PREFACE

As a Student of B.B.A. (Hons.) 16th Batch, the survey on customer

satisfaction on Britannia has been provide to me by my department, under
the guidance of Miss. Devagya Shrivastava.

I conducted this work in Sagar City. It presents synoptic review the

research methodology. Objective, limitations and suggestions regarding the
existing product. A field survey was conducted with the help of questionnaire
and personal interview in Sagar City.

The main aim of this survey is to know about the Company and its
products it also includes product utility and competitors

This Survey is made to answer the expose above motioned topies

through statistical representation, pie diagram and graphs.

PRAMOD KURMI
BBA IIND SEM 16TH BATCH

.
 ACKNOWLEDGEMENT
I would like to whole hearty thank and express my sincere gratitude to
Prof. Y.S. Thakur Head of the Department of Faculty of Management Studies Dr.
Hari Singh Gour Vishwavidyalaya, Sagar for suggesting me this problem and for
giving an insight in delaing with the subject

.I am highly obliged to Miss Devagya Shrivastava, Miss Shakuntala Yadav

Lecturer, Miss Mayuri Jain, Mr. Shri Bagwat, Miss Pragya Bhargav, Miss. Priyan
ka Jhakariya, Mrs. Jyoti Pandey, Mr. Ankur Randheliya Mr. Girbal singh Lodhi,
and All Faculty member, for guiding me in various aspects of this project like
conducting field work and designing questionnaire and suggesting me the Project
Work and helping me in finalising the Report. I express my gratitude to all the
customers who very kindly discussed various aspects of this study and provided
useful suggestions for discussing various problems.

Lastly, I Must express my gratitude to all the elders of the family and citizen
of the city who blessed me in course of discussion. I also extend my sincere thanks
to my family and my friends for their encouragement and support.
 PRAHALAD KURMI
BBA II SEM.

(PRAHLAD KURMI)
B.B.A II Semester
 DELCLARATION BY THE CANDIDATE
Date :

I declare that the project report titled " PHILIPS BULBS AND TUBES" on

Market Segmentation is nay own work conducted under the supervision of Miss Devagya

Shrivastava Department of Business Management Dr. Hari Singh Gour Central

Uniersity Sagar To the best of my knowledge the report does not contain any work ,

which has been submitted for the award of any degree , anywhere.

(PRAHLAD KURMI)
B.B.A IInd Semester
 CERTIFICATE
The project report titled "PHILIPS BULBS AND TUBES" been

prepared by MR. Prahlad Kurmi BBA II Semester , 16TH nd Batch under the guidance

and supervision of Miss Devagya Shrivastava for the partial fulfillment of the Degree of

B.B.A.

Signature of the Signature of the Signature of the

Supervisor Head of the Examiner
Department

Table Of Contents
S.no. Page
a. Cover Page
b. Acknowledgement
c. Preface
d. Declaration
e. Certificate
f. Table of Contents
Chapter 1 – Introduction
1. Introduction
2. History
3. Mission & Values of the Company
4. An Overview of the Company
5. Major achievements of the Company
6. Competitive Environment before the Company
7. Products of Philips

Chapter 2 - Research Methodology

9. Objectives of the Research

10. Importance of the Study
11. Scope
12. Data Collection Methods

Chapter 3 - Company profile

13. Board of Directors

14 Executive Team
15. Acquisition (Joint Venture)
16. Research & Development
17. Human Resource Development
Chapter 4 – Data Analysis & Interpretations
18. Data Analysis & Interpretations
Chapter 5 - Conclusions
19. SWOT Analysis of Philips
20. Summary (Conclusion)
21. Findings (Specific Merits of Philips)
22. Limitations
23. Suggestions
Appendices
24. Bibliography

EXECUTIVE SUMMARY

Philips has been a leading brand in electronics in India and across the world. Philips
with its wide range of products caters to the premium segment of the market. Philips faces
intense competition, especially from the low-cost, local rivals of the market. With this intense
competition, Philips has to cater to the various needs and demands of their consumers.
This project aims at identifying various problems faced by the company in Indore Market and the
consumer preference with reference to Electronics, Electricals and Personal Care Products.
Through this project I have found out that Philips faces intense competition from the local rivals
and the major market share belongs to the low-cost companies. Also, Philips as a whole needs to
reposition itself and its products especially to get over of the image created in the minds of the
gentry that Philips deals best in lightening products.

For this project the primary data was collected through questionnaire and secondary
data was collected through internet and magazines.
oyal Philips Electronics
Royal Philips Electronics of the Netherlands is a diversified Health and Well-being company,
focused on improving people’s lives through timely innovations. As a world leader in healthcare,
lifestyle and lighting, Philips integrates technologies and design into people-centric solutions,
based on fundamental customer insights and the brand promise of “sense and simplicity”.
Headquartered in the Netherlands, Philips employs approximately 116,000 employees in more
than 60 countries worldwide. With sales of EUR 23 billion in 2009, the company is a market
leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and
new lighting applications, as well as lifestyle products for personal well-being and pleasure with
strong leadership positions in flat TV, male shaving and grooming, portable entertainment and
oral healthcare.

Global Footprint

Philips is a global leader across its healthcare, lighting and lifestyle portfolio:

 We are the world’s largest home healthcare company, being number one in: Monitoring
systems, Automated External Defibrillators, Cardiac Ultrasound, Cardiovascular X-ray.
 We are number one in lamps in Europe, Latin America and Asia Pacific and number two
in North America; in Automotive lighting, we are leading in Europe, Latin America,
Japan and Asia Pacific.
 We are number one in the electric shavers and male grooming category globally.
 Philips is one of the leading flat-TV brands globally.

Mission

"Improve the quality of people’s lives through timely introduction of meaningful innovations."
Vision

“In a world where complexity increasingly touches every aspect of our daily lives, we will lead
in bringing sense and simplicity to people.”

Values

“Our Values reflect the ambitions we have laid down in “Vision 2010”, our recent strategy
update. The Values, the four Ds, are like a compass – guiding us in how we behave every day,
and reminding us of the attitudes we should have towards our work, our customers and our
colleagues.”

Delight Customers

We anticipate and exceed customer expectations

 We demonstrate Passion for Philips and "sense and simplicity"

 We create superior customer experiences, based on deep insights
 We act as One Philips ambassadors all the time

Develop people

We get the best from ourselves and each other

 We attract the best players to create strong and diverse teams

 We take risks by giving people stretch assignments to accelerate their development
 We personally invest significant time to coach and recognize people.

Depend on each other

We deliver more value by working as One Philips

 We think as One Philips and act as owners

 We trust and empower each other to contribute our best
 We team up and allocate resources to the most promising opportunities.
Philips Electronics India Limited
Philips Electronics India Limited, a subsidiary of the Netherlands-based Royal Philips
Electronics, is the leading Health and Wellbeing company. Today, Philips is a simpler and more
focused company with global leadership positions in key markets of Healthcare, Lighting and
Consumer Lifestyle, addressing people’s Health and wellbeing needs and aspirations as its
overarching theme.

As one of the nation's most well-known and well-loved brands, Philips is a part of
practically every Indian's life. With recent launch of Philips Respironics product categories in
obstructive sleep apnea management and home respiratory care, home decorative lighting range
and ALU range, Philips products find use in virtually every aspect of an individual’s daily life
24X7 - at home, at work, on the move and at rest. Philips stands as a source of easy to use,
trendy and innovative internationally acclaimed products with superior design and technology
that enhance the quality of consumers' professional and personal lives.
Philips has been operating in India for over 75 years and employs over 4,500 employees
around the country.  The company has an excellent pan India distribution and after-sales service
network.
EVOLUTION OF PHILIPS AS A “BRAND”

Wherever encountered, the Philips brand is a familiar sight in millions of households and
buildings throughout the world with its instantly recognizable word mark of seven blue
capitalized letters. Although the company has evolved and grown over more than hundred years,
Philips’ visual brand identity is rooted in its early years at the beginning of the 20th century.
Philips in 20th Century: First Lamp Advertisements
 Established in 1891 in Eindhoven, the Netherlands, Philips &
Co. was founded to meet the growing demand for light bulbs
following the commercialization of electricity.

In the early years of Philips & Co., the representation of the

company name took many forms: one was an emblem formed by the initial letters of Philips &
Co., and another was the word Philips printed on the glass of metal filament lamps.

One of the very first campaigns was launched in 1898 when Anton Philips used a range of
postcards showing the Dutch national costumes as marketing tools. Each letter of the word
Philips was printed in a row of light bulbs as at the top of every card. In the late 1920s, the
Philips name began to take on the form that we recognize today.

Philips Identity Trademarked: Origins of the Shield Emblem

The now familiar Philips waves and stars first appeared in

1926 on the packaging of miniwatt radio valves, as well as on the
Philigraph, an early sound recording device. The waves
symbolized radio waves, while the stars represented the ether of
the evening sky through which the radio waves would travel.

In 1930 it was the first time that the four stars flanking the three waves were placed
together in a circle. After that, the stars and waves started appearing on radios and gramophones,
featuring this circle as part of their design. Gradually the use of the circle emblem was then
extended to advertising materials and other products.
 At this time Philips’ business activities were expanding rapidly and the company
wanted to find a trademark that would uniquely represent Philips, but one that would also avoid
legal problems with the owners of other well-known circular emblems. This wish resulted in the
combination of the Philips circle and the word mark within the shield emblem.

In 1938, the Philips shield made its first appearance. Although modified over the years,
the basic design has remained constant ever since and, together with the word mark, gives
Philips the distinctive identity that is still embraced today.
Advertising Philips Brand Today
Whilst the logo of the company has been consistent since
the1930s the way in which Philips has advertised and
communicated to the outside world has varied. In general, until the
mid-1990s all advertising and marketing campaigns were carried
out at product level on a local market basis. This led to many
different campaigns running simultaneously, not giving a global
representation of Philips as a global company.

To establish consistent global presence, in 1995 Philips introduced the first global
campaign in 1995 under the tagline “Let’s make things better”. This theme encapsulated the
“One Philips” thinking and was rolled out globally in all markets and on all Philips products.
This was also the first campaign that bought the whole company together, giving the employees
a sense of belonging and providing a unified company look for an external audience.

In September 2004, Philips launched its “sense and simplicity” brand promise, which
marked a new way forward for the company. “Sense and simplicity” reflects Philips’
commitment to be a market-driven company that provides products and services that fulfill the
promise of being “designed around you, easy to experience and advanced”.

In 2008, the total estimated value of Philips brand increased by 8% to USD 8.3 billion
and was ranked the 43rd most valuable brand in Inter brand’s 2008 ranking of best global brands.
PHILIPS’ STRATEGY IN INDIA
Philips India, is in a bid to aggressively push its sales in the rural/semi-urban segment
and has designed an innovative strategy for these regions. Called the `Philips Mahasangram
Integrated Marketing Programmes', the rural initiative will be taken across the country from July
2, focusing on rural towns with a population of less than 5,000 and semi-urban towns with a
population between 5,000 and 50,000. , The Philips Mahasangram is aimed at taking Philips'
new products to the semi-urban and rural customers and increasing their awareness where
product knowledge, information and availability are concerned. An indication of the size of this
initiative can be obtained from the fact that Philips will be spending about 4.5 per cent of its
turnover from the rural/semi-urban areas on the Mahasangram alone.

Meanwhile, the key reason behind this initiative lies in the growing potential of the
rural market. According to industry data, while in 1997-98, rural sales formed about 25 per cent
of the total sales for CTVs, refrigerators and washing machines, it increased to 36 per cent in
2001-2002 and is expected to go up to as high as 41 per cent in 2006-07. Apart from initiating
new marketing and distribution programmes, Philips will also be launching a range of new
products during the rural initiative. Meanwhile, Philips plans to implement an innovative FMCG
style marketing strategy to push its durables in the rural segment. The Mahasangram Integrated
Marketing Programme is essentially about implementing a non-durables strategy marketing in a
consumer durable segment. The management is planning effective use of a number of media
vehicles to ensure efficient communication of the message and maximum utilization of the
money spent. The advertising and marketing strategy will be a combination of above-the-line and
below-the-line/ on-ground activities.

Various promotional activities which Philips plans to initiate during the Mahasangram
include a series of on-ground activities such as point of sale material at retailers' counters, road-
shows, mobile vans with Philips products on display and games, innovative tactics like
advertising on an inland letter form or postcard (a popular form of communication in rural areas)
and sponsorship of local events, among other things.
On the distribution front, Philips claims to have the biggest distribution network (as
compared to other consumer electronics companies) and a high degree of penetration even in the
rural and semi-urban areas. The company has carried out an extensive product-wise mapping
exercise over 540 districts across India. Keeping in mind the objective of extensive physical
reach of 80 per cent plus, where portable audio is concerned, the company has developed a
second line of activity in the distribution set-up. Also, in order to cater to volume drivers i.e.,
major retailers, company has identified the main retailers of each distributor and practice the Key
Account Management Approach with them, so that there is a focus on improving relations, trade
with these retailers, and catering to their needs. These steps have helped in developing their
volume reach, geographical reach and counter share significantly.
Philips is hoping that its innovative rural marketing initiative coupled with the high growth in the
rural market will boost its market share.
How Philips India doubled its sales
The company launched an aggressive new advertising campaign in print, television
and online. The new tagline "Sense and simplicity" showcases the new brand promises -- using
technology to make life simpler and easier. Company sources say Philips is counting on the new
campaign to help it grow by at least 25 per cent this year.
That's in the future, but how did Philips almost double its market share in under four years?
Interestingly, the company didn't adopt radically different strategies.
It paid attention to what customers wanted; passed on cost benefits; and brushed up its
admittedly fuddy-duddy image. According to Mr. D Shivkumar, executive director, consumer
electronics, Philips, "We have managed to grow the business by focusing on the price -- quality
equation."
The battle of perception
Philips has been a household name in India for 75 years, but consumers associated the
brand more with tube lights and transistors than cutting-edge technology.
That's ironic, considering the company has made its mark globally as a technology leader -- it
invented the cassette recorder, the compact disc and the DVD; the last in association with Sony.
But a survey by advertising agency JWT, which held the Philips account from 2001 (it
has recently moved to Mudra), revealed that Philips technology was seen as reliable but not
state-of-the-art.
Clearly, Philips needed an image makeover. It began by taking the technology route.
Post-2001, advertising campaigns emphasised the company's technologically-advanced features.
 Philips was the first audio company to launch an MP3 player (May 2002), and it made
sure its communication played that up: "Don't buy a system if it doesn't have an MP3 player."
Then there was the October 2002 campaign, in which a little boy uses the power of the music
system to nudge the cookie jar off the top-most kitchen shelf.

The company was constantly refining the image of the company in the minds of the
consumer, making it more modern. But that wasn't enough. That's where in-store displays and
promotions that demonstrated the abilities of Philips products came in. In October 2003, JWT
broke the "Ramu kaka" ad, where the manservant inadvertently inserts a roti into the DVD
player.

The tagline made the message clear: "The new Philips DVD player plays anything". The
campaign proved immensely popular - it was used in other Asian countries as well -- and Philips
wasn't slow in leveraging its appeal. At live demos, customers would be invited to slip rotis into
the player, creating a buzz around the product and the brand.

But that would probably appeal more to families and Philips needed to reach out to the
youth, its target customer base. So it went to where the action was -colleges and rock festivals.
Philips set up stalls, complete with a professional DJ. Youngsters were invited to man the
console, while the DJ gave them tips on mixing and spinning. And had huge walk-ins and could
provide an involvement and experience with the brand.

Clinch the dealer

Philips has successfully played the price card, but not all price cuts have been due to
better or cheaper technology. In some segments like radios, it did away with trade discounts and
passed on the savings to the customer.
Two years ago, Philips' radios sold at Rs 600 -- a huge premium compared to the Rs 200 or so
that other brands cost. In mid-2003, the company slashed the price to Rs 400 and even
introduced new models at the Rs 160 price point, especially targeting the non-urban youth
segment.
 Not surprisingly, dealers were upset at their shrinking margins. Some started stocking
competing brands, only to return, claim company officials, when they found volumes were
increasing exponentially.
They soon realized it was more profitable to sell Philips radios because the turnover is
much higher. To ensure the penetration and distribution happens, Philips changed its distribution
strategy around two years ago. Distributors were now allocated smaller geographical territories
so they can concentrate on getting firmer footholds in their areas.
Distributor in upcountry markets, who were earlier allotted five or six districts are now given
only two or three. And not all are given the entire product range so that the focus is sharper.

Creating the value proposition

Philips realized early on that maintaining the price-quality equation is critical. That's
especially true of the minis (DVD and VCD hi-fi systems) segment, which accounts for a quarter
of the audio market in value terms.
Even as Philips constantly raised the technology bar (MP3 players, deeper bass, sleeker, more
streamlined systems), it's kept its prices competitive. The company prices its minis at Rs 8,000-
25,000, compared with the market range of Rs 7,500-30,000.

Moreover, prices have been falling by 10 per cent on average every year. Of course,
that's true for other brands as well but, Philips "found the sweet spot at which youngsters could
buy".
How did it do that? By ensuring that it was perceived neither as a price warrior like Aiwa
or Sansui nor prohibitively expensive -- Sony products are on average 10 per cent more
expensive.
Philips also brought in help from outside. In late 2002, it tied up with Countrywide and Citibank
to provide accessible finance schemes for its products.
Compared to equal monthly installments of about Rs 1,000 earlier, the new schemes let
customers pick up state-of-the-art sound machines for as little as Rs 333 a month - that too,
without a down-payment.
Has that helped? Consider: Philips entered the minis segment only in 2000, a year behind
Sony. But it's now carved up the market with Sony, with 45 per cent share each.
The company also paid close attention to customer feedback. It has ramped up the number of
service centres across the country to 190, from 125 two years ago. Today, over 900 technicians
now attend to complaints, up from 600 in 2002.

LIGHTNING ABOUT PHILIPS

Philips is number one in the global lighting market, a position supported by leadership
in innovation combined with a systematic approach to seeking out new market
opportunities. Its strategic ambition is to set the pace in the lighting industry as the first-
choice innovative partner for the supply of creative and cost-effective lighting solutions.
The division’s products are found all around the world: not only everywhere in the
home, but also in a multitude of professional applications, for example 30 per cent of
offices, 65 per cent of the world’s top airports, 30 per cent of hospitals, 35 per cent of
cars and 55 per cent of football stadiums (seven of the ten at the 2002 Soccer World
Cup in Japan/Korea).

Products include a full range of incandescent and halogen lamps, compact and normal
fluorescent lamps, high-intensity gas-discharge and special lamps, fixtures, ballast,
lighting electronics and automotive lamps.

Important Market Introductions of Recent Years:

 Halogená offers consumers in the U.S. whiter light and a lifetime about three
times longer than standard incandescent lamps.
 The ALTO T8 fluorescent lamp, which contains the least mercury of all
comparable lamps on the U.S. market while maintaining its superior
performance, is being installed in all newly constructed WalMart stores in the
U.S.

 Ecotone Ambiance, a compact, energy-saving lamp on the European consumer

market, has the same shape and gives the same natural soft light as the Philips
Softone.

 The CLEO Natural range of tanning lamps which apply the latest scientific and
medical knowledge in providing a sensible, effective tan in a soft and gentle way.

 MasterColour CITY extends to outdoor applications the excellent "white light"

color properties and high efficacy of the existing MasterColour indoor range.

 Metronomis outdoor luminaires reflect a modern vision of architectural urban

lighting, in which leading-edge technology is combined with a clear and elegant
design.

 The TL5 office lighting system, consisting of the T5 small-diameter (16mm)

fluorescent lamp along with efficient TL5 fixtures incorporating sophisticated
lighting controls, provides high-quality lighting and minimizes energy demands.

 The UHP (Ultra High Power) lamp is currently the leading product in the market
for digital data projection in beamers connected to PCs.

 Electronic ballasts for TL5 and PL-T/C lamp circuits (e.g. miniature HF-
Matchbox), and electronic gear for operating HID lamps.
  The recently launched e-Kyoto electronic ballastweighs 58% less and uses 20%
less energy than electromagnetic ballasts.

 VisionPlus lamps increase road safety by giving 50% more light on the road, a
10-20 meter longer beam and better reflections from roads and signs; Xenon
automotive lamps give more than twice as much light as conventional halogen
lamps while using only half the energy.

The division’s extension of its LumiLeds JV

with Agilent Technologies in the field of LEDs
(light-emitting diodes) strengthens its leading
position in this field and underlines its
confidence in this technology being applied to an increasing range of applications.

Philips Lighting employs some 47,000 people worldwide. Manufacturing operations in

the Netherlands, Belgium, Germany, France, the United Kingdom, Poland, the United
States, Canada, Brazil, India, Indonesia, Thailand, the People’s Republic of China, South
Korea, Spain and Mexico.

Our Halogená Classic light bulb lasts two years and is ideal
for hard-to-reach fixtures. Its Long Life means less hassle and
lower maintenance as well as energy savings over standard
incandescent bulbs. The Halogená Classic provides crisp,
white light, and is available in 60, 75, 100 and 150 watt bulbs. Use it for table lamps,
hanging pendants, ceiling fixtures, outdoor lighting, commercial downlights, or any
hard-to-reach fixture.

INDOOR & FLOOD SPOT

The versatile Halogena Indoor Floodlight and

Spotlight reflector lasts up to 50% longer than
standard incandescent reflectors. That's up to 3000 hours
of brighter, whiter light! Save time with fewer light bulb
changes to your hard-to-reach fixtures. When the time
does come to change bulbs, this reflector's easy-to-grip shape makes for quick
installation and removal.

BRILLIANT CRYSTAL

Thousands of Americans - and millions more on TV -

welcomed the new millennium with Halogená Brilliant
Crystal, a brand-new light bulb that was specially designed
to light up the world-famous New Year’s Eve Ball in Times
Square, New York. Being facetted, it is ideal for any
application in which sparkle, dazzle and brilliance are desired, such as in chandeliers,
or in outdoor decorative situations.
STYLIZED FLAME
Halogená Stylized Flame is an elegant Long Life alternative to standard decorative
incandescent bulbs. Its Long Life means less hassle and
lower maintenance as well as energy savings.
Available in both candelabra and medium base, the
Stylized Flame provides a direct replacement to
standard incandescent decorative lamps and is ideal
for chandeliers, sconces or any decorative fixture.
Stylized Flame can also be used with a dimmer swich,
which provides additional energy savings.

TRADITIONAL FLAME & SPOT LIGHT

Halogená® Postlight's and Traditional Flame's Long Life mean they last longer than
standard and decorative incandescent lamps. Their crisp, white halogen light provides
an elegant sparkle for indoor and outdoor applications. Both are also dimmable, which
adds design flexibility and energy savings to these premium bulbs.

Philips Innovation Campus (PIC)

Philips Innovation Campus (PIC), Bangalore is a division of Philips Electronics India

Limited, which is owned 96% by Royal Philips Electronics N.V., The Netherlands. It was
established in August 1996, with a vision to be an innovation hub creating next generation
solutions and products for Healthcare and Lifestyle. With the objective of meeting the growing
need for high-quality, cost-effective software development capacity within the organization,
PIC’s share has increased significantly from 8% in 1998 to around 20% in 2008.

Working at PIC are about 1000 of the industry's finest professionals, using state-of-the-
art software engineering paradigms and platforms including real-time systems, component-based
software engineering and multi-threaded architecture to drive the creation of tomorrow's
products and services. PIC is an ISO 9001/TickIT, SEI, CMM SM level 5 company & has
emerged as a critical partner in the development of strategic & futuristic technologies for Philips
worldwide. 60,000 registered patents illustrate the innovative nature of the company. Philips has
adopted an Open Innovation strategy which leverages the joint innovative power of partnering
companies and researchers to bring more innovations to the market effectively and faster. PIC
has built-up extensive know-how and expertise in the software engineering and technology
domains relevant to its business. In addition, competencies in the areas of project management,
requirement engineering and quality assurance have been established to offer customers products
and services of the highest quality, at the fastest time-to-market and the lowest cost of
ownership.
RATIONALE OF THE STUDY

Philips Electronics India Ltd. Is facing problem due to presence of other

brand in electronics segments and also they provide similar products and services.

So my motive of the project is to know the basic cause behind the challenges and

develop new opportunities for Philips Electronics India Ltd in Indore market.

To carry out the study of the Philips Electronics India Ltd. Policy, strategy

and techniques adopted at Indore market due to presence of other brands.

 RESEARCH METHODOLOGY

Research Design
This is a Descriptive type of research which involve the collection of information about
the company.
Sample Technique:-
The probability sampling has used to collect the date for research.

Sample Plan:-
  Population:-
Retailers of electronics, electrical and appliances products as well Gifts and personal care
shops.

 Sample:
Retailer of electronics, electrical and gift items.

 Sample Unit:
All the region of Indore where electronics, electrical, appliances, gift and personal care shop
available.

 Sample Size
The sample size of the survey was 104 retailers.

 METHODS OF DATA COLLECTION

The data used for the project is primary as well as secondary data, as follow:
Sources of primary data:
 Questionnaire

Sources of secondary data:

 Web sites

DATA ANALYSIS & INTERPETATION

1. Product category available in shop:-

100
90.4
Personal Care
90
80 75.9 75.9
70
Iron
60
50
40
30
Mixing Grinder
20.5
20
10
0 Juice Mixing
May-June Grinder
s
2. Philips product available in shop:-

60 56.62 Iron
50
42.16 42.16
Mixing Grinder
40
Juice Mixing
30 28.91 Grinder
Hair Dryer
20
14.45

10 7.22
Shaver

0 FemaleDeplition
May-June

3. Counter wise brand share (Iron):

 Philips
Bajaj
4.81 Kenstar
3.61
4.81 2.4 Maharaja
4.81
2.4 9.63 Crompton
57.83
3.61
Nova
2.4

6.02 Khaitan
8.43 Usha
8.43
Murphy
Gopi
7.22
Kwality
6.02
Ruchi
Omega
18.07 53.01
Sona
2.4
Radition
24.09 Inalsa
12.04
18.07 Ameet
Roxy
Apollo
Panasonic
Niko

4. Counter wise brand share (Mixing Grinder):

 5% Philips
4% 18%
Bajaj
9%
Maharaja
Kenstar
7%
13% Crompton
Khaitan
10%
Kwality
Inalsa
6% 14%
Gopi
14%
Ameet

5. Counter wise brand share (Juice Mixing Grinder)

Philips
Bajaj

7% 2%
Maharaja
4% 20%
4%
7% Kenstar
Crompton
8% 15%

7% Kwality
11% 15%

Inalsa
Gopi
Ameet
Khaitan
Roxy

6. Counter wise brand share ( Hair dryer)

 Philips
Local, 25.3 Bajaj
Philips, 28.91

Nova

Orbit
Orbit, 4.81
Nova, 6.02 Bajaj, 7.22 Local

7. Counter wise brand share (Shaver)

Philips
32% Philips
Local
44% Bajaj
Nova
Bajaj Local
Nova 13%
11%

8. Counter wise brand share (Female Depilation)

Local
45% Philips
Philips
55% Local

9. Counter wise brand selling (Brant wise):

40

36.56

35

30
27.48

25

20 May-June

14.83
15

9.43
10 8.32

5 3.61 3.05
2.12
1.21
0.56 0.41 0.81 0.31 0.21 21% 0.31
0
j ar ja i hi a a
p s ja on va ta
n ha y p i ty eg n xy t s
ili Ba st ra pt No ai Us ph Go al c So Ro uc
Ph
n ha ur Ru Om od
Ke a o m Kh M Kw Pr
M Cr al
L oc

10. Interested in Philips’s products (Where Philips’s products absent):

 Female Depilation 75
2

Shaver 69
2

Hair dryer 57
2 No
Juice Mixing Grinder 40 Yes
7

Mixing Grinder 40
7

Iron 27
8

0 10 20 30 40 50 60 70 80

11. Philips’s products have good quality?

3% Strongly agree
9%
29%

Agree

37% Neither agree

22%
nor disagree
Disagree

Strongly
disagree
12. Retailer satisfaction with distribution channel of Philips?

Fair Superb
14%
Superb
Excellent
44%
Good
24%
Good

Excellent Fair
18%

Data Analysis (On the basis of Gifts and Personal care Shops):-
13. Product category available:-
Hair dryer,
30 28.57
Hair dryer
25 Shaver, Female
19.07 depilation,
20 19.04
Shaver
15

10
Female
5
depilation
0
May-June

14. Interested in Philips’s Personal care product:-

20
17
15 16
15
Yes
10

5
1 1
0
0 No
Hair dryer Shaver Female
depilation

15. Why not interested in Philips’s Personal care products (where it not present)?
17% Not selling

Costly
50%

33% It is an
electronic
product
 LIMITATIONS OF THE STUDY

 My survey was limited to Sagar market.

 The sample size for the survey of retailer was limited to 104 respondents, which

might not be representative of all retailer of Sagar city.

 The results are totally derived from the respondent’s answers. There might be a

difference between the actual and projected results.

 Research also depends on surveyors’ bias & his/her ability to analyze the data

& draw conclusion.

 The cost and time constraints might even have an impact over the results.
 FINDINGS

FINDINGS

 Philips has developed a good brand image but currently is

showing Improper distribution.

 Improper distribution.

 Poor service after sales, Service centre take much time to return

products.

 Philips gives fewer profit margins to retailers as compare to his

competitive brands.
SUGGESTIONS

 They should prefer proper distribution.

 They should provide some good scheme and offers to his

retailers as well customer.

 Give proper information to the retailers about new

products and provide catalogue.

 They should improve their post sales services.

CONCLUSION

The conclusion that can be derived from this survey is that Philips

being a big brand, and a quality striver is hit by the low- cost rivals. But the

segment it caters is highly satisfied and constitutes immense “Brand Loyal”.

To boost its sales the company may need to adopt, certain measures for its

repositioning and can adopt differentiation strategies and proper distribution

of their products including schemes and post sales services for the consumers

in Sagar region and turning low cost itself for the rest.
REFERENCES:-

BIBLIOGRAPHY
 C. R. Kothari, Research Methodology, new Age International (P) Limited, publishers

WEBLIOGRAPHY
 http://www.india.philips.com/about/company/india/index.page
 http://www.philips.com/about/investor/index.page
 http://en.wikipedia.org/wiki/File:Philips_logo_new.svg
 http://www.india.philips.com/about/sustainability/index.page
 http://www.philips.co.in/c/food-processors-mixers/24538/dec/
 FACULTY OF MANAGEMENT STUDY

DR. HARI SINGH GOUR UNIVERSITY SAGAR (M.P.)

QUESTIONAIRE

Researcher's Name : Name of Person : ___________________

Class : B.B.A. II Sem Age : _____________________________

Gender : Occupation : ________________________

Address :

Q.1 Do you know about Philips Electronics ?

a. Yes. b. No.

Q.2. Have you used Philips Electronics ?

a. Yes. b. No.

Q.3 How Often Sales Promotion Schemes are offered on Philips Electronics

a. 6 months – 1 year b., 3-6 months c. less than 3 months.

Q,4. Rate the following factors you consider are important for building brand
Image.
a.Price b. Clarity c. Durability
d. Looks e. Quality
Q 5. What do you look for while purchasing Philips Electronics ? Please rank in order of
importance?
a. Comparative Advantage b. Price
c. Scheme/Discount/Free Gift d. Quality
 OBJECTIVE

 To study about the company and its products

 To find out market strategy regarding product and service.

 Knowledge about the competitive market.

 To know the goodwill as demand of the product in world

 LIMITATION

TIME CONSUMING

 It takes approx 15 days to complete or finish the project. that effect

the study of student.

COSTLY

 In the prepration of project lot of money Waste

REQUIRED EFFORTS

 It take much efforts to complete the project in searching magazine,

news paper and Internet.