Discussion
EIC Executive In Charge
FA Field Associates
FLP Freelance Professional
FO Field Office
FW Field Work
FWPR Field Work Progress Report
GD Group Discussion
GH Group Head
HH Household
HUT Home Usage Test
JCR Job Completion Report
KOOL KANTAR Operations on Live
KPI Key Performance Indicator
LOI Length of Interview
OFE Other Field Executive
OH Office Head
PDPI Process Development and Process

Improvement
PMT Project Management Team
PO Purchase Order
POP Point of Purchase
PP Project Plan
QC Quality Checks
RES Research Executive
RQ Recruitment Questionnaire
SEC Socio Economic Classification
SKU Stock Keeping Unit
SS Sample Size
TG Target Group
TL Team Leader
EXECUTIVE SUMMARY
PROJECT SUMMARY
Project Title: “ANALYSING THE FIELD OPERATIONS IN CORPORATE STUDIES

OF A MARKET RESEARCH FIRM AND COMPREHEND THE ASSOCIATED
DYNAMICS at KANTAR OPERATIONS”
Organization: KANTAR Operations, Guwahati
Project Period: 1 June 2017 - 31 July 2017 (Two Months)
Institution Guide: Dr. Monoshree Mahanta,

Associate Professor,
Department of Business Administration,
Gauhati University, Guwahati
Organization Guide: Mr. Dipankar Sarma

Manager, Data Acquisition, East
KANTAR Operations
RESEARCH OBJECTIVES
This research has been done to understand the end-to-end process of a market research firm.
A detailed analysis for a period of two months has been done to understand and grasp the
working mechanism. The primary objectives of this research are listed below
 To understand the steps involved in pre-project, during project and post project
execution
 To understand practical aspects with live case studies and analysis
 To understand and compare the opportunities and challenges for different projects and
analyze scope for improvement
Sampling Technique: Purposive Sampling Methodology from database shared by client for
stakeholder management study, Cluster-sampling following right hand rule(Simple Random
Sampling) for IT Study
Brief Description of Survey projects undertaken:
Project 1: Opinion of distributors and retailers on CASTROL’s products and services

and also identify its benchmark competitor
Castrol is interested in knowing areas where they’re doing a good job as well as areas
where they might make improvements. They felt that customers would be more likely to
share that kind of open and honest information with an independent company and hence
KANTAR Operations was contracted with this project.
Project 2: Gauge the penetration of various IT brands in establishments of Guwahati,
assess the current dependence of establishments on IT and the opinions of various
merchants on GST (ITOPS)
ITOPS is one of the longest Study on Indian IT Market that has been offering market
sizing & usage insights since 1996. It is a demand Side study on Indian IT space. It
provides a holistic 360 degree view of IT among the consumers covering both the hardware
as well as software products present with the consumers.
 Largest Coverage – Covers both the Urban as well as Rural India Till 2015, ITOPS
Covers 88 cities across the 21 telecom circles of India except J&K.
 Widest Sample Coverage Covers 10,000 Establishment and 60,000 Households
 Recognized by Industry as well as Manufacturer Association of Information
Technology (MAIT)
Project 3: To gauge the satisfaction level of dealers and sub-dealers in dealing with
LAFARGE cement and get their opinion on how to relaunch the product under a new
brand name
LAGARGE India Pvt. Ltd. being taken over by Nirma Group of companies has been
rebranded to NUVOCO vistas Corp. LAFARGE cement has been a leading cement brand in
India and the new management wants to know how the rebranding is going to affect its sales
in the market. Moreover due to the transition, LAFARGE has not been able to stay in
constant contact with their dealers and sub-dealers. Hence, this survey has been conducted to
gauge the current satisfaction of the different stakeholders with LAFARGE and also take
their inputs on how to effectively communicate the rebranding process to their customers.
TARGET GROUP (for the corporate projects undertaken in this study):
1. Establishments which includes Educational Institutions, Government Offices, Private

Firms, PSU’s, Retail Outlets, Small Shops etc. in Guwahati in connection with annual IT
study (ITOPS)
2. Castrol Distributors and Retailers in Guwahati and Shillong in relation with stakeholder
management study sponsored by Castrol
3. Cement Distributors and Retailers in Guwahati in relation with stakeholder management

study sponsored by NUVOCO Cement (previously known as LAFARGE )
Research Methodology: Quantitative Research (TAPI and PAPI)
125 for ITOPS, 50 for Castrol and 75 for LAFARGE (NUVOCO) Cement
For Castrol Distributors and Retailers, survey done with paper questionnaire (Pen and
Paper Interview, PAPI) by approaching the target respondent
For ITOPS and NUVOCO cement, survey conducted on tablet in a digital questionnaire
(Tablet Aided Personal Interview, TAPI)
Findings
Project1: Castrol is the market leader in the lubricant manufacturing division and its clients
are very satisfied with their processes. The likelihood of business continuation is also very
high and the respondents feel that doing business with Castrol is profitable for them as the
profit earning is high and end customers also demand that Castrol be used in their vehicles.
The price of Castrol is comparatively higher than its competitors which some respondents
feel can be looked into but with the quality they provide the price factor does not become a
source of concern. ‘Servo’ can be considered as a benchmark competitor providing
equivalent services and quality.
Project2:Most of the establishments surveyed belong to proprietorship/ partnership type and

IT products is used by a huge majority of the establishments. Respondents use both desktop
PC and laptops in their establishments as applicable while desktops are slightly more
preferred due to robustness and longer life. Assembled desktops are mostly preferred while
the laptop market is jointly lead by HP and Acer with 16% share each, followed by Sony with
15%, Samsung with 14% and Lenovo and Dell with 13% and 12% respectively. The OS
mostly used in Windows7 along Intel Corei3 processor. Establishments do not prefer using
high end IT products and services neither are willing to make huge investments in IT assets
and latest advanced technologies. The minimum use of IT which is required for normal day to
day functioning is preferred.
The GST analysis tells us that the level of preparedness and understanding of GST is
low currently with people trying to understand the change in the entire tax structure. People
hope that GST will bring about positive changes in the economy and consider it to be a
relevant measure.
Project3:LAFARGE has a good reputation with its clients and provide good profit margins.
But due to the recent transition process the communication from sales team has decreased and
clients are not very happy with this particular fact. Other factors like quality, delivery and
accounting are satisfactory. Cement sales primarily depend on the recommendation of dealers
and sub-dealers or masons and hence the connection needs to be maintained by LAFARGE
so that they do not lose their goodwill.
Most clients are not aware of the rebranding scenario and feel that abrupt rebranding
to NUVOCO may adversely affect the sales to end consumers. They suggest that an
awareness building program and slowly changing the name may be beneficial.
Other general field work related findings:

Factors leading to a positive response in stakeholder management study are as follows:
 Sales representative/ After sales Service
 Product Quality/ Performance
 Technical Support/ Marketing Support
 Relationship Building
 Billing and Accounting
 Training
The various factors leading to survey rejections are as follows:
 Vacant Office Building
 No answer/ No one at office
 Refusal by Security Guard
 Refusal at front desk
 Could not identify the right person
 Right person not available at office
 Initial refusal to participate before introduction
 Refusal to participate after introduction
 Mid-survey termination
 Partial completion of survey, interviewer to return to complete
Factors leading a respondent to refuse participation after introduction by interviewer are as

follows:
 Length of interview
 Feedbacks not taken seriously by client/ no improvements seen after feedbacks
 Respondents mistake surveys as mystery audits/ sting operations/ doubt authenticity
of survey
 Respondents see no personal benefit
 GST pressure in the month of Jun-Jul 2017
 Mood of respondent
 Time of the day
 Busy Schedule
Findings related to field office operations:
1. KANTAR Operations field office works in continuous tandem with the Project
Management Team or Research Team
2. Projects sent to field offices are analyzed for feasibility of study and results are
communicated to research
3. Field Office Executives are given extensive briefing by the client research team on the
project understanding
4. Pilot run is done for the project
5. Freelance Professional (FLP’s) interviewers are properly scrutinized for their ability
to conduct a particular interview. Interviews are assigned according to the qualification
and skills possessed by an individual for a specific interview
6. FLP’s are given briefing on the project and project questionnaire by field office
executives to familiarize themselves with the project objectives and questionnaire
7. GPS tracking is enabled on the interview devices to monitor the movement

interviewers and tackle any fraud means to complete an interview
8. Certain devices have voice recording enabled for random questions for quality checks
to ascertain the authenticity of the interviews
9. Certain respondents are given calls to confirm if the interview has actually taken place
as mentioned by the interviewer
10. Team Leads can check the progress of the interviews on their devices after data has
been synced by interviewers
11. Executive-In-Charge of projects can change any mistakes made by interviewers

during data entry after syncing in through their systems at the discretion of the
interviewer
12. The Survey summary has been mentioned at the end of each project analysis
13. Purposive surveys have a high response rate as compared to random surveys. As
respondents are continuously engaged with the organization in case of purposive
surveys they feel valued and are eager to participate.
TABLE OF CONTENTS
1. INTRODUCTION......................................................................................................................... 1
1.1 Purpose................................................................................................................................... 1
1.2 Research Objectives .............................................................................................................. 3
1.3 Scope of the study.................................................................................................................. 3
1.4 Limitations of the study ........................................................................................................ 3
2. Organization Profile ..................................................................................................................... 4
2.1 Mission and Vision of IMRB ................................................................................................ 5
2.2 About KANTAR Operations................................................................................................ 5
2.3 History (Kantar Operations is registered under KANTAR IMRB)................................. 6
2.4 Organization Structure......................................................................................................... 7
3. Research Methodology ................................................................................................................. 9
3.1 Research Type ..................................................................................................................... 10
3.2 Data Type and Source......................................................................................................... 10
3.3 Sampling Design .................................................................................................................. 10
3.4 Data Collection Process ...................................................................................................... 11
3.5 Data Analysis ....................................................................................................................... 11
4. Analysis and Findings 1 .............................................................................................................. 12
4.1 The Working Procedure of KANTAR Operations .......................................................... 13
4.1.1 Pre-Field Work (covers the processes required for preparation before the actual
field work) .................................................................................................................................... 13
4.1.2 During Field Work (covers processes to enhance and ensure productivity and
quality) 14
4.1.3 After Field Work (outlines the things required for closure of the project) ........... 16
4.2 Project planning and tracking ........................................................................................... 16
4.2.1 Executive Understanding on Projects through Project Plan .................................. 16
4.2.2 Field Work Progress Report (FWPR) ....................................................................... 18
4.3 Analyze the different project types executed at KANTAR Operations ......................... 19
4.3.1 Central Location Tests (CLT) .................................................................................... 19
4.3.2 Central Product Tests (Household Projects) ............................................................ 19
4.3.3 Shop Based Studies ..................................................................................................... 20
4.3.4 Continuous Projects .................................................................................................... 21
4.3.5 Automotive Projects .................................................................................................... 21
4.3.6 Business and Industrial Research and Stakeholder Management Study .............. 21
4.3.7 Qualitative Studies ...................................................................................................... 22
5.1 Understand project execution process with surveys ........................................................ 24
5.1.1 Project1: Opinion of distributors and retailers on CASTROL’s products and
services and also identify its benchmark competitor ............................................................... 24
5.1.2 Market Survey Project 2: Gauge the penetration of various IT brands in
establishments of Guwahati, assess the current dependence of establishments on IT the and
opinion of various merchants on GST....................................................................................... 36
5.1.3 Project 3: To gauge the satisfaction level of dealers and sub-dealers in dealing
with LAFARGE cement and get their opinion on how to relaunch the product under a new
brand name .................................................................................................................................. 57
6.1 Survey Rejection and Response Analysis.......................................................................... 78
6.1.1 Contributing factors to positive responses in stakeholder management studies ... 78
6.1.2 Survey Success Ratio .................................................................................................. 79
6.1.3 Contributing factors to survey failure/ rejection ..................................................... 79
6.1.4 Primary contributing factors to survey rejection..................................................... 80
6.1.5 Factors leading to Refusal of respondents to participate in the survey after
introduction by interviewer........................................................................................................ 81
7. Summary, Suggestions and Conclusion .................................................................................... 82
7.1 Overall Findings Summary ................................................................................................ 83
7.2 Suggestions and Recommendations ................................................................................... 85
7.3 Conclusion: .......................................................................................................................... 86
8. Bibliography ................................................................................................................................ 87
LIST OF TABLES
Page No.
Table 4.1.2: Field work activities at different levels ------------------------------------------- 16

Table 4.2.1: Project Plan Sample ------------------------------------------------------------------ 18
Table 4.2.2: Field Work Progress Report sample ---------------------------------------------- 19
Table 5.1.1.1 – Distribution of the amount of lubricants purchased from CASTROL - 25
Table 5.1.1.3: % usage of other brands of lubricants ------------------------------------------27
Table 5.1.1.4: Responses to Castrol providing excellent customer service -------------- 28
Table 5.1.1.5: Average Score of Prices of Lubricants -----------------------------------------29
Table 5.1.1.6: Responses on commitment to Castrol ------------------------------------------ 30
Table 5.1.1.7: Responses on loyalty to Castrol --------------------------------------------------31
Table 5.1.1.8: Mean Score on the likelihood to continue working with Castrol --------- 33
Table 5.1.1.9: Mean Score of Castrol products overall --------------------------------------- 34
Table 5.1.1.10: Mean score of the technical support of Castrol ----------------------------- 35
Table 5.1.1.11: Mean score of sales representative of Castrol ------------------------------- 36
Table 5.1.2.2: Mean score of establishments having a long term IT roadmap ----------- 38
Table 5.1.2.4: Mean Score on ROI analysis ----------------------------------------------------- 39
Table 5.1.2.4: Mean Score on premium payment IT products-------------------------------40
Table 5.1.2.5: Mean Score of Disruption in downtime causing losses ---------------------- 41
Table 5.1.2.6: Mean Score on considering IT critical to strategic decision making ----- 42
Table 5.1.2.7: Mean Score on willingness to make large IT investments ------------------43
Table 5.1.2.8: Mean Score of IT teams’ presence in establishments ----------------------- 44
Table 5.1.2.9: Mean score on probability of adopting advanced IT technologies ------- 45
Table 5.1.2.13: UPS brands used in establishments -----------------------------------48
Table 5.1.2.14: Printer types and brands used in establishments --------------------------49
Table 5.1.2.15: Anti-Virus Software used in establishments --------------------------------51
Table 5.1.2.18: Mean Score of GST readiness of businesses as of June-July 2017 ------ 53
Table 5.1.2.19: Mean Score of accepting GST as a relevant tax ----------------------------54
Table 5.1.2.20: Mean Score of believing that GST will lead to cleaner books ----------- 55
Table 5.1.2.22: Mean Score of GST being a cumbersome process -------------------------56
Table 5.1.2.23: Mean Score of GST leading to more savings --------------------------------57
Table 5.1.2.24: Mean Score of additional resource requirement due to GST ------------58
Table 5.1.3.1: Dealers/ Sub-dealers responses on LAFARGE’s image and working –--59
Table 6.1.2 Survey success ratio to rejection rate --------------------------------------------- 78
LIST OF FIGURES
Page No.
Fig 2.4: Organizational Structure ------------------------------------------------------------------ 8
Fig 5.1.1.1: % distribution of lubricant purchased by retailers and distributors ------- 25

Fig 5.1.1.2: % of total distributors and retailers who deal in other brands -------------- 26
Fig 5.1.1.3: Usage of competitors of Castrol -----------------------------------------------------27
Fig: 5.1.1.4: Graphical representation of responses on Castrol providing excellent and
consistent customer service ------------------------------------------------------------------------- 28
Fig 5.1.1.5: Represents price responses on Castrol -------------------------------------------- 29
Fig 5.1.1.6: Respondents commitment towards Castrol -------------------------------------- 30
Fig 5.1.1.7: Responses on loyalty measure -------------------------------------------------------31
Fig 5.1.1.8: Responses on the likelihood of business continuation with Castrol --------- 32
Fig 5.1.1.9: Respondents rating of Castrol’s products ---------------------------------------- 33
Fig 5.1.1.10: Responses on quality of Technical Support of Castrol ----------------------- 34
Fig 5.1.1.11: Rating of the sales representative from Castrol ------------------------------- 35
Fig: 5.1.2.1: Number of various different type of establishments surveyed -------------- 36
Fig 5.1.2.2: Respondents opinion on having a long term IT roadmap ---------------------37
Fig 5.1.2.3: Responses on ROI analysis before IT investments----------------------------- 38
Fig 5.1.2.4: Responses on premium payment for better products and services --------- 39
Fig 5.1.2.5: Opinion on incurring losses due to IT failure during working hours-------40
Fig 5.1.2.6: Top Management considers IT as an integral part of business -------------- 41
Fig 5.1.2.7: Response on Top Managements willingness to make huge IT investments-42
Fig 5.1.2.8: Responses on organizations having an IT team/ department ---------------- 43
Fig 5.1.2.9: Opinion on adopting advanced digital technologies --------------------------- 44
Fig 5.1.2.10: % breakup of market share of desktop manufacturers --------------------- 45
Fig 5.1.2.11: % distribution of different processor types ------------------------------------ 46
Fig 5.1.2.12: Out of the various OS’s used in devices, Windows 7 is the most widely used
with 55% people using it currently in their devices ------------------------------------------ 47
Fig 5.1.2.13: % breakup of market share of UPS manufacturers ------------------------- 48
Fig 5.1.2.14: % breakup of market share of Printer manufacturers ----------------------49
Fig 5.1.2.15: % breakup of market share of Printer manufacturers ----------------------50
Fig 5.1.2.16: Different means of accounting management in establishments ----------- 51
Fig 5.1.2.17: %market share of accounting software’s in establishments of Guwahati-51
Fig 5.1.2.18: Responses to level of GST readiness -------------------------------------------- 52
Fig 5.1.2.19: Responses to accepting GST as a relevant tax to businesses --------------- 53
Fig 5.1.2.20: Responses on GST leading to cleaner books in businesses ------------------54
Fig 5.1.2.21: Responses to GST making the taxation process simpler -------------------- 54
Fig 5.1.2.22: Responses to GST being a cumbersome process----------------------------- 55
Fig 5.1.2.23: Responses to more savings due to GST ----------------------------------------- 56
Fig 5.1.2.24: Responses to additional resource requirement due to GST ---------------- 57
Page No.
Fig 5.1.3.1: Responses to LAFARGE’s reputation related questions ------------------- 59
Fig 5.1.3.2: Responses to margins received per bag of cement --------------------------- 60
Fig 5.1.3.3: Responses to total profit margin ------------------------------------------------- 60
Fig 5.1.3.4: Responses to satisfaction on the quality of cement --------------------------- 61
Fig 5.1.3.5: Responses to satisfaction on the overall packaging of cement ------------- 62
Fig5.1.3.6: Responses to accuracy of delivery ----------------------------------------------- 62
Fig 5.1.3.7: Responses to time taken for delivery------------------------------------------- 63
Fig 5.1.3.8: Responses to accuracy of billing ------------------------------------------------- 64
Fig 5.1.3.9: Responses to time taken to resolve billing queries --------------------------- 64
Fig 5.1.3.10: Responses to adequacy of visits by sales representatives ------------------ 65
Fig 5.1.3.11: Responses to sales team accessibility -------------------------------------------66
Fig 5.1.3.12: Responses to problem solving ability by sales persons ---------------------66
Fig 5.1.3.13: Responses to sales-person’s ability to build rapport ------------------------67
Fig 5.1.3.14: Responses to ability of sales representative to give latest information --68
Fig 5.1.3.15: Overall responses on Dealer Merchandising --------------------------------- 69
Fig 5.1.3.16: Overall rating of Dealer Schemes -----------------------------------------------70
Fig 5.1.3.17: Responses to Relationship building activity ---------------------------------- 71
Fig 5.1.3.18: Awareness responses regarding LAFARGE’s takeover --------------------72
Fig 5.1.3.19: Responses to which company has taken over LAFARGE ----------------- 72
Fig 5.1.3.20: Responses on negative effect on sales due to rebranding -------------------73
Fig 5.1.3.21: Means to communicate rebranding to the public ----------------------------74
Fig 6.1.1: Factors contributing to positive responses in stakeholder management study--
-----------------------------------------------------------------------------------------------------------76
Fig 6.1.3: Contributing factors to Survey rejections -----------------------------------------77
Fig 6.1.4: Primary contributing factors to survey rejection --------------------------------78
Fig 6.1.5: Factors contributing to refusal to participate in a survey at introduction and
its primary contributors ---------------------------------------------------------------------------79
Chapter 1
1. INTRODUCTION
“The market research department is increasingly perceived as being not just responsible
for the organization of research, but also for sharing and distributing knowledge and
expertise in a credible and convincing way.” -Christoph Palmer
1.1Purpose
Market Research is fundamental to each and every sector in today’s competitive world.
Market Research firms with their wide array of professionals can cater to the different
research requirements of organizations which otherwise would have proved difficult for
them. Market Research firms cater to a wide range of clients varying from government
organizations to educational institutions, NGO’s, private companies etc. depending on the
client and the field operations required for a particular project. The studies undertaken by
market research firms comprises of the following broad categories
 Stakeholders’ management Study

 Business and Industrial Research (B2B)
 Social research and rural research
 Central Location Test (CLT’s)
 Central Product Test, CPT (Household etc.)
 Qualitative Research
The general perception is that a market research firm upon contacted by any
organization conducts market surveys and collects primary data for analysis. This sounds and
seems very simple but in reality it comprises of many underlying complex processes from
project acceptance to project closure. Hence, in this research an attempt has been made to
understand in general how a market research firm functions.The research has been done at
KANTAR Operations’ field office. Work in a field office starts after the analysis and
acceptance is done by the project management team. Hence, in this report the field office
aspects are covered viz. project feasibility analysis, pilot runs, survey mechanism, interviewer
recruitment etc.Along with that, 3 market surveys have been conducted for stakeholder
management study and business and industrial research (B2B) to understand the project
execution methodology. An individual analysis of the surveys undertaken has been done
along with a comparative study of the surveys altogether for better understanding. As the goal
is to understand the working, the surveys form a part of the working mechanism. Analysis on
the project feasibility, project plan, project progress and project tracking has been done to
give us an understanding of the working process. In this report a detailed analysis of the end-
to-end process of a project with certain case studies has been done. The process is a complex
one and many minute details needs to be taken into consideration and analyzed for its
understanding. The report provides a holistic view of the interim processes of a particular
market research firm and these processes remain more or less the same for any field office of
a market research firm.
Market surveys are a way to get to know the consumer audience by providing insights
into their needs and desires. They can be as specific as investigating features for a product or
as general as asking people about their day to day needs. Some specific types of surveys
1
focus on the value of a brand, the needs of the customer, and the customer's satisfaction of a
product. Surveys may also investigate the quality or effectiveness of advertising for a good or
service. The market survey process includes gathering market data, analysis of those results,
and uncovering insights from them on how to proceed.
Market Research analysis will help organizations to maintain an edge over the
competitors by letting them know what the consumers like about them (in case of non-leading
organizations in their domain). Once the secret is known, either emulating or improving upon
their style will ensure success. For already a top dog in a specific sector, the information can
be used to keep them from losing their spot.
Market research is the process of collecting and analyzing information about the
customers for whom products or services are developed. They are also addressed as target
group. This information provides business intelligence needed to make informed decisions.
Market research can help create a business plan, launch a new product or service, fine tune
the existing products and services, expand into new markets, develop an advertising
campaign, set prices, and/or select a business location. A successful business owner who
provides a product will go through a process that includes surveying customers in order to
improve the product and increase sales and profits.
Market research allows to pinpoint a host of key business factors about the market. It
can help to identify the following:
 Growth trends in the business sector

 Size of the target market
 Best location for the business
 How the business stacks up against the competition
 Factors that influence buying decisions
 Degree of demand for the product or service
It also can reveal key information about the customers and prospects, including:
 Their demographic profile

 The types of features or special services they want
 What they like and dislike about your product or service
 How they use your product or service
 How often they buy and how much they will pay for your product or service
Once the results of the market research are analyzed, one will be in a better position to
create a focused business plan, develop a targeted advertising campaign, set competitive
prices, select a new business location, or take other steps to grow their company.
2
1.2Research Objectives
The more we come to understand the working of a market researchorganizations, the
more we realize that collection of primary data is a cumbersome processes and it is difficult
and expensive for an organization to collect data at different levels of work. Hence they turn
to already established market research firms that specialize in data collection and can provide
the data as per their requirement. The researchers in the organization can then use this
secondary data for their analysis and interpret the results. Below mentioned are the objectives
of this research study:
1. To understand the steps involved in pre-project, during project and post

project execution
2. To understand practical aspects with live case studies and analysis
3. To understand and compare the opportunities and challenges for different
projects and analyze scope for improvement
1.3Scope of the study

This study takes into account all the processes involved in the field office working of
KANTAR Operations at different phases of work viz. processes involved during pre-
project, during project and after project. To understand the project execution
methodology, 3live projects running at KANTAR Operations has been undertaken. The
study also takes into the account the challenges faced at project execution and at
organizational level.
1.4Limitations of the study

1. Within a challenging period of 2 months, corporate projects with some insights on
trade studies were undertaken, hence the deductions made are only based on the
experience of the these projects worked on
2. Project client information and detailed survey analysis results cannot be provided
3. Complete details of the communications between the field office and research
teams could not be shared due to confidentiality
4. Budgeting process cannot be detailed due to confidentiality issues
3
Chapter 2
2. Organization Profile
4
2.1Mission and Vision of IMRB
Mission:
To provide quality primary data to our clients in various fields through market research using
the best industry methods and practices
Vision:
To become a leading market research company by:

 Providing accurate primary data to our clients
 To use the latest technology for gathering data and their analysis
 To set the benchmark for market research
2.2About KANTAR Operations

Kantar IMRB (now known as KANTAR Operations) is a leading market research
and consumer consulting organization, servicing clients across 67 countries.
KANTAR IMRB is one of KANTAR’s primary division in the domain of market

research. KANTAR’s other market research divisions include KANTAR Millward Brown
and KANTAR TNS. But now as per the transition activities in KANTAR, the market
research division has been rearranged and renamed to KANTAR Operations. In other words,
KANTAR Operations will now do market research from projects received by all 3 wings
mentioned above viz. KANTAR IMRB, KANTAR Millward Brown and KANTAR TNS.
KANTAROperations (previously KANTAR IMRB) is a highly reputed market

research and consumer consulting organization. It partners its clients across the entire brand
life-cycle through a unique mix of innovation and analytical thinking to design customized
solutions that deliver the greatest impact. KANTAR Operations’ suites of solutions are
designed on frugal, agile innovation and add value, real value, to help clients make impactful
decisions. By leveraging on its large array of syndicated services and specialist divisions,
KANTAROperations helps clients in crafting marketing and consumer strategies. KANTAR
Operations has created products and frameworks for global clients using the expertise and
knowledge of emerging markets. It is one of the premier sources for market research and
consultancy services throughout South Asia, the Middle East and North Africa
Kantar IMRB prides itself on developing and setting industry standards and continued
focus on innovation. This ability to blend innovation and analytical thinking to design custom
solutions for its clients has led to strong and rewarding relationships. Perhaps, this is why its
top five clients have been with the company for over 25 years.
Kantar IMRB is an eight-time recipient of “Agency of the Year” award. Kantar

IMRB’s footprint extends to 49 offices across the world, servicing clients in 67 countries.
The primary rival firms of KANTAR Operations, globally and in India consists of the
following:
5
 SIGMA
 Market Probe
 GfK
 Nielsen
List of other market research firms in India are as follows:
 Seminal Research
 Accel Knowledge
 Market Resonance
 Robas Research Pvt. Ltd
 Impetus Research Pvt.Ltd
2.3History (Kantar Operations is registered under KANTAR IMRB)

IMRB was founded in 1970 in Mumbai to provide market research data to the clients
of Hindustan Thompson Associates (HTA) and was then known as Indian Market Research
Bureau. It has been a pioneer in the field of market research in India and was renamed to
IMRB International for its outstanding contributions in the field of market research
throughout South East Asia. The research division of IMRB was known as “abacus”.
Subsequent decades saw the development of new verticals, with the creation of
specialized units and the offering of several syndicated research products. IMRB also played
an important role in the standardization of market research practice in India, and was
responsible for the creation in 1983 of the Socio-Economic Classification system, a method
now used across India to define target audiences. In 1987, as a founder member of the MRSI,
it helped evolve industry wide codes of conduct, and standards for survey data collection that
are still in use today.
With the global acquisition of J. Walter Thompson by Sir Martin Sorrell in 1987,
IMRB became a constituent of WPP and continued its pace of growth, growing over 25% per
annum through the 1990s under the leadership of Ramesh Thadani. The 1990’s saw the
creation of specialized units focusing on development research, employee satisfaction, loyalty
programs, technology and media and the acquisition of several new multinational clients.
IMRB's insights also played a role in the development of several new products for major
Indian brands such as Marico, Bingo Chips, Godrej and Dabur and by this time supported 40
out of top 50 brands in India.
In 2002, as part of a process of rebranding, it changed its name from the Indian
Market Research Bureau to IMRB International, adopted a new logo, and began a process of
rapidly expanding its international services. This was accompanied by a shift from its offices
at Esplanade Mansion to its current premises in Dadar, Mumbai. As part of geographical
expansion, IMRB helped set up LMRB in Colombo, Sri Lanka in 1981 and AMRB in 1999
with headquarters in Dubai and offices throughout the Middle East and North Africa.
6
In 1996, along with the Manufacturers’ Association for Information Technology
(MAIT) IMRB initiated the periodic ITOPS survey which monitors the IT hardware market
among households and businesses. Since 1998, in collaboration with the Internet and Mobile
Association of India (IAMAI), an industry body IMRB also started providing a series of
annual syndicated research reports named I-Cube which surveys the online and mobile
landscape in India. More recently, in 2010 IMRB launched the Web Audience
Measurement (WAM) system, India’s first standardized internet audience measurement
system based on a panel.
‘KANTAR’ is the Data Investment Management division of WPPand one of the

world's largest insight, information and consultancy groups. It was founded in 1993 and
consists of a network of 12 specialized operating brands, with around 30,000 employees
working in 100 countries in various research, insight and consultancy disciplines. Its global
headquarters are in London, UK. In September 2016, KANTAR rebranded its operating
brands visual identities and added the KANTAR prefix to brand names. Major competitors
include GfK, Nielsen, and Ipsos.
WPP plc, is a British multinationaladvertising and public relations company with its
main management office in London, England, and its executive office in Dublin, Ireland. It
owns a number of advertising, public relations and market research networks,
including IMRB, Millward Brown, Grey, Burson-Marsteller, Hill & Knowlton, JWT, Ogilvy
& Mather, TNS, Young & Rubicam and Cohn & Wolfe. It is now one of the "Big Four"
agency companies, alongside Publicis, Interpublic Group of Companiesand Omnicom. WPP
has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100
Index. It has a secondary listing on NASDAQ.
2.4Organization Structure
IMRB is headquartered in Mumbai, India. Its parent company is Hindustan Thompson
Associates, which in turn is owned by Martin Sorrell's WPP Group plc. Within WPP, IMRB
is aligned with the Kantar Group, an umbrella network of global market research companies
that together account for over $2 billion in revenues and form the world’s second biggest
market research conglomerate.
7
WPP Plc
(listed on NASDAQ
and London SE)
KANTAR Group (Global Information, Insight and Hindustan Thompson Associates (WPP's
consultancy division Indian subsidiary and holding company))
KANTAR Milward
KANTAR TNS JWT India
Brown IMRB International
KANTAR Operations
Fig 2.4: Organizational Structure
Source: https://www.imrbint.com
In India, IMRB International operates out of its five full service offices
in Ahmedabad, Mumbai, Delhi, Kolkata, Chennai and Bangalore and is supported by 15
other regional centers for collection of survey information. Overseas, IMRB functions
through its associates AMRB-MENA in the Middle East and North Africa, with offices
in Algiers, Dubai, Jeddah, Casablanca and Cairo; and LMRB, with offices in Colombo and
Sirius, headquartered in Dhaka.
8
Chapter 3
3. Research Methodology
9
3.1Research Type
The research is of descriptive type involving analysis of processes at different phases

of work at KANTAR Operations. One segment of the study involves analyzing the working
procedure of the organization while the other segment takes into account the actual field work
involving surveys. For the field work aspect,3 different case studies have been executed to
understand their working at KANTAR Operations. Hence sample identification and selection
is different for the case studies.
For both the stakeholder management study, which consisted of gauging the
satisfaction of Castrol distributors and retailers and also the distributorsand retailers of
NUVOCO (Lafarge) cement, purposive sampling methodology was used as the database was
provided by the client themselves. 50 respondents from Castrol and 75 from NUVOCO were
interviewed. For NUVOCO cement study out of the 75 samples considered for analysis, 40
samples were surveyed by me and the remaining 35 were collected from other interviewers.
The third study that was to analyze the market penetration of various IT products in
different establishments Cluster sampling methodology was used. The city of Guwahati was
grouped into different clusters and 3 unique starting point was pre-identified inside each
cluster. These starting points were mostly the end points of the same survey done on the
previous year. The survey started from the establishments next to the starting points and
progressed using the right hand rue (Simple Random Sampling). A total of 327 respondents
were successfully interviewed across establishments in Guwahati out of which 125 has been
considered for analysis. From that 125 samples, 75 samples were interviewed by me and
information of the remaining 50 was gathered from other interviewers.
3.2Data Type and Source

The data collected is primary data for all the case studies. The respondents were
primarily owners/ managers/ supervisors for Castrol and NUVOCO and owners/ IT managers
from establishments such as Government offices, PSU’s, Head offices of retail outlets,
franchise outlets, educational institutions etc. for ITOPS
3.3Sampling Design
The sampling design is as given below
i. Purposive sampling of 50 respondents from database of 103 respondents in

Guwahati and Shillong as shared by client for Castrol
ii. Purposive sampling of 50 respondents from database of 73 respondents in
Guwahati as shared by client for NUVOCO
iii. Cluster sampling of Guwahati in different zones and then by simple random
sampling successfully interview 125 people
10
3.4Data Collection Process
For the working mechanism aspect data has been collected by active involvement in
the processes at KANTAR Operations like meetings, briefings etc. interaction with the
executives involved in the decision making processes and by self-observation.
In case of the purposive studies, the database information made it possible to call the
respondents and fix an interview time. In case the respondents did not answer their phones,
they were approached directly. The Castrol survey was a PAPI and upon reaching the venue
proper introductions were given with identity cards, authorization letter and permission was
asked before interview kick-off.The questionnaire was divided into many segments to gauge
information like employee designation, type of workshop, level of commitment, satisfaction
parameters like price, service, technical support, sales representative, etc. This interview took
an average of 20-30 minutes to complete.
The NUVOCO survey was a TAPI with an e-questionnaire and since the database was
provided by client, this survey approach was similar to the process mentioned above and took
an average of 15-25 minutes.
ITOPS was a TAPI and the methodology was random sampling from the starting
point in each area following the right hand rule. The starting point in each area is actually the
end point of last year’s ITOPS survey. Leaving the establishment mentioned as the starting
point, all establishments were approached on the right hand side. In case of any by-lanes, it
was checked for possibility of having establishments and proceeded with the right hand rule
or else interviewers were to stay on the main road. Interviewers had the liberty to take a U-
turn only if there was a junction or bridge etc. ahead or further advancement on the course
will lead to a different area.Establishment were approached and after a brief introduction the
they were checked for the eligibility criteria for the interview i.e. head office, only office, use
of IT products like computers, printers, internet etc. Then the proper/ eligible respondent was
identified like the owner, partner, IT manager or anybody responsible for taking the
procurement decisions of the IT assets. The objective of the survey was explained to the
concerned person and survey was started with his/ her consent. This survey was a very
detailed survey trying to gauge the IT penetration of various brands in different products,
accounting, GST, cloud etc., estimate the demand change in the next year, estimate the use of
advanced IT technologies etc. This survey approximately took 50-70 minutes depending on
the size of the organization and the number of IT assets used.
3.5Data Analysis
With permission from the KANTAR Operations officials the working procedure
information has been analyzed and incorporated while certain aspects of survey data has been
retained by us for analysis. The analysis has been done to gauge the level of involvement of
both Castrol and NUVOCO with their customers and take their inputs for improvement.
ITOPS analysis has been done only to get a picture of the market shares of IT various brands
in Guwahati and inspect the GST preparedness of establishments. All analysis has been done
in MS-Excel.
11
Chapter 4
4. Analysis and Findings 1
12
This part involves analysis of the working procedures involved in the field office
working in-line with the very first objective of this study. A detailed analysis is done on the
steps involved at different levels of a project execution. Also an analysis on the various types
of projects executed at KANTAR Operations along with their objectives has also been done.
4.1The Working Procedure of KANTAR Operations
4.1.1 Pre-Field Work (covers the processes required for preparation before the
actual field work)
1. Early warning note with project specific communications through e-mail
2. Allocation of project at live software database
3. Field Kit: Stamped Field Budget, Questionnaire for PAPI, Link for CAPI,
FBN, Prompt materials, Stimulus materials, Concept cards, Letter etc.
4. Evaluation of Field materials including field budget communications to the
CST/ PMT/ PDPI on final version of field materials, sampling, target group,
timelines, questionnaires etc. Requesting for amendments, if any
5. Obtaining the feedbacks of the requested amendments and necessary
document revisions
6. Organizing the resources for the project requirements (Local FLP Pool etc.)
7. Basic guidelines for selection of FLP’s
 All FLP’s working at KANTAR Operations must be above 18 years
 Minimum qualification must be 10 standard pass
 Age Proof, DOB, mark-sheets to be verified
 FLP’s must speak local language (except corporate projects)
8. Induction and registration of FLP’s
 New FLP’s are taken through the briefing (GB) as per the guidelines
 All FLP’s who attended GB are evaluated and record is maintained in GB
attendance sheet
 Personal Details Form (PDF) is filled for all FLP’s selected for data
collection activity
 All mandatory documents to be produced by FLP’s as per protocol
 FLP details are updated in Master Database
 After allocation of job concerned FLP’s are called for briefing
 Assignment letters to be issued after project briefing- before start of
project
 Maconomy documents – ECS form, photocopy of Bank account like pass
book/ cancelled cheque, PAN card etc. for commercial clearances
9. Any changes in team to be communicated to CS/ PDPI team and get it
approved
10. Researcher to Executive briefing on project
11. After the creation of segment by RES/ PDPI, updating the project details
including Quota for respective centres by EIC
12. Team Briefing (Briefing to FLP’s):
13
 With complete mock sessions as per the adequacy, 3 hours of briefing time
is required for every 30 minutes of interviewing and is extendable as per
the project complexity
 Updating the briefing team details in KOOL and obtaining the signatures
of all FLP’s and TL’s on the hard copies
13. Generating the Sampling List as per the project requirement
14. Allocation of samples/ quota to interviewers
15. Issuing the assignment contracts
16. Allocation of assets (arrangements of tablets)
17. Preparation of Project Plan (once it is prepared, to be submitted and obtain
approval from line manager. Obtain approval from PDPI/ RES within 1
working day)
18. Handing over control chart to TL
4.1.2 During Field Work (covers processes to enhance and ensure productivity and
quality)
Step 1:
a. PAPI: FW monitoring with the Control Chart on each reporting day

(Control Chart)
b. CAPI: Monitoring the FW with live-link and Quota with KPI link (KOOL
Data)
c. CAPI and PAPI: Review on LOI, Productivity etc.
Step 2:
a. PAPI: Ensuring the feedback lot is shared and obtain the feedback from
CST/ PDPI and debrief the field teams (E-mail)
b. CAPI: Ensuring the data is synched for initial day FW and conduct the BC
on KPI. Obtaining feedback from PDPI/ RES and debrief field teams (E-
mail)
Step 3:
Ensuring quality norms are met for both the TL and EIC. Update the same in
AC, BC formats
Step 4:
IQC team to ensure that validation norms are met and share the feedback with
field team for taking necessary steps (IQC Validation Report)
14
Table 4.1.2: Field work activities at different levels
Type of Checks TL EIC Manager IQC
N Field CAPI
Audio Checks NA Actual Actual 5% random

achieved achieved checks
with the with the
Quota Quota
Telephone NA 5%random
checks checks on
every
interviewer
Personal Checks NA 5%random

checks
All CAPI and PAPI projects
Accompaniments 5% NA
Telephone NA 10% random

checks - PAPI checks
Personal checks NA 5% random

checks
Other projects
Personal checks NA 5% random

checks +
audio checks
if required
Source: Proprietary document of KANTAR Operations
Step 5:
a. PAPI: Ensuring the dispatches are made as per the requirement after passing
the IQC checks
b. CAPI: Synchronizing the data within the time as per the requirement.
Passing the contact sheet/ OE sheets from IQC after the checks
15
Step 6:
Updating the quality check details in KOOL
4.1.3 After Field Work (outlines the things required for closure of the project)
Step1:
Updating the final achievement in KOOL and generating JCR
Step2:
Settlement of payment
 Generating the invoices
 Sending invoices to FLP’s for their signature
 Submitting for commercial clearances
Step3:
Settlement of expenses
 Submitting project expenses and invoices of FLP’s/ EFA’s to accounts

for commercial clearance and reconciliation
Step4:
Submitting the Respondent Incentive Acknowledgement (RIA) to commercial

authority for further verification and reconciliation
4.2Project planning and tracking
4.2.1 Executive Understanding on Projects through Project Plan

Overview
PP is sent by EIC to research/ PMT for each project and before the start of field
briefing.
16
Objective
To make the EIC understand on the project by the process of documenting his
understanding in the EUP format from the field brief note and other communication from
research. And to get a confirmation from research/ PMT on its correctness which will enable
EIC to avoid mistakes before launch of the project.
This also gives opportunity for the research to find the understanding on the project to the
EIC and any issues can be resolved before launching of the project.
This will help both Field and research in executive the project without any lapse.
Table 4.2.1: Project Plan Sample
Project Plan before Starting the FW Projects
Project Title Job Number
RE Name EIC Name
Briefing Date FW Start

Date
Centre
Total no. of Total no. of

Groups Dis/ Other
activities
Activity Gender SEC Age Usership Others

Code
Description
Kind and
Spread of
Venue
Other
requirements
17
4.2.2 Field Work Progress Report (FWPR)
Overview
This is required to gauge the progress of the project both in terms of sample size
achieved and percentage dispatched.
Objective
Keeping Research/ PMT informed on the status of a project on a regular basis and
giving details of the dispatches made, also helps EIC to focus and plan for difficult
quotas.
Pre Process
1) The formats are in excel and there are 2 formats, one for HH panel (Refer Fig: 3)
and other for non-panel-studies (Refer Fig: 4)
2) For every center there should be a separate FWRR for status for all ad-hoc studies
3) This FWRP status report has to be sent by the EIC on every Monday and
Thursday by 5:30 pm to research/ PMT team with a copy to the GH/ OH. This
will mainly have the status achieved as on that day/ last reporting along with the
latest dispatch details
4) In case of very short time span studies, the FWRR needs to be sent, after one day
of field work and then it can follow the Monday/ Thursday cycle
5) For continuous studies status reports will be sent only once a week i.e. on
Thursday
6) The deviation from standard FWRR format, if required, by research to be vetted
by GH/ OH before implementation
During Process
1) Previously sent status reports needs to be used for updating of same projects
2) Anything to be communicated in specific to research/ PMT can be added in the
remarks column
Post Process
1) Final FWPR status copy should be filed in project file
Table 4.2.2: Field Work Progress Report sample

Status Report - Panel
Collection Cycle
State
Monthly
Briefing Date
RE/PE Name
EIC Name
GH Name:
Status as on:
18
Centres Sample Size SS achieved Dispatched Expected Expected
FW end date of
date final
dispatch
Remarks:
4.3Analyze the different project types executed at KANTAR Operations

4.3.1 Central Location Tests (CLT)
Overview
These are quantitative studies wherein the respondents are called to the central
locations and data is collected through a structured instrument. These include product
tests, as tests, CAPI surveys, auto and bike clinics etc.
Objective
To consistently deliver quality data within agreed timelines on all such projects
through training of FLP’s, proper supervision and monitoring of field work with an
emphasis on:
 Proper planning for fieldwork and logistics
 Rigorous training and control on recruitment and interviewing
 Keeping the research well informed of the progress and taking timely action in
consultation with research
4.3.2 Central Product Tests (Household Projects)
Overview
CPT projects generally involve going house to house for collection of primary data.
These kind of projects needs contacting customers on the streets or at their workplace
(with significant representation of the universe, example all SEC’s or SEC A to B or
C) also get classified under CPT project type
19
Objective
To consistently deliver quality data within agreed timelines on these projects through
training of FLP’s, proper supervision and monitoring of fieldwork with emphasis on:
 Understanding and adherence to sampling instructions
 Proper training of FLP’s on questionnaire administration
 Monitoring of status and keeping the research well informed of the progress
 Post FW activities by supervisors done in time to ensure only quality work is
accepted
Note: Working process is same as above processes as most interviews take place
with PDA’s
4.3.3 Shop Based Studies

Overview
Projects involving contacting customers at outlets, or measuring the services provided
by the outlet as customer (Mystery audits) or observing customer behavior
(observation studies) are included in this. Also “trade studies” are included in these
projects i.e. collection of primary data from traders (retailers, wholesalers, distributors
etc.)
Objective
To consistently deliver quality data within agreed timelines on these projects
through training of FLP’s, proper supervision and monitoring of fieldwork with an
emphasis on:
 Selection of FLP’s suitable for the outlets
 Training of FLP’s in approach and interview
 Close supervision and monitoring to ensure only quality work is accepted
Essentials for Trade Studies
1) To brief FLP’s on the ideal time for FW among traders, lean hours, if outlets are
approached during busy hours, productivity rate and quality of response will
suffer
2) FLP’s must be thoroughly briefed on terminologies used the questionnaire
turnover, margin, lead time, inventory, growth rate etc.
3) If turnover of the trade, outlet is asked, to brief FLP’s properly on asking this
question like asking it face to face, meeting the respondents eyes, that it is only for
classification, won’t be revealed to anyone else etc.
4) EIC to inform the RE if the quality of the list of outlets (db) is poor and is likely to
bring down the productivity/ increase the field costs
20
4.3.4 Continuous Projects
Overview
Continuous projects generally involve going house to house for collection of
primary data, periodically i.e. say each week, but with different set of respondents.
These could be for advertisement tracking like Brand Science Group’s continuous
Brand in Motion Studies
Objective
To consistently deliver quality data on all tracking studies with continuous training of
the FLP’s, proper supervision of fieldwork and systematic adherence to all processes and
norms by EIC and GH with an emphasis on:
 All FLP’s are trained to administer the questionnaires uniformly correct
 Sampling procedures getting followed as stipulated to avoid any possible
skew
 Post FW activities by supervisors are done in time to ensure only quality work
is accepted
4.3.5 Automotive Projects

Overview
Automotive projects generally involve projects that involve contacting
customers who are 4-wheeler owners
Objective
emphasis on:
 Selection of FLP’s suitable for data collection
 Rigorous training of FLP’s in approach and interview
4.3.6 Business and Industrial Research and Stakeholder Management Study
These are studies among business establishments other than interviews among
retailers, wholesalers and distributors. These deal with products and services that are
commonly used in business establishments.
Objective
emphasis on:
 Selection of FLP’s suitable for data collection
21
 Training and developing FLP’s through quality inputs and proper dealing
4.3.7 Qualitative Studies

Overview of type of Studies:
This indicates those projects wherein the objectives of data collection is not to
quantify, the collected data, but qualifying the responses. Group Discussions (GD),
Depth Interviews (DIs) fall into this category. Normally, here field personnel are not
involved in collection of data. Field does “recruitment” of respondents and research
collects required information from the respondents directly.
Objective
To consistently deliver quality data within agreed timelines on all projects through of
FLPs, proper supervision and monitoring of fieldwork with an emphasis on:
 Quality checks to ensuring that recruitments are of right profile
22
Chapter 5
23
This part involves analysis of the responses to the questionnaire of the 3 survey
projects in-line with the second objective of this research. The responses to the three projects
have been analyzed separately and has been divided into 3 sub-segments.
5.1Understand project execution process with surveys

Primary data collection is the main objective of KANTAR Operations and this is done
by conducting surveys. Out of the many projects running, 3 projects have been undertaken to
understand the survey aspect and the findings and analysis is given below.
5.1.1 Project1: Opinion of distributors and retailers on CASTROL’s products and

services and also identify its benchmark competitor
This sample size of this survey is 50 out of which 17 are distributors and remaining 33
are retailers. The distributors either run truck franchised workshop or a car franchised
workshop. The retailers run medium or small sized car independent workshops and they
mainly purchase from the distributors.
5.1.1.1 On an average, how many litres’ of lubricant does your company purchase per year
across all sites for which you are responsible?
Table 5.1.1.1 – Distribution of the amount of lubricants purchased from CASTROL

(Distributors buy from the company while retailers buy from distributors)
Fuel Purchase Distributor Retailer
(litres)
Frequency Percentage Frequency Percentage
(%) (%)
<500 0 0 0 0
500 to <1000 0 0 0 0
1000 to <1500 0 0 0 0
1500 to <2000 0 0 0 0
2000 to < 3000 0 0 0 0
3000 to <5000 0 0 6 18
5000 to <10000 2 12 16 48
10000 to <50000 9 53 10 30
50000 to <100000 5 29 1 3
24
100000 or more 1 6 0 0
Total 17 100 33 100
Fig 5.1.1.1: % distribution of lubricant purchased by retailers and distributors
Inference:From the analysis, the following inferences can be made:

Distributors: 12% buy between 5000 to <10000 litres, 53% between 10000
to<50000 litres, 29% between 50000 to <100000 and 6% but 100000 or more.
Retailers: 18 purchase 3000 to<5000 litres, 48% between 5000 to<10000, 30%
between 10000 to <50000 and 3% buy50000 to <100000
Hence, 10000 to <50000 litres is the optimum quantity for a distributor while 5000 to <10000
is the optimum quantity for a retailer
25
5.1.1.2 Distributors and retailers also dealing in brands other than Castrol
Fig 5.1.1.2: % of total distributors and retailers who deal in other brands
Inference:8 out of the 17 distributors (47%) do business with other lubricant brands along
with Castrol whereas 23 out of the 33 retailers (70%) do business with other brands.
5.1.1.3 Out of the respondents who use other brands, which brands of lubricants are mostly
used? (Benchmark setting)
Table 5.1.1.3: % usage of other brands of lubricants
Distributor Retailer
Brand
(%) (%)
Gulf 3 18 2 6
Mobil 1 6 9 27
Servo 4 24 11 33
Shell 0 0 1 3
Total 8 47 23 70
26
Fig 5.1.1.3: Usage of competitors of Castrol
Inference: From the above analysis it is clear that Servo is the benchmark competitor of
Castrol with 24% distributors doing business with it along with 33% of retailers. Mobil is
also a competitor in the retailer section.
5.1.1.4 How would you rate Castrol on providing excellent and consistent customer service
for your business?
Table 5.1.1.4: Responses to Castrol providing excellent and consistent customer service
Feedback
(%) (%)
Excellent 4 24 13 39
Very Good 7 41 11 33
Good 4 24 8 24
Fair 2 12 1 3
Poor 0 0 0 0
27
Total 17 100 33 0
Mean Score 3.764 4.0909
Castrol provides excellent and consistent customer service

45%
41%
39%
40%
35% 33%
30%
25% 24% 24% 24%
20%
15% 12%
10%
5% 3%
0% 0%
0%
Excellent Very Good Good Fair Poor
Fig: 5.1.1.4: Graphical representation of responses on Castrol providing excellent and

consistent customer service
Inference:The satisfaction on the services of Castrol is very high which can be inferred from
the fact that 65% of the distributors and 72% of the retailers have provided a high end rating
5.1.1.5 How would you rate Castrol and other brands on prices overall?
Table 5.1.1.5: Average Score of Prices of Lubricants according to Distributors and
Retailers
Brands Castrol Servo Mobil Gulf Shell

Distributor Mean Score 3.65 4.50 4.00 3.00 0.00
Retailer Mean Score 3.85 4.27 4.22 4.00 4.00
28
Fig 5.1.1.5: Represents price responses on Castrol
Inference: Castrol is slightly high priced compared to its competitors and hence the
respondents who deal with other brands have given them an equivalent rating. But the
quality and services ensures Castrol’s leadership (see responses below)
5.1.1.6 I feel committed to Castrol

Table 5.1.1.6: Responses on commitment to Castrol
Feedback
(%) (%)
Strongly Agree 11 65 14 42
Agree 6 35 17 52
Neither Agree nor 0 0 1 3

Disagree
Disagree 0 0 0 0
Strongly Disagree 0 0 0 0
Don’t Know 0 0 1 3
Total 17 100 33 0
Mean Score 4.647 4.406
29
Fig 5.1.1.6: Respondents commitment towards Castrol
Inference: Commitment towards Castrol is extremely high which is evident from the
responses above. This gives Castrol the edge over other brands even though it is slightly
higher priced. Respondents selecting ‘Don’t know’ option have partnered with Castrol from
the past 2-3 months and will be able to answer this particular question in future surveys.
5.1.1.7 It would matter a lot to my business if Castrol products and services were not
available and I had to buy from another company (loyalty measure)
Table 5.1.1.7: Responses on loyalty to Castrol

Feedback
(%) (%)
Strongly Agree 0 0 0 0
Agree 0 0 0 0
Neither Agree nor 0 0 0 0

Disagree
Disagree 15 88 19 58
Strongly Disagree 2 12 12 36
Don’t Know 0 0 2 6
30
Total 17 100 33 0
Fig 5.1.1.7: Responses on loyalty measure
Inference: All respondents are keen on continuing the current business with Castrol and do
not feel that shifting to some other brand will be as profitable as continuing working with
Castrol
31
5.1.1.8 How likely will you continue buying from Castrol over the next year?
Table 5.1.1.8: Mean Score on the likelihood to continue working with Castrol
Fig 5.1.1.8: Responses on the likelihood of business continuation with Castrol
Inference: From the above responses it is clear that there will be 100% retention of the
respondents
32
5.1.1.9 Overall, how would you rate Castrol products?
Table 5.1.1.9: Mean Score of Castrol products overall

Fig 5.1.1.9: Respondents rating of Castrol’s products
Inference: As per the above responses, respondents have high regard for the products of
Castrol. All respondents have rated the products either as ‘Excellent’ or ‘Very Good’
33
5.1.1.10 Overall, how would you rate technical support of Castrol?
Table 5.1.1.10: Mean score of the technical support of Castrol
Fig 5.1.1.10: Responses on quality of Technical Support of Castrol
Inference: Technical Support have received a fairly good rating as 77% of distributors and
51% of retailers selecting either ‘Excellent’ or ‘Very Good’. The mean score is considerably
less as some portion of the respondents have not used technical support and hence no score
can be assigned. Retailers’ technical support comprises of support from both Castrol and also
the distributors and in some cases the technical support from the distributors to retailers is not
upto the standard, hence the low rating.
34
5.1.1.11 Overall, how would you rate your sales representative for Castrol products?
Table 5.1.1.11: Mean score of sales representative of Castrol
Fig 5.1.1.11: Rating of the sales representative from Castrol
Inference: Respondents are overall satisfied with the sales representative in terms of timely
delivery, knowledge of products, ability to answer queries, stay in communication etc.
35
5.1.2 Market Survey Project2: Gauge the penetration of various IT brands in
establishments of Guwahati, assess the current dependence of establishments
on IT the and opinion of various merchants on GST
5.1.2.1 Type of establishments surveyed
Fig: 5.1.2.1: Number of various different type of establishments surveyed
Inference:Out of the 125 establishments approached, majority (97) was proprietorship/

partnership type of establishments, followed by Private Limited (16), Public Limited (5),
PSU (3), NGO (3), and a Government of India undertaking(1).
36
5.1.2.2 Your Organization has a long term (3-4 years) IT roadmap in place
Fig 5.1.2.2: Respondents opinion on having a long term IT roadmap
Table 5.1.2.2: Mean score of establishments having a long term IT roadmap

Your Organization has a long term (3-4 years) IT
roadmap in place
Mean Score 3.248
Inference: From the above responses and scores we can infer that establishments do not have
a long term IT roadmap. IT related decisions are taken for a short term or when the need
arises for IT related decisions.
37
5.1.2.3 Your Organization performs a thorough Return on Investment analysis before taking
IT investments
Fig 5.1.2.3: Responses on ROI analysis before IT investments
Table5.1.2.4: Mean Score on ROI analysis

Your Organization performs a thorough Return on
Investment analysis before taking IT investments?
Mean Score 3.864
Inference: From the responses it is evident that a fairly high amount (71%) of IT decision
makers perform a thorough ROI analysis before IT investments which is a sign of effective
management.
38
5.1.2.4 Your organization pays premium to get best of class IT products and solutions for
extremely critical IT areas?
Fig 5.1.2.4: Responses on premium payment for better products and services
Table 5.1.2.4: Mean Score on premium payment for best of class IT products and
services
Your organization pays premium to get best of class
IT products and solutions for extremely critical IT
areas
Mean Score 2.016
Inference:Only a handful of establishments like ISP’s, PSU’s etc. pay a premium for best IT
services for extremely critical areas. Majority of establishments in Guwahati do not engage in
critical IT activities
39
5.1.2.5 Disruption in the current IT setup (downtime etc.) of your organization cause losses
Table 5.1.2.5: Mean Score of Disruption in downtime causing losses

Disruption in the current IT setup (downtime etc.) of
your organization cause losses
Mean Score 4.192
Fig 5.1.2.5: Opinion on incurring losses due to IT failure during working hours
Inference: Establishments big or small are dependent on IT to a huge extent as majority

(81%) of respondents are of the opinion that disruption in current IT setup will cause losses.
40
5.1.2.6 Top Management of your organization considers IT based solutions as an integral part
of the business strategy
Fig 5.1.2.6: Top Management considers IT as an integral part of business
Table 5.1.2.6: Mean Score on considering IT critical to strategic decision making

Top Management of your organization considers IT
based solutions as an integral part of the business
strategy?
Mean Score 3.208
Inference: IT services or solutions are not considered an integral part of business strategy as
per the responses. Establishments are dependent on IT products and services for the day to
day activities. For strategic decision making IT is still not considered a vital aspect.
41
5.1.2.7 Top Management of your organization is willing to make large investments in IT
infrastructure?
Fig 5.1.2.7: Response on Top Managements willingness to make huge IT investments
Table 5.1.2.7: Mean Score on willingness to make large IT investments

Top Management of your organization is willing to
make large investments in IT infrastructure?
Mean Score 3.016
Inference: From the above responses it can be inferred that top management is willing to
make only the minimum investment required for operation and nothing more to gain a
competitive edge in the market.
42
5.1.2.8 Your organization has a full-fledged IT team/ department to handle all IT
requirements?
Fig 5.1.2.8: Responses on organizations having an IT team/ department
Table 5.1.2.8: Mean Score of IT teams’ presence in establishments

Your organization has a full-fledged IT team/
department to handle all IT requirements?
Mean Score 2.928
Inference: Apart from the big organizations surveyed like PSU’s, ISP’s, educational
institutions etc., other establishments were retail outlets, service centres, consultancies etc.
where an IT team is not required. The owner or manager can themselves take care of such
requirements.
43
5.1.2.9 Your organization has a roadmap towards adopting digital technologies like social
media, mobile, cloud, analytics?
Fig 5.1.2.9: Opinion on adopting advanced digital technologies
Table 5.1.2.9: Mean score on probability of adopting advanced IT technologies

Your organization has a roadmap towards adopting
digital technologies like social media, mobile, cloud,
analytics?
Mean Score 2.752
Inference: Advanced digital technologies are still not a major requirement for establishments
here in Guwahati as:
 it is not their priority need
 their business is running well enough without such investments
 investing in such areas will further require the additional investment of recruiting
knowledgeable people which they are not willing
44
5.1.2.10 Brands of Desktops and Laptops used in establishments
Fig 5.1.2.10: % breakup of market share of desktop manufacturers
Inference: From the above data it can be seen that 42% owners prefer assembled desktops to
any one particular brand. Assembled desktops may comprise of certain brands which are not
mentioned in the above list of manufacturers.
But in the laptop market there is close competition with HP and Acer leading slightly with
16% share each, followed by Sony with 15%, Samsung with 14% and Lenovo and Dell with
13% and 12% respectively.
45
5.1.2.11 Different types of Processors used
Fig 5.1.2.11: % distribution of different processor types
Inference: Intel Corei3 is the most widely used processor in establishments with 34%
respondents using it currently.
46
5.1.2.12 Different Operating Systems used in establishments
Fig 5.1.2.12: Out of the various OS’s used in devices, Windows 7 is the most widely used
with 55% people using it currently in their devices
Inference:Windows7 is the most widely used OS in establishments with 55% respondents

using it currently.
5.1.2.13 Which brand of UPS do you use in your office?

Table 5.1.2.13: UPS brands used in establishments
Brand of UPS Responses % Share
APC 18 14%
Luminous 22 18%
Numeric 17 14%
Avaya 11 9%
Su-Kam 7 6%
Microtek 14 11%
V-Guard 9 7%
Intex 21 17%
Emerson 6 5%
Total 125 100%
47
Fig 5.1.2.13: % breakup of market share of UPS manufacturers
Inference: The UPS manufacturer market is saturated with most brands occupying almost the
same market share. UPS sales mainly depend on dealer or salesman recommendation.
5.1.2.14 Which brand of Printer do you use in your office?
Table 5.1.2.14: Printer types and brands used in establishments
Dot Matrix Printer Inkjet Printer Laser Jet Printer

Brand Quantity % Quantity % Quantity %
Epson 57 47% 49 20% 33 18%
Lexmark 36 30% 0 0% 0 0%
Oki 14 11% 0 0% 0 0%
Seiko 10 8% 0 0% 0 0%
HP 0 0% 80 32% 41 22%
Canon 0 0% 58 23% 35 19%
Samsung 0 0% 33 13% 54 30%
Brother 0 0% 19 8% 0 0%
Xerox 5 4% 0 0% 0 0%
Toshiba 0 0% 11 4% 7 4%
Dell 0 0% 0 0% 13 7%
48
Fig 5.1.2.14:% breakup of market share of Printer manufacturers
Inference: From the above analysis we see that ‘Epson’ is the only brand competing in all 3
type of printer market. Epson leads the ‘Dot Matrix Printer’ market with 47% share followed
by Lexmark with 30% share.
In the ‘Ink Jet Printer’ market HP is the market leader with 32% market share followed by
Canon and Epson with 23% and 20% market shares respectively.
In the ‘Laser Jet Printer’ market Samsung leads the market with 30% share with HP and
Canon close behind with 22% and 19% respectively.
49
5.1.2.15 Which brand of Anti-Virus software do you use in your office?
Table 5.1.2.15: Anti-Virus Software used in establishments
Brand of Anti-Virus
Software Responses % Share
Avast 17 14%
Kaspersky 21 17%
Quick Heal 69 55%
Norton 2 2%
AVG 8 6%
McAfee 8 6%
Total 125 100%
Fig 5.1.2.15: % breakup of market share of Printer manufacturers
Inference: From the above responses, it is clear that Quick Heal is the most preferred
commercial anti-virus software with 55% market share
50
5.1.2.16 How are accounts managed in your organization?
Fig 5.1.2.16: Different means of accounting management in establishments
Inference: It is clear from the above responses that organizations prefer to use accounting
software’s to other means of accounting management
5.1.2.17 Which accounting software do you use?
Fig 5.1.2.17: %market share of accounting software’s in establishments of Guwahati
51
Inference: Tally is the most widely used accounting software in establishments due to ease
of use. Tally dominates this market completely with 93% respondents preferring it.
5.1.2.18 What is your level of preparedness for GST on a scale of 1 to 5 (where, 1-not
prepared, 5-fully prepared)?
Fig 5.1.2.18: Responses to level of GST readiness
Table 5.1.2.18: Mean Score of GST readiness of businesses as of June-July 2017

Mean Score 2.248
Inference: As per the responses, level of GST readiness is very low in establishments. Due to
lack of understanding the new taxation process, movement to an online system from manual,
lack of clear guidelines from the concerned authorities etc.
52
5.1.2.19 GST is relevant to my business.
Fig 5.1.2.19: Responses to accepting GST as a relevant tax to businesses
Table 5.1.2.19: Mean Score of accepting GST as a relevant tax

Mean Score 3.696
Inference: Most respondents (76%) agree that GST is a relevant tax to their business
53
5.1.2.20 There will be cleaner books due to GST
Table 5.1.2.20: Mean Score of believing that GST will lead to cleaner books
Mean Score 3.168
Fig 5.1.2.20: Responses on GST leading to cleaner books in businesses
Inference: Due to lack of knowledge regarding GST, 54% of the respondents are not sure
how to answer this question.
5.1.2.21 GST will make the taxation process simpler?
Fig 5.1.2.21: Responses to GST making the taxation process simpler
54
Table 5.1.2.21: Mean Score of GST making the taxation process simpler
Mean Score 3.168
Inference: 41% of respondents believe that GST will make the taxation process simpler but
due to lack of complete knowledge regarding GST 31% of the respondents were not able to
give a definite response.
5.1.2.22 GST is a cumbersome process?
Fig 5.1.2.22: Responses to GST being a cumbersome process
Table 5.1.2.22 Mean Score of GST being a cumbersome process

Mean Score 3.072
Inference: Respondents have mixed responses to the above statement with a slight majority
(38%) disagreeing that GST will be a cumbersome process. As GST progresses further
maybe the opinions will shift to a positive domain.
55
5.1.2.23 I see more savings due to GST
Fig 5.1.2.23: Responses to more savings due to GST
Table 5.1.2.23 Mean Score of GST leading to more savings

Mean Score 2.008
Inference: Respondents believe that no additional savings will incur due to GST with 59%
disagreeing to this statement. This is due to the fact that even though tax rates have changed
on items, but with different items falling in different tax slabs along the overall outcome will
be the same. This can be further analyzed with another survey after GST settles and people
are familiar with the processes.
56
5.1.2.24 I will need additional manpower, software’s, IT products due to GST
Fig 5.1.2.24: Responses to additional resource requirement due to GST
Table 5.1.2.24 Mean Score of additional resource requirement due to GST

Mean Score 2.624
Inference: Respondents do not believe that additional resources like manpower, IT assets,
software’s will be required due to GST implementation. Existing IT assets, manpower will be
sufficient to make due with proper understanding of the process. Only very small
establishments (1 or 2 persons) who do not use IT assets in their businesses agreed to the
above statement as GST requires online filing of taxes on a monthly cases.
5.1.3 Project 3:To gauge the satisfaction level of dealers and sub-dealers in dealing
with LAFARGE cement and get their opinion on how to relaunch the
product under a new brand name
5.1.3.1 Please select appropriate responses
57
Table 5.1.3.1: Dealers/ Sub-dealers responses on LAFARGE’s image and working
Neither
Strongly Strongly
Statements Disagree Agree nor Agree
Disagree Agree
Disagree
Is part of a large and
1 0% 1% 28% 32% 39%
well established group
Is a financially strong
2 0% 3% 25% 41% 31%
company
3 Is a reputed company 7% 1% 11% 44% 37%
4 Is a market leader 8% 5% 33% 44% 9%
5 Is an ethical company 0% 7% 29% 52% 12%
6 Is easy to deal with 0% 3% 52% 35% 11%
Has a popular brands
7 7% 3% 25% 52% 13%
in their portfolio
Is a transparent
8 8% 8% 47% 27% 11%
company
Is an innovative
company (with respect
9 to product/ 0% 1% 44% 36% 19%
communication/
channel activities)
Manufactures
technologically
10 0% 1% 16% 63% 20%
superior quality
products
Is responsive to needs
11 0% 3% 47% 39% 12%
of the trade
12 Treats all dealers fairly 0% 3% 45% 37% 15%
Treats trade as partners
13 0% 9% 49% 25% 16%
in business
Is a company which
14 follows International 0% 3% 33% 47% 17%
practices & standards
You are very
15 0% 1% 31% 48% 20%
committed to
It would matter a lot to
you if you could not
16 0% 1% 44% 33% 21%
deal with/do business
with
Fig 5.1.3.1: Responses to LAFARGE’s reputation related questions
58
59
5.1.3.2 Margins per bag
Fig 5.1.3.2: Responses to margins received per bag of cement
Mean Score of responses to Margins per bag: 3.32
Inference: The margins received per bag of cement is on the higher end as evident from the
responses where 8% considers it ‘Excellent’, 33% consider it ‘Very Good’ and 48% consider
it to be ‘Good’.
5.1.3.3 Total profit margin (based on sales volume/ turnover and margin per bag)
Fig
5.1.3.3: Responses to total profit margin
60
Mean Score of responses to total profit margin: 3.13
Inference: The total profit margin is also considerably good with 81% of responses in the top
3 categories.
5.1.3.4 On a scale of 1-10, where Score of 1 means you are ‘Extremely Dissatisfied’ and 10
will means you are ‘Extremely Satisfied’, please indicate how satisfied you are with the
quality of cement (consider parameters like ability to set quickly, final strength, consistency
in quality across deliveries etc.)
Fig 5.1.3.4: Responses to satisfaction on the quality of cement
Inference: From the responses we can infer that respondents are satisfied with the quality of
cement with 62% of the responses falling under >=8.
61
5.1.3.5 On a scale of 1-10, where Score of 1 means you are extremely dissatisfied and 10
will means you are Extremely satisfied, please indicate how satisfied you are with the
Packaging of cement (considers parameters like Ability to withstand rough use in
transportation without tearing, Physical Appearance of bag, Correct quantity/ weight of bags.)
Fig 5.1.3.5: Responses to satisfaction on the overall packaging of cement
Inference: The overall satisfaction on this parameter is low as evident from the above graph.
The primary reason for the low satisfaction is due to the average or poor quality of bags.
Most respondents have expressed concern over the torn bags delivered to them and also the
physical appearance has gone down considerably compared to previous years.
62
5.1.3.6 Accuracy in terms of quantity (no. of bags) of the order delivered
Fig5.1.3.6: Responses to accuracy of delivery

Mean Score of responses to accuracy of delivery of bags: 3.84
Inference: Respondents are satisfied with the accuracy in number of bags delivered with
73% having chosen ‘Very Good’ and ‘Excellent’ by 5%. They did not have any grievances
with regards to this parameter.
63
5.1.3.7 Time taken for delivery
Fig5.1.3.7: Responses to time taken for delivery
Inference: This parameter has scored well but there is still scope for improvement as
sometimes critical delivery times are not met and delivery at multiple locations usually takes
longer than expected.
64
5.1.3.8 Accuracy of Billing
Fig 5.1.3.8: Responses to accuracy of billing
Inference: This is a high scoring parameter and respondents are very satisfied with the
billing process.
5.1.3.9 Time taken to resolve your billing queries
Fig 5.1.3.9: Responses to time taken to resolve billing queries
65
Inference:From the responses it can be inferred that that respondents are satisfied with the
query resolution response and expect it to remain the same.
5.1.3.10 Adequacy of visits of the Sales team visit
Fig 5.1.3.10: Responses to adequacy of visits by sales representatives
Mean Score of responses to adequacy of visits by sales representatives: 2.96
Inference: This parameter has a relatively low score. Though 56% of respondents have
selected ‘Good’ they have reported that visits from sales representatives have decreased
considerably from the Feb-2017. The sales representatives prior to Feb-17 visited atleast
twice a month for checking any issues or complaints or with new offers but that has declined
substantially.
66
5.1.3.11 Accessibility of the Sales team
Fig 5.1.3.11: Responses to sales team accessibility
Mean Score of responses to accessibility of the Sales team: 3.43
Inference: Respondents mentioned that sales team was available when required and did not
have anything to add further to this parameter.
67
5.1.3.12 Problem-solving ability with respect to product and financial issues
Fig 5.1.3.12: Responses to problem solving ability by sales persons
Inference: Responses indicate that sales representatives are well aware of company policies
and products and resolve queries or complaints in an effective way.
68
5.1.3.13 Ability to build rapport
Fig 5.1.3.13: Responses to sales-person’s ability to build rapport
Inference:The above responses indicate that rapport building ability of the sales
representative is good or above which indicates positive progress.
69
5.1.3.14 Ability to provide knowledge on products, latest trends and best practices
Fig 5.1.3.14: Responses to ability of sales representative to give latest information
Inference:As per the responses, sales person’s knowledge on products, latest trends and best
practices are high and up to the satisfaction of respondents.
70
5.1.3.15 On a scale of 1-10, where Score of 1 means you are extremely dissatisfied and 10 will
means you are Extremely satisfied, please indicate how satisfied you are with the Dealer
Merchandising of cement (consider adequacy of merchandising (Merchandising) at outlets
(shop painting, dealer boards, posters, stickers etc.) and quality of merchandising
(Merchandising) at outlets (shop painting, dealer boards, posters, stickers etc.))
Fig: 5.1.3.15: Overall responses on Dealer Merchandising
Inference: Dealer merchandising has received a good response with 45% rating it 7, 35% at
8 and 8% at 9.
71
means you are Extremely satisfied, please indicate how satisfied you are with the Dealer
Scheme (includes Quality of non-monetary incentives/ schemes (Leisure trips, gold coins,
additional bags, white goods, foreign travel etc.), Time taken to disburse incentives,
Transparency of schemes)
Fig 5.1.3.16: Overall rating of Dealer Schemes
Inference: 68% of respondents have rated the dealer schemes at 7 and 17% above 7, hence
the dealer schemes can be considered to be adequate.
72
means you are Extremely satisfied, please indicate how satisfied you are with the
Relationship Building Activity (includes adequacy of mason meets &engineer meets,
customer meets, mason training, frequency of dealer and sub dealer meets etc.)
Fig 5.1.3.17: Responses to Relationship building activity
Inference: Respondents have mixed opinions on this parameter. Dome respondents do not
feel connected to the company and feel more needs to be done for a good relationship
building.
73
5.1.3.18 Are you aware that LAFARGE has been taken over by some other company?
Fig 5.1.3.18: Awareness responses regarding LAFARGE’s takeover
Inference:57% of the respondents are unaware of the take-over of LAFARGE
5.1.3.19 Which group has taken over LAFARGE? (Only respondents who answered the above
question as ‘YES’ were asked this question )

Fig 5.1.3.19: Responses to which company has taken over LAFARGE
74
5.1.3.20 Do you feel that replacing the name LAFARGE with NUVOCO in products like
LAFARGE DURAGUARD, LAFARGE Concreto, and LAFARGE PSC etc. will have an
adver
se
effect
on the
sales?
Fig 5.1.3.20: Responses on negative effect on sales due to rebranding
Inference:88% think that the name LAFARGE itself is a reason why people buy its products
and rebranding will negatively affect sales of cement.
75
5.1.3.21 As LAFARGE is getting rebranded to NUVOCO, how do you feel the name should
be replaced in the products like LAFARGE DURAGUARD, LAFARGE Concreto,
LAFARGE PSC, LAFARGE ZEROM etc?
Fig 5.1.3.21: Means to communicate rebranding to the public
Inference: Respondents feel that as customers are familiar with the name LAFARGE,
changing it abruptly may not be a good idea. Hence, currently going with the same name and
slowly raising awareness regarding the change of name through the right media channels will
be beneficial for the company and also ensuring to the public that no compromise in quality
has been done.
76
Chapter 6
77
This part involves analysis of the overall survey response and rejections in-line with
the third objective of this research. This part of the analysis helps us to understand the
challenges faced by the field executives and interviewers in day-to-day activities.
6.1Survey Rejection and Response Analysis

For stakeholder management study, it was found that the survey rejection rate is very
less as respondents are in constant dealing with the company and are willing to provide their
feedback. A reason not to participate in the survey could be if any past suggestions have not
been implemented or grievances not addressed.
6.1.1 Contributing factors to positive responses in stakeholder management studies

A few crucial points leading to a positive response in stakeholder management study
are as follows:
 Sales representative/ After sales Service
 Product Quality/ Performance
 Technical Support/ Marketing Support
 Relationship Building
 Billing and Accounting
 Training
An analysis has been done as to find out the factors which greatly contribute to
positive responses by a respondent. It is as given below:
Fig 6.1.1: Factors contributing to positive responses in stakeholder management study
78
Inference: We see that 80% of the positive responses are majorly contributed by 3 main
factors viz. Product Quality/ Performance, Communication by sales representative/ after
sales service and relationship building. By focusing extensively in these 3 areas clients can
ensure satisfaction of customers and business continuation.
6.1.2 Survey Success Ratio

Turning our attention now to the IT survey which was done based on random
sampling and not for a particular brand but a whole range of IT product and services across
Guwahati city, gives us an entirely different picture of the respondents’ behavior. Few critical
factors identified from it are given below.
Table 6.1.2 Survey success ratio to rejection rate

Successful Surveys 125
Total establishments visited 1252
Ratio 10%
Inference: The above data indicates that in the random sampling methodology at least 10
establishment visits had to be made for 1 successful or likely or willing respondent.
6.1.3 Contributing factors to survey failure/ rejection
Fig 6.1.3: Contributing factors to Survey rejections
79
Inference: The various factors leading to survey rejections are as follows:
 Vacant Office Building
 No answer/ No one at office
 Refusal by Security Guard
 Refusal at front desk
 Could not identify the right person
 Right person not available at office
 Initial refusal to participate before introduction
 Refusal to participate after introduction
 Mid-survey termination
 Partial completion of survey, interviewer to return to complete
6.1.4 Primary contributing factors to survey rejection
Fig 6.1.4: Primary contributing factors to survey rejection
Inference:80% of the survey rejections happen due to 3 main factors namely Refusal to
participate at introduction, refusal at front desk and unable to identify the right person.
By concentrating on these 3 primary factors, and identifying means to overturn them, the
survey rejection count can be brought to a good extent
80
6.1.5 Factors leading to Refusal of respondents to participate in the survey after
introduction by interviewer
Fig 6.1.5: Factors contributing to refusal to participate in a survey at introduction and

its primary contributors
Inference:It is seen that the various factors leading a respondent to refuse participation after
introduction by interviewer are as follows:
 Length of interview
 Feedbacks not taken seriously by client/ no improvements seen after feedbacks
 Respondents mistake surveys as mystery audits/ sting operations/ doubt authenticity
of survey
 Respondents see no personal benefit
 GST pressure in the month of Jun-Jul 2017
 Mood of respondent
 Time of the day
 Busy
Out of the above reasons, the primary contributing (20%) factors to the majority (80%) of the
rejections are Length of Interview, feedbacks not taken seriously by client/ no improvements
seen after feedbacks, respondents’ mistake surveys as mystery audits/ sting operations/ doubt
authenticity of survey and respondents see no personal benefit. So by focusing on these issues
the refusal by respondents can be brought down significantly.
81
Chapter 7
7. Summary, Suggestions and Conclusion
82
7.1Overall Findings Summary
1. KANTAR Operations field office works in continuous tandem with the Project
Management Team or Research Team
2. Projects sent to field offices are analyzed for feasibility of study and results are
communicated to research
3. Field Office Executives are given extensive briefing by the client research team on the
project understanding
4. A field office executive is eligible for giving briefing on a particular project to other
team members only when he/ she has themselves have undergone the client briefing.
The basic idea behind it is that only by understanding the research objectives and
methodologies to be adopted can a person themselves impart the same knowledge to
others
5. Pilot run is done for the project
6. Freelance Professional interviewers are properly scrutinized for their ability to

conduct a particular interview. Interviews are assigned according to the qualification
and skills possessed by an individual for a specific interview
7. FLP’s are given briefing on the project and project questionnaire by field office
executives to familiarize themselves with the project objectives and questionnaire
8. GPS tracking is enabled on the interview devices to monitor the movement

interviewers and tackle any fraud means to complete an interview
9. Certain devices have voice recording enabled for random questions for quality
checkers to ascertain the authenticity of the interviews
10. Certain respondents are given calls to confirm if the interview has actually taken place
as mentioned by the interviewer. This is a measure of random check and authenticity
from the field office perspective
11. Team Leads can check the progress of the interviews on their devices after data has
been synced by interviewers
12. Executive-In-Charge of projects can change any mistakes made by interviewers

during data entry after syncing in through their systems at the discretion of the
interviewer
83
13. Survey project 1: Castrol is the market leader in the lubricant manufacturing
division and its clients are very satisfied with their processes. The likelihood of business
continuation is also very high and the respondents feel that doing business with Castrol
is profitable for them as the profit earning is high and end customers also demand that
Castrol be used in their vehicles. The price of Castrol is comparatively higher than its
competitors which some respondents feel can be looked into but with the quality they
provide the price factor does not become a source of concern. ‘Servo’ can be
considered as a benchmark competitor providing equivalent services and quality
14. Survey project 2: ITOPS:Most of the establishments surveyed belong to

proprietorship/ partnership type and IT products is used by a huge majority of the
establishments. Respondents use both desktop PC and laptops in their establishments as
applicable while desktops are slightly more preferred due to robustness and longer life.
Assembled desktops are mostly preferred while the laptop market is jointly lead by HP
and Acer with 16% share each, followed by Sony with 15%, Samsung with 14% and
Lenovo and Dell with 13% and 12% respectively. The OS mostly used in Windows7
with 55% respondents using it along Intel Corei3 processor (34%).
The printer market details is as follows:
 Dot-Matrix Printer: Epson is the leader with 47% users
 Inkjet Printer: HP is the leader with 32% users
 LaserJet Printer: Samsung is the leader with 30% users
The UPS market is saturated with many brands with sales depending on
recommendation by sellers and the commercial antivirus market is dominated by Quick
Heal antivirus. In the accounting software domain Tally is the dominant software used
by establishments for its ease of use.
Establishments do not prefer using high end IT products and services neither are
willing to make huge investments in IT assets and latest advanced technologies. The
minimum use of IT which is required for normal day to day functioning is preferred.
The GST analysis tells us that the level of preparedness and understanding of GST is
low currently with people trying to understand the change in the entire tax structure.
People hope that GST will bring about positive changes in the economy and consider it
to be a relevant measure.
15. Survey project 3: LAFARGE has a good reputation with its clients and provide
good profit margins. But due to the recent transition process the communication from
sales team has decreased and clients are not very happy with this particular fact. Other
factors like quality, delivery and accounting are satisfactory. Cement sales primarily
depend on the recommendation of dealers and sub-dealers or masons and hence the
connection needs to be maintained by LAFARGE so that they do not lose their
goodwill.
84
Most clients are not aware of the rebranding scenario and feel that abrupt rebranding
to NUVOCO may adversely affect the sales to end consumers. They suggest that an
awareness building program and slowly changing the name may be beneficial
16. Purposive surveys have a high response rate as compared to random surveys. As
respondents are continuously engaged with the organization in case of purposive
surveys they feel valued and are eager to participate
17. Product Quality, Communication by sales person and Relationship Building are the
major contributing factors to positive responses in stakeholder management study
18. Refusal to participate in the survey at introduction by interviewer, Refusal at front

desk and not being able to identify the concerned person are the primary reasons for
survey failure in random approaches
7.2Suggestions and Recommendations
1. Better scripting of the questions in the tablets. Certain questions are found redundant
and may be clubbed with other questions to ensure respondents do not have to answer the
same questions. This can be taken up with the research team
2. Certain responses can be auto-populated in the survey based on earlier responses by

the respondent. This will save significant time in the survey conduction process
3. Ensure the software saves data/ responses immediately upon entry and data is not lost
due to any connectivity issues
4. New interviewers can be sent as observers with some experienced interviewers to

understand the process of approach, conduction and conclusion of surveys/ interviews
5. Look into the payment aspect of freelance interviewers.The pay per survey is
sometimes not adequate according to the effort put in by them for getting the surveys
done. Increase in pay may lead to more effort by interviewers and ultimately more survey
conduction with quality
6. Provide gifts and other prizes to respondents to make them feel valued for
participating in the surveys
85
7.3Conclusion:
The purpose of this study was to understand in depth the working dynamics in a field
office of a market research firm. Happily, the analysis has been successfully done with the
help of the officials at KANTAR Operations. People often consider surveyors as sales person
and refrained from giving surveys but this has changed as per my experience in the field for
two months. Many target respondents had genuine reasons not to participate and that cannot
be considered unwillingness as going back to them on some other day was not always
possible. Interviewers always look for another willing respondent at that moment instead of
waiting for a respondent for one more day.
Market is as much of an art as a science. Although it is desirable, and often feasible,

to gather data via. focus groups, surveys etc., gathering the right data and doing it effectively
requires a professional approach based on judgement, experience and common sense.
86
8. Bibliography
 www.imrbint.com
 www.mrbglobal.in
 www.wppindia.in
 www.wpp.com
 www.kantar.com
 www.esomar.com
 www.smashingmagazine.com
 www.wikipedia.org
 Proprietary IMRB documents
87

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KANTAR Operations

A Project Submitted in partial fulfillment of MBA curriculum of Gauhati University

Institutional Guide Organizational Guide

Dr. Monoshree Mahanta Mr. Dipankar Sarma

DEPARTMENT OF BUSINESS ADMINISTRATION

I thank my internal supervisor Dr. Monoshree Mahanta (Associate Professor, Department of

I, Abhishek Chakrabarty, a 3rd Semester student of Master of Business Administration,

CAPI Computer Aided Personal Interview

CLT Central Location Test

CWE Chief Wage Earner

EGD Extended Group Discussion

EIC Executive In Charge

FLP Freelance Professional

FWPR Field Work Progress Report

HUT Home Usage Test

JCR Job Completion Report

KOOL KANTAR Operations on Live

KPI Key Performance Indicator

LOI Length of Interview

OFE Other Field Executive

PDPI Process Development and Process

POP Point of Purchase

RES Research Executive

SEC Socio Economic Classification

SKU Stock Keeping Unit

Project Title: “ANALYSING THE FIELD OPERATIONS IN CORPORATE STUDIES

Organization: KANTAR Operations, Guwahati

Project Period: 1 June 2017 - 31 July 2017 (Two Months)

Institution Guide: Dr. Monoshree Mahanta,

Organization Guide: Mr. Dipankar Sarma

Brief Description of Survey projects undertaken:

Project 1: Opinion of distributors and retailers on CASTROL’s products and services

TARGET GROUP (for the corporate projects undertaken in this study):

1. Establishments which includes Educational Institutions, Government Offices, Private

3. Cement Distributors and Retailers in Guwahati in relation with stakeholder management

Research Methodology: Quantitative Research (TAPI and PAPI)

Project2:Most of the establishments surveyed belong to proprietorship/ partnership type and

Other general field work related findings:

Factors leading a respondent to refuse participation after introduction by interviewer are as

Findings related to field office operations:

4. Pilot run is done for the project

7. GPS tracking is enabled on the interview devices to monitor the movement

11. Executive-In-Charge of projects can change any mistakes made by interviewers

Table 4.1.2: Field work activities at different levels ------------------------------------------- 16

Fig 2.4: Organizational Structure ------------------------------------------------------------------ 8

Fig 5.1.1.1: % distribution of lubricant purchased by retailers and distributors ------- 25

 Stakeholders’ management Study

 Growth trends in the business sector

 Their demographic profile

1. To understand the steps involved in pre-project, during project and post

1.3Scope of the study

1.4Limitations of the study

To become a leading market research company by:

2.2About KANTAR Operations

KANTAR IMRB is one of KANTAR’s primary division in the domain of market

KANTAROperations (previously KANTAR IMRB) is a highly reputed market

Kantar IMRB is an eight-time recipient of “Agency of the Year” award. Kantar

List of other market research firms in India are as follows:

2.3History (Kantar Operations is registered under KANTAR IMRB)

‘KANTAR’ is the Data Investment Management division of WPPand one of the

Fig 2.4: Organizational Structure

The research is of descriptive type involving analysis of processes at different phases

3.2Data Type and Source