A PROJECT REPORT

ON
MARKETING STRATEGY OF CANON COMPANY

A project report submitted in the partial fulfilment of the requirements

for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
IN
BANKING AND INSURANCE
Under the guidance of
Ms. Mandeep kaur
Submitted by
BHAVYA UDINIA
Enroll no.: 01690201819
(2019-2022)

SRI GURU TEGH BAHADUR INSTITUTE OF

MANAGEMENT
AND INFORMATION TECHNOLOGY
(Affiliated to GGSIPU
 DECLARATION

I hereby declare that the project on ‘MARKETING STRATEGY OF CANON

COMPANY’ submitted to GURU GOBIND SINGH INDRAPRASTHA
UNIVERSITY is a record of an original work done by me under the guidance of
MRS. MANDEEP KAUR, a faculty member, SRI GURU TEGH BAHADUR
INSTITUTE OF MANAGEMENT AND INFORMATION TECHNOLOGY.

(Signature of Scholar)

Place: Delhi Name: Bhavya Udinia

Date: Enrolment number: 01690201819
 CERTIFICATE

This is to certify that the project titled ‘marketing strategy of Canon company’
has been accomplished by BHAVYA UDINIA, student of BBA (B&I)-2
SEMESTER, under my supervision. He has submitted this project in partial
fulfilment for the award of BBA from SRI GURU TEGH BAHADUR
INSTITUTE OF MANAGEMENT AND INFORMATION TECHNOLOGY,
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY.
All sources of information and help have been duly acknowledged.

.....................................
Signature of project in charge.
(Ms. Bipasha choudhary)

....................................
Signature of project guide
(Ms. Mandeep Kaur)

......................................
Signature of scholar
Place: Delhi Name of scholar-Bhavya udinia
Date: Enrollment no. -01690201819
 ACKNOWLEDGEMENT

This project report had not been possible without direct and indirect cooperation
of various people. I take this opportunity to acknowledge the people who helped
me in successful completion of this project.

I would like to thank Mrs. Mandeep kaur for helping to prepare the project.
Lastly i would like to express my thanks to my friends and my family. Without
their support this project would not have taken the shape it has.

BHAVYA UDINIA
BBA (B&I) 2ND SEMESTER
01690201819
 TABLE OF CONTENT

S. NO. CONTENTS PAGE

NO.
1. DECLARATION
2. CERTIFICATE
3. ACKNOWLEDGEMENT
4. CHAPTER1: 1-22
 INTRODUCTION OF INDUSTRY
 INTRODUCTION OF COMPANY
5. CHAPTER2: 23-42
 INTRODUCTION OF TOPIC
6. CHAPTER3: 43-45
 RESEARCH METHODOLOGY
7. CHAPTER4: 46-48
 FINDINGS AND DISCUSSIONS
8. CHAPTER5: 49
 CONCLUSION
9. CHAPTER6: 50
 RECOMMENDATIONS AND
SUGGESTIONS
10. BIBLIOGRAPHY 51
 CHAPTER-1
INTRODUCTION
Industry profile-

India and its Printing Industry – An Emerging Market

 
India has consolidated its position as the world’s fourth largest economy, behind
the United States, China and Japan, in Purchasing Power Parity (PPP),
according to the latest World Development Indicators and has the third largest
GDP in the entire continent of Asia. It is also the second largest among
emerging nations. (These indicators are based on purchasing power parity.)
India is also one of the few markets in the world which offers high prospects for
growth and earning potential in practically all areas of business. When the
Economic Reforms were introduced in 1991, India chose to shift gear from a
closed, license- driven Economy to one, which embarked on globalization and
Over the years, the printing industry has grown in all parts of the globe. The
advent of TV and Internet has not affected the growth of and requirement for
printing professionals. The industry has made giant strides in recent times in
improving its machinery in terms of the scope, technology and speed.
Computers and electronics have invaded all the departments of printing,
improving quality and speed of the jobs executed with the consequent
enhancement of costs enormously. In fact, the arrival of computers has
complemented the printing business and has played a vital role in increasing its
There is a set of industry players which are growing systematically and
regularly. These kinds of set-ups do not belong to any specific region of India
but are scattered all over the country. The publishing firms in the private sector

1
is also quite large in number and these are scattered throughout the country. But
majority of these are very small in operation and each one of these may not be
producing more than a dozen titles in a year. These are also confined to
producing titles in Indian regional languages and catering to the needs of the
local markets. Only a few (about 10%) of the publishing concerns in India are
reasonably large producing more than 50 titles annually and are equipped with
proper infrastructures such as printing presses and distribution networks. In
totality, today Indian publishing is one of the greatest in the world and the
country is counted among the top seven Increasing number of printers are
adopting newer and modern technologies. The growth of such organisations
indicate that recession is nothing but a changing trend towards adoption of new
style of working. The modern style of business is completely in favour of the
consumers. It ensures that they get optimum quality products at bare minimum
price . Probably in all areas of life the consumers are getting products at most
competitive prices, which is definitely lower than yesterday’s prices and
printing industry is no exception. To meet this challenge, people in the printing
industry have to find the solutions and not fret on decline in prices. Some
printers with a vision have already taken a step towards it and are able to
produce printed products at much lower unit price by adopting new
technologies. 
Facts about Indian Printing Industry : 
- More than 1,30,000 all types of printing presses in India 
- More than 10 Million family involved in the Industry 
- Per capita consumption of Paper & boards - 4.5 KGs 
- Machinery New and Second Hand, used is predominately from China,
England, France. Germany, Italy, Japan, The Netherland, Switzerland, Spain, 7

2
1. Thomson Press Printing Division comprises of one PrePress and two Printing
units in Delhi, one printing unit in Chennai and one printing & Book Bindery

2. SBP is one of the leading and experienced Paper Trading Company in South
India and was established in 1942. SBP is also a wholesale dealer for various
paper Mills in India for variety of Printing Paper, Kraft Paper, Cream wove
Paper, Duplex Board. Map litho, Xerox Copier and Bond Paper We have
entered manufacturing activity recently and now manufacture various paper
stationery items as listed here below. Various Indian GOD Pictures of Artistic ,
Thematic and Religious Values, Various Stationery Items, Notebooks Memo
Pads Writing pads Diaries in attractive designs and colour. 

3. POP is a forty year old company catering to the high-quality printing

requirements of customers worldwide. We are a one-stop service provider with
prepress, printing and finishing/bindery under a single roof. With 6 presses
capable of 4-6 colour printing at speeds of up to 15,000 impressions per hour
and sizes of up to 28.5” x 40”, we have the capacity and the redundancy built
into the system to handle your largest jobs with the quickest turn-around time. 

4. ANDERSON Printing House Pvt Ltd has entered country's elite printing club
with its recent installation of computer-to-plate technology system from
Heidelberg India, a wholly-owned subsidiary of Heidelberger AG of Germany. 

3
There are so many Printing Associations in India, but are region-wise. 
Below are a few Printing Industry magazines in India. Out of these only a
Coramandal Printer, Chennai 

Delhi Printer 

Indian Printer & Publisher, Delhi.

KOPA News, Bangalore.

 
Master Carton, Kerala 

Paper-in-Pack, Mumbai. 

Paper Mart, Delhi 

Print Forum, Chennai. 

Press Ideas, Chandigarh.

 
Print & Publishing, Delhi 

Print Bulletin, Mumbai

 
Print Com, Mumbai 

Print Focus, Sivakasi 

Printers’ Voice, Calcutta 

4
Print Miracle, Kochi 

Printing Review, Delhi 

Printing Times, Delhi 

Print Vision, Mumbai 

Punjab Print, Ludhiana 

Rind Survey, Chennai 

Screen Print India, Mumbai 

The Indian Print Industry has undergone a revolutionary change in the last 15
years. In 1990, India initiated a process of reforms aimed at shedding
protectionism and embracing liberalization of the economy. Privatization was
initiated with the aim of integrating the Indian economy with the world
economy. This change opened the doors for the Indian Print Industry to
modernize, by investing in the latest of technology and machinery. The average
compound annual growth rate has been higher than 12% over the last 15 years.
Our packaging industry is currently growing at a rate of more than 16% a year.
Prior to 1990, most printers found it easy to invest in East German and
Czechoslovakian machines. Post 1990, the trend has been to acquire the latest
and the best equipment & machines. The progressive printers of today are
equipped with the latest computer controlled printing machines and flow lines
for binding, while state of the art digital technologies are being used in pre-

5
press. Leading print companies have optimized the use of information
technology in each and every area of their business. These printers are today
equipped at par with the best print production facilities in the world. 
Today, India is fast becoming one of the major print producer & manufacture of
printed paper products for the world markets. The quality standards have
improved dramatically and immense production capacities have been created.
Some printers have won recognition by winning prizes at international
competition for excellence in printing. The current annual turnover of all the
components in the Indian printing industry are more than Rs.50,000 crores.
Indian books, journals and printing jobs, etc. are being exported to over 120
countries of the world both developed and developing. Indian exports of books,
printed pamphlets, newspapers & periodicals, job printing and printed materials
during 2004-05 was estimated to the tune of USD 550 million.

6
Company profile

• Canon is a manufacturer of business and consumer imaging products

which includes printers, scanners and binoculars, as well as a range of
digital compact and SLR cameras.

• The Business Solutions division offers print and document solutions for
small and medium businesses, large corporations and governments. These
include multifunctional printers, black and white and colour office
printers, large format printers, scanners, black and white and colour
production printers, handy terminals and microfilm scanners, as well as
software to support these products.

• Lesser known Canon products include medical, optical and broadcast

products, including Ophthalmic and X-Ray devices, broadcast lenses and
semiconductors. Handy Terminal Solutions, Digital Microfilm Scanners.

• Canon has regional headquarters in the Americas, Europe, Middle East,

Africa, Japan, Asia and Oceania. Canon in Europe is split into Canon
Europe NV (based in the Netherlands) and Canon Europe Ltd (based in
London). Both make up the European headquarters for Canon

Some most important person in Canon Company

1. Anthony Peterson's Experience

Web Content Specialist

January 2011 – Present (3 months)

• Collaborate with internal and external departments to create compelling

content for the Canon Business Solutions website; update and elaborate

7
 on existing content using Search Engine Optimization (SEO)
methodologies.

• Create and manage online content for social media outlets, blogs, and
webinars.

2. Nicholas Katsigiannis
Service Vice President, Eastern Zone at Canon
Location: Greater New York City Industry

3. Jeff Martin
Solution Consultant
Location: Dallas/Fort worth Area

Mission

Our mission is to be the world's premier consumer Products Company focused

on need and demand of consumer. We seek to produce financial rewards to
investors as we provide opportunities for growth and enrichment to our
employees, our business partners and the communities in which we operate.
And in everything we do, we strive for honesty, fairness and integrity.

Vision

The vision of Canon Company is Incorporating technology to serve customer

needs.
“Canon company responsibility is to continually improve all aspects of the
world in which we operate - environment, social, economic - creating a better
tomorrow than today."Our vision is put into action through programs and a
8
focus on environmental stewardship, activities to benefit society, and a
commitment to build shareholder value by making Canon a truly sustainable
company.

Performance with Purpose

At Canon Company, we're committed to achieving business and financial

success while leaving a positive imprint on society-delivering what we call
Performance with Purpose. Our approach to superior financial performance is
straightforward–drive shareholder value. By addressing social and
environmental issues, we also deliver on our purpose agenda, which consists of
human, environmental, and talent sustainability.

Canon quality policy

“Make sale and deliver to the consumer as it was designed, in order to deliver
preference”. Canon Company believes their success depend upon the quality
and value of their product by providing a safe, whole some, economically
efficiency and a healthy environment for their customer. And by providing fair
returns to their investors while maintaining the stander of integrity.

Our Commitment

• Our values reflect our aspirations - the kind of company we want Canon
to be. We express our values in the form of a commitment. Our
commitment is:
• Sustained Growth is fundamental to motivating and measuring our
success. Our quest for sustained growth stimulates innovation, places a

9
 value on results, and helps us understand whether today's actions will
contribute to our future.
• It is about growth of people and company performance. It prioritizes
making a Difference and getting things done.
• Empowered People means we have the freedom to act and think in ways
that we feel will get the job done, while being consistent with the
processes that ensure proper governance and being mindful of the rest of
the company's needs.
• Responsibility and Trust form the foundation for healthy growth. It's
about earning the confidence that

History of canon

A modest beginning in a small room

• In 1933, a small laboratory dedicated to making high-quality cameras was

set up in a simple apartment room in the Roping area of Tokyo.
• At the time, all high-quality cameras were European with the majority
coming from Germany.
• It was in this small room that young people with a big dream earnestly
began their work on producing a high-quality Japanese camera, marking
the beginning of Canon.

10
• Through hard work and with an enterprising spirit, they eventually
succeeded in building a prototype, which was named Kwanon after the
Buddhist goddess of mercy.
• The following year, in 1935, Japan's first-ever 35 mm focal-plane-shutter
camera, the Hanza Canon, was born, along with the origin of the Canon
brand.

Striving for the world's best camera

• In 1950, Canon's first president, Takeshi Mitarai, went to America for the
first time to attend an international trade fair.
• Having seen modern factories and a high standard of living first hand,
upon his return, he built a fireproof factory of steel-reinforced concrete in
the Shimomaruko area of Tokyo, which he saw as essential for Canon to
succeed in doing business with the world at large.
• Mitarai also made clear his respect for humanity by stressing the
importance of the Sanji, or "three selfs" spirit, the guiding principle for
Canon employees.
• In 1955, Canon made its first step into the global market with the
opening of a U.S. office in New York City.
• In 1957, Canon set up its sole European distributor, Canon Europe, in
Geneva, Switzerland.
• By 1967 exports already topped 50% of the company's total sales.

11
 The challenge of diversification

• Soon after its founding, Canon was hard at work in 1941 on diversifying
itself with the introduction of Japan's first indirect X-ray camera and
other products
• In the 1960s, the company took further steps toward diversification by
adding electrical, physical and chemical technologies to its optical and
precision technologies.
• In 1964, Canon entered the office equipment market with the debut of the
world's first 10-key electronic calculator.
• In 1967, the management slogan "cameras in the right hand, business
machines in the left" was unveiled and in 1969 the company changed its
name from Canon Camera Co., Inc. to Canon Inc.
• Canon took on the challenge of developing Japan's first plain paper
copying machine, which it introduced in 1970, and realized further
diversification from one challenging field to the next.

Averting disaster with the Premier Company Plan

• By 1970, Canon grew to 44.8 billion yen in sales and more than 5,000
employees.
• But hit by dollar and oil shocks, followed by problems with a defective
electronic calculator display component in 1974, Canon fell on hard
times, and in the first half of 1975 failed to pay a dividend for the first
time since becoming a public company.
• In 1976, Canon unveiled its Premier Company Plan, an ambitious
strategy to transform Canon into an "excellent global company" through
such means as introducing a vertical business group constitution and
establishing a horizontal development, production and sales system.

12
• The plan proposed high ideals and pooled the strength of its employees,
enabling the company to promptly recover.

Canon's second inauguration

• Canon continued to grow under the Premier Company Plan. With the
dawn of the personal computer age
• Canon introduced to the world a series of products never before seen,
among them a personal copying machine based on all-in-one cartridge
system a laser printer with semiconductor laser, and a Bubble Jet inkjet
printer.
• Canon also began promoting global production in earnest on the road to
becoming an excellent global company.
• Then, in 1988, the 51st anniversary of the company's founding, Canon
announced its second inauguration and unveiled its corporate philosophy
of kyosei, an unfamiliar term at the time.
• It also began promoting such progressive and environmentally sound
activities as toner cartridge recycling in addition to globalizing its
development.

The Excellent Global Corporation Plan

• Canon had developed unprecedented technologies and carefully nurtured

them to create business opportunities and products unrivaled by any other
company.

• But by the mid-1990s, the business division system that had been in place
since the 1970s was showing signs of wear.

13
• Canon also carried debt of more than 840 billion yen, meaning the
company needed to improve its financial constitution if it was to carry out
long-term R&D projects and launch new businesses. Fujio Mitarai
became Canon's 6th company president in 1995, and in 1996 the
Excellent Global Corporation Plan was launched.

• Transforming the corporate mindset from partial to total optimization

and from a focus on sales to a focus on profits, the new plan was the start
of the innovations that characterize today's Canon.

Canon in India
• Incorporated in 1997, Canon India Pvt. Ltd. is a 100% subsidiary of
Canon Singapore Pte.Ltd; a world leader in imaging technologies.

• Canon today has offices spread across 7 cities in India with an employee
strength of over 800 people and markets 140 comprehensive ranges of
sophisticated and contemporary digital imaging products in the country.

• These include digital copiers, multi-functional peripherals, fax-machines,

inkjet and laser printers, scanners, All-in-ones, digital cameras, digital
camcorders , dye sub photo printers and multimedia projectors
semiconductors, card printers & cable ID printers. .

• Canon has pioneered five technology ‘imaging’ engines viz: Optical

Engine, Electro photography, Bubble Jet, Semiconductors and Display
which drives Canon’s cutting-edge technology products.

14
• With over 1100 registered patented technologies in Digital Cameras,
2300 in inkjet printers, 5600 in multifunctional printers and more than
200 in scanners,

• Canon has emerged as one of the leading technology innovators in the

digital imaging space worldwide.

• In 2009 Canon has been ranked amongst top 10 employers in India in the
Business Today ‘Best Companies to Work for in India’ survey.

• This ranking was given on the basis of a process that involved an

understanding of the HR systems of companies, a survey of their
employees, and a survey of their external stakeholders such as B-schools,
placement firms, and alumni.

• It was undertaken by Mercer Human Resource Consulting.

• Canon takes pride in not only bringing quality products to the market; but
also contributes to minimizing environmental burden through effective
application of environmental technologies.

• Canon focuses on the development of resource conserving products that

are smaller, lighter and easy to recycle.

• In India, Canon takes responsibility to dispose off end of life Canon

products and other e-waste by sending such waste to government
approved recycling agency.

• Today, Canon India is certified for ISO 9001, ISO 14001 and OHSAS
18001.

• In 2006, the company was certified for its "Strong commitment to excel"
at the CII-EXIM Business Excellence Award.

• Over the last 12 years of its India growth story, Canon’s comprehensive
range of the latest digital imaging products supported by a trained sales
force across the country has emerged as its key differentiator.
15
• Canon also holds the prestigious ISO/CD Certification for Validation
Printing for its market leading image PRESS printer line.

• The new validation certification provides customers with a competitive

quality advantage, giving customers near contract quality print proofs and
allowing them to measure digital prints against lithographic offset
printing quality.

• Canon’s image PRESS range is synonymous with quality output and the
standard can now present its customers with a certified, reliable and a
stable system to achieve color critical proofing.

• Canon has around 380 primary channel partners 13 National Retail Chain
partners, 6 Level IV Master Service Centers; over 100 authorized service
centers, over 4000 secondary retail points including 270 National Retail
Chain store partners & 33 Canon Care Centers.

• Canon products are available in over 400 towns in India. Overall,

Canon’s presence will increase to 5000 outlets by December 2009. By
end of 2009, Canon has acquired a customer base of over 30 lakh
customers in India.

• As part of the company’s promise to enhance digital experience for

consumers, Canon Image Lounge was launched in 2008 in Gurgaon,
Mumbai and Bangalore for customers to get a touch and feel of Canon
products.

• The lounges provide a comprehensive display of Canon’s vast range of

offerings and display over 101 consumer imaging products for consumers
to simply look,

• Feel and experience without the compulsion on buying. Special

photography workshops and other customer engagement program are

16
 being held in these lounges. Canon has three Business solution lounge for
B2B customers in Gurgaon

• Mumbai and Bangalore showcasing business applications along with

seminar rooms for business workshops.

Marketing highlights for 2018:

• Canon India closed at revenues of Rs. 850 crore in 2018, with 27 per cent
growth over 2017.

• Canon emerged as the No. 1 in scanner category with 49% market share.

• Canon is now a market leader in the laser printer segment as well with
41% market share.

• Canon India further consolidated its market presence in India with a

market leadership in DSLR category with 54% share, Photo printer
category with 60% share, SLR category and 31% in copier MFD
category.

• Canon launched the “Press photographers” photo contest across Delhi,

Mumbai, Chennai and Kolkata. Over 300 media photographers
participated in the same.

• Canon organized 55 photography workshops training 70,000 people

across 55 cities.

• Canon’s Original Ink centers touched 500 outlets across the country.

General Highlights 2017

• Canon made a pioneering move in the printing industry with the launch of
ISO certified standard of printing ‘images per minute’ ‘ipm’. Canon
launched 24 new printing and imaging products at the same event and
also announced its foray into the surveillance business.

17
 • Canon introduced 23 New ‘Smart’ Cameras & Camcorders with Latest
Technology.

• Canon organized a 15 day workshop on photography especially for the

young photography enthusiasts during the summer vacations in leading
schools of Gurgaon

• Canon launched the ‘I can with Canon’ campaign that rides the theme of
empowerment to a Canon customer

Awards and Recognitions in 2018

The list of product awards received in 2018 is as follows:

• Digital Camera – 21

• Digital SLR – 9

• Canon Lenses – 5

• Living Digital recommended- Lide 100

• Best Buy Digit- PIXMA IP 1980

• Apart from this Canon stood at 87th rank in the Power brands survey of
top 100 brands in India.
• Mr. Alok Bharadwaj was also felicitated with the ‘Pride of the Industry’
award along with the award for the second most influential person in
photography.
• He was also felicitated with the award of the Best CMO this year by the
CMO council. Canon was also featured in the Digit- Icons of Trust
survey where in Canon ranked No 1 in Digital Cameras and No 2 in
Printers.

18
 • The latest survey by 4Ps also pronounced Canon as one amongst the 100
Most Valuable Brands with a rank

Product profile
Canon has lots of product in the market
Like: Canon Printer, Canon Camera, Canon Copiers etc

Canon Printer

We can devide a printer into two part .

• Inkjet Printer
• Laser Printer

Canon PIXMA MP560 Wireless Inkjet All-In-One Photo Printer

Features and Benefits:

• Environmental Standards: ENERGY STAR Qualified

• Printing Technology: Ink-jet ( colour )

• Inkjet Technology: Canon FINE (Full-lithography inkjet Nozzle

Engineering) - 5-ink

• Microsoft Certification: Compatible with Windows 7

• PC Connection Availability: Yes

• Max Printing Speed: Up to 9.2 ipm (mono) / up to 6 ipm (colour)

19
• Original Size: 8.5 in x 11.7 in (max)

• Automatic Duplexing: Yes (printing)

• Device Type: Printer / copier / scanner

• PC Connection: Hi-Speed USB, IEEE 802.11b, IEEE 802.11g, USB host

• Copier Type: Digital

• Media Type: Envelopes, plain paper, photo paper

• Manufacturer Warranty: 1 year warranty

• Display: 2"

• Bundled Services: Canon Instant Exchange

• Media Size: Legal (8.5 in x 14 in) (max)

• Office Machine Features: Print from memory card, print from USB flash
drive

• Weight: 17.9 lbs

• Original Type: Sheets

• Product Description: Canon PIXMA MP560 - multifunction ( printer /

copier / scanner ) ( color )

• Scanning: 2400 x 4800 dpi

• Max Printing Resolution: Up to 600 x 600 dpi (mono) / up to 9600 x

2400 dpi (color)

• Dimensions (WxDxH): 17.9 in x 14.5 in x 6.3 in

20
 CHAPTER-2

MARKETING STRATEGY OF CANON COMPANY

 Marketing Mix of Canon

The marketing-mix model is applied to discuss the Marketing Strategy of

Canon.

 Product
This Marketing Strategy element reflects the solution to the customers’ needs.
Canon should develop unique product design, name and features to stand out in
the competitive market. Following factors should be considered to develop the
product strategy- quality, variety, features, packaging, brand name and
augmented services.

 Pricing
This Marketing Strategy element requires an evaluation of the value of products
for targeted customers. The pricing strategy of the Canon will focus on setting
the list price, credit terms, payment period and discounts.

• If Canon decides to choose the price penetration strategy, it will have to

set the lower price than competitors. The company will be able to win
market share based on discounted pricing. However, management should
be aware of the potential retaliation from competitors in the form of an
undesired price war.

21
 • The choice of skimming strategy will require clear communication of
differentiation basis and how such differentiation justifies the extra price.

Today's customers are not interested in knowing the ‘price' but a total cost
involved in acquiring, consuming and disposing of the product.

 Place/distribution
This Marketing Strategy element requires Canon to make some important
decisions when developing its distribution plan. It should decide:

• Whether the company wants to make the product available to targeted

customer segments through its channels, or it needs a distribution partner
to serve the customers' needs.

• Whether the distribution will be direct (involving no middlemen), or

indirect. If indirect distribution strategy is adopted, the number of
middlemen must be selected (wholesalers, retailers etc.)

• Whether it is interested in: traditional brick and mortar distribution

network, online distribution or a combination of both. Certain online
retailers like Amazon are available if online distribution strategy is
chosen. The company can also develop its online website to sell the
product.

Modern customers give high importance to the ‘convenience’ and ‘easy

availability’. The selection of ‘right’ distribution channels will require Canon
to:

• Firstly, consider the product characteristics. Involving various middlemen

to distribute perishable products will not be a wise decision if the product
is perishable.

• Analyse the market dynamics, customers' preferences and own resources

and capabilities. If customers place high importance to personalised

22
 services and prefer shopping from traditional stores rather than online
channels and firm also has enough resources to open their outlets, than
distribution strategy should be set accordingly.

• The competitors’ distribution strategies also need to be studied. A

comprehensive cost-benefit analysis of each channel and comparison with
own resources and capabilities will help Canon develop an effective
distribution plan.

 Promotion

This is one of the most important elements of Canon Marketing Strategy. Canon
can blend above and below the line promotional strategies to achieve its
marketing objectives. The above the line promotion options for Canon are-
television, radio and print advertising. Below the line promotion options are-
catalogues, tradeshows and direct mail campaigns.

The promotional plan of Canon Marketing Strategy requires the company to

consider the following factors:

• Start with clearly defining your unique selling propositions and

understand why customers need the product and how it is different from
available alternatives.

• Craft the message content and evaluate how the crafted message will help
customers in creating a clear image of the offered product. Consider the
AIDA (awareness, interest, desire, action) when developing the message.

• The promotional strategies like direct selling or high profile advertising

will suit if the company wants to push the product. However, the pull
strategy will require the development of a prestigious brand image that
could attract the customers towards the offered product.

23
 • Collect the following target market information- who will buy the
product? (Age, gender, income and social status), what is price sensitivity
level? And what are customers’ desired communication modes?
Incorporate this information into the promotional plan.

• Filter out the promotional options based on the above information and
conduct a cost-benefit analysis of selected promotional alternatives.

• For example, the selection of TV advertising as a promotional

strategy will allow the company to target the mass market, increase
brand awareness and brand recall. However, it is an expensive
promotional strategy and suits if the company has adequate
resources available for the promotional efforts.

• The popularity of social media marketing has raised significantly

during the last few years. Use of this promotional strategy will
enable Canon to reach the mass market economically. It will also
offer an opportunity to actively interact with customers, develop a
personalised relationship and manage e-WOM to get better results.
However, the risk of uncontrollable negative e-WOM remains
there.

• Lastly, consider the budget constraints and allocate budget to chosen

promotional strategies according to their nature, importance and
frequency.

 Customer Analysis of Canon

The development of effective marketing mix strategies depends on Canon’s

knowledge of its potential customer base. The strategies will be more effective
if the company understands the needs, expectations and attitude of its

24
customers. The detailed analysis leads towards the identification of different
customer profiles or segments (as explained in detail in the next section).

Canon can follow three steps to conduct customer analysis:

• Firstly, Canon should clearly define who current and potential customers
are? At this step, a whole group of customers is identified so that it could
be divided into different segments based on their motivations, traits and
characteristics. Identification of potential customers can be more
challenging than current customers.

• The customer analysis should offer information about how the needs and
expectations of different groups differ from each other and what can be
possible reasons.

• Lastly, Canon should analyse how it’s offered product/service serves the
needs of different groups and which customer groups have more profit
and growth potential. This information will help Canon develop customer
profiles and personas.

Canon can consider following factors when developing the customer profiles:

• The customer analysis must identify the total market size including
current and potential customers that could be divided into small
measurable segments.

• The customer profiles must have some observable differences.

• The company should also conduct behavioural analysis to identify the

psychographic profiles. It involves identifying and weighing the relative
importance of factors considered when making a purchase decision or
more commonly called buying criteria. Common buying criteria are-
prestige, convenience, quality and price.

• Canon can then develop the customer personas. Important elements to be

included in developing customer personas are:
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 • Demographic information (e.g. gender, family, age, location etc.)

• Preferred communication channels.

• Possible influencers (publications or celebrities they follow)

• Challenges they face due to unserved needs and desired solutions.

The customer analysis and development of segmentation strategies run in

parallel. Canon can use the information obtained from the customer analysis to
develop the segmentation, targeting and positioning strategies as discussed
below:

 Segmentation of Canon

The development of Canon Marketing Strategy requires identifying

segmentation basis to understand the specific buying behaviour of customers.
The needs, expectations and buying behaviour of customers are heterogeneous
and depend on multifaceted factors- like:

• Age

• Gender

• Income

• Lifestyle

• Values etc.

By using the segmentation technique, Canon can narrow down the large,
diversified target audience into specific and narrowly defined groups. Market
segmentation surveys are common methods of obtaining the customer-specific
information that could be used to create groups sharing common characteristics.

After understanding the unique buying behaviour of customers and getting the
required information through surveys, Canon can divide the market into small

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homogeneous groups. It can be done by exploring the geographic, demographic,
behavioural and psychographic characteristics of customers.

The company can use one or more of these segmentation strategies to choose
the right market segments and develop an effective Marketing Strategy.

• The geographic segmentation divides the market according to geographic

areas, like- city, country and region.

• The demographic segmentation will require Canon to divide market

according to demographic characteristics, like- gender, age, income and
ethnicity.

• If Canon chooses behavioural segmentation, then customers will be

divided according to their buying pattern like usage frequency, benefits
sought, usage occasions and brand loyalty.

• Use of psychographic segmentation will result in customers' grouping

according to their lifestyles, interests, attitudes, values and traits.

Canon can combine the different segmentation strategies for more specific
targeting as explained in the next section.

 Targeting and Positioning of Canon

After dividing the large diversified customer market into smaller groups with
homogeneous characteristics, Canon should wisely choose the target
segment/segments whose needs and expectations match the company’s
resources and capabilities.

The targeting can be done by evaluating the commercial attractiveness and

growth potential of identified segments. Canon can choose one or more
segments depending on the segments’ characteristics and the company's
resources, capabilities and growth objectives.

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The commercial attractiveness and growth potential of each segment can be
evaluated by using the following indicators:

• Identified segments have the appropriate size

• Have concrete differences.

• The estimated profits should exceed the additional marketing costs.

• Segments are easily accessible.

After segmenting the customer market and choosing the right target market,
Canon now requires to set a clear positioning statement that could create a
positive image of the offered product in the customers' mind. Canon can follow
the following steps to develop an effective positioning strategy:

• Develop the positioning statement for Canon Marketing Strategy by

answering the following questions:

• What your brand stands for?

• What are the needs and wants of your target market?

• How your brand serves those needs?

• How different is your offering from competitors?

• Answers to these questions will yield enough information to develop a

positioning statement.

• The comparison of their communication and messaging strategy with

competitors will reveal the potential areas that could be addressed with
targeted positioning message.

• Identify the strengths/weaknesses of business by comparing with

competitors to find that gaps that offered product can fill.

• Analyse positioning of competitors and evaluate own position in the

market.

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 • By using the analytical data collected from a different market, customer
and competitor surveys, develop a positioning statement and periodically
test its effectiveness by collecting qualitative and quantitative data (like
focus groups, polls, interviews etc.).

• Use the test results to make necessary adjustments in the brand

positioning.

 Company Competitive Advantage in the Marketing

Strategy of Canon

The survival in the increasingly competitive market requires Canon to set the
clear differentiation basis that could provide an edge against rivals. Canon
Marketing Strategy should focus on identifying unique selling propositions
(USPs). Some examples of USPs are the highest quality, lowest cost or
uniqueness of idea. Identifying USPs is not sufficient as the effectiveness of the
Marketing Strategy of Canon will directly depend on management's ability to
communicate the identified unique selling propositions.

The Canon can apply Porter's generic strategies model to explore how
competitive advantage can be created. The pictorial presentation of the Porter
Model is given below:

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The company can set a competitive advantage based on cost or differentiation.

 Cost based competitive advantage

• The cost leadership strategy will suit if Canon has developed capabilities
to reduce the cost below the industry average and achieve the economies
of scale. Moreover, it will require Canon to develop close collaboration
between different functional areas.

• Developing most effective distribution channels, access to latest

technological tools to assist production processes, using lean production
methods and strong bargaining position when negotiating with suppliers
are some indicators of setting competitive advantage based on cost
leadership.

 Differentiation based competitive advantage

The differentiation strategy focuses on developing brand loyalty by offering
premium products. The company can find different ways to develop

30
differentiation leadership, such as- by focusing on the reliability, durability,
benefits and distinctive features of products, by developing strong brand
recognition and by increasing expenditure on marketing efforts like celebrity
endorsements and sponsorships etc. Canon can set achieve competitive
advantage by adopting product, service, quality, image, people or innovation
differentiation.

 Competitive advantage model

Following the model shows how Canon can develop an effective Marketing
Strategy by evaluating its resources and capabilities, identifying distinctive
competencies and leveraging those competencies by adopting either cost or
differentiation orientation:

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  BCG Matrix in the Marketing Strategy of Canon

Canon should continuously evaluate its product line by assessing their growth
potential and share in the market. The products can be classified into the
following categories:

• The products with high growth and high market share are classified as
stars. Canon should increase the investment after identifying the stars in
its product lines.

• Products with high market growth but low share are classified as question
marks. Canon should analyse why market share is low despite the high
growth rate.

• Products with low growth but high market share are cash cows that need
to be milked for continuous good performance in the market with low
growth and limited opportunities.

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 • Lastly, products with low growth and low market share are dogs’ Canon
should divest as it is difficult to make profits and get an adequate return
by investing in dogs.

The high number of stars and cash cows will indicate good performance,
whereas, a high number of question marks and dogs will be a cause of concern
for Canon. The product classification is necessary for evaluating the success of
the Marketing Strategy of Canon.

 Brand Equity of Canon

Brand equity reflects the overall value of the brand. The customers' experiences
and perceptions determine the brand value. Positive perceptions reflect the high
brand value and positive brand equity, while negative perceptions reflect the
low brand value and negative brand equity. Canon should continuously evaluate
its brand equity to ensure the long-term survival in an increasingly complex and
competitive customer market. It can be done by evaluating the following brand
equity components:

 Brand equity components

 Brand awareness

Brand awareness provides the basis for brand equity development process. High
brand awareness shows that the customers know that the Canon brand exists and
can recall the important brand-related information. The company can measure
brand awareness by conducting brand recall surveys. The high brand awareness
acts as an anchor to other associations. It increases brand visibility that can help
Canon gain consideration in the competitive market.

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  Brand association

Brand association reflects the customers’ associations with Canon based on

their memories, previous experiences, interaction with Canon’s employees,
price points, advertisements, WOM, celebrity associations and publicity in
different media channels. It is important for Canon to carefully plan each
interaction with internal and external environmental actors (such as government,
employees, shareholders and media), as customers develop brand association
not only due to direct interaction with the brand, but also the indirect interaction
with different environmental factors.

 Perceived quality

Canon should carefully evaluate the customers’ perceptions of product quality

as these perceptions influence their pricing decisions.

 Brand loyalty

Brand loyalty is among the most important element of Canon’s brand equity. It
can be attitudinal (customers’ feelings towards the brand) and/or behavioural
brand loyalty (repeat purchase). Higher brand loyalty can decrease the
marketing expenditure, increase Canon's ability to introduce new products
successfully, erect the barriers to new players and strengthen the company's
bargaining power against other channel members.

Canon can increase brand loyalty by rewarding the customers' repeat purchase
behaviour. Although the loyalty programs are expensive, it will benefit Canon
be reducing the costs of acquiring new customers.

 Proprietary brand assets

Lastly, Canon should evaluate its proprietary assets (like channel relationships,
trademarks and patents). These intangible assets prevent the competitive
advantage erosion and develop brand loyalty.
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  Brand equity development

Figure 1: brand equity development

In light of Keller brand equity model (shared above), the Canon can take the
following steps to develop the brand equity:

• Develop the brand identity by building brand salience/awareness.

• Identify and communicate the meaning of Canon brand. How it serves the
customers’ tangible needs (performance) and emotional/psychological
needs (imagery).

• Evaluate the customers’ feelings and judgments of Canon brand to assess

their response.

• Lastly, focus on building- behavioural loyalty, sense of community,

attitudinal attachment and active engagement to develop brand resonance
that sits on pyramid top.

• Brand equity measurement

Canon can measure its brand equity by evaluating the:

• Difference between the price charged by Canon due to its brand name and
price charged by similar unbranded products.

35
 • Amount of extra sales volume generated compared to other branded and
non-branded competitors.

• The company’s share price.

• Brand’s potential to make future earnings.

• Return to shareholders.

The company can also combine the above methods and formulate a multiplier to
accurately assess the esteem and strength of the brand that reflects the brand
equity.

 Competitors Analysis in the Marketing Strategy of Canon

The detailed competitor analysis is highly important for the development of

Canon Marketing Strategy. The competitive analysis is done to understand the
relative positioning and market share of the company's direct and indirect
competitors. Canon should first identify the competitors, evaluate their
strategies and compare the strengths and weaknesses of their products with their
product offerings. There are five steps Canon can follow to understand the
strategic positioning of its key competitors:

• Firstly, clearly define the target market.

• Identify the director competitors and create a list of it.

• Develop a concise summary of the competitors' market and product

strategies.

• Conduct a comparative analysis against its products and/or services.

• Continuously update the competitive analysis to make informed and

strategically wise decisions.

The company can use different strategies to get the information about
competitors, such as- doing Google research, going to trade shows, browsing

36
public documents, asking customers, playing secret shopper technique and
tapping the vendors

A detailed competitor analysis can be categorised into the following parts:

• Identify market growth, share and financial objectives. Some examples

are maximising short-term profitability or investing in R&D for long-
term growth.

• Evaluate the competitors’ strategies by collecting information from

shareholder reports, white papers, press releases, promotional campaigns,
hiring practices, acquisitions and mergers. This information will reveal
the direction in which the competitors are moving.

• Use the above information to analyse competitors’ strengths, weaknesses

and core capabilities.

 Market Analysis of Canon

Canon Marketing Strategy development requires a comprehensive market

analysis. It can be done by quantitatively and qualitatively assessing the
customer market. The information obtained from the market surveys will help
Canon management in identifying the emerging opportunities, exposing the
potential threats and understanding how they relate to the company’s major
strengths and weaknesses.

Canon can follow the following steps to conduct the market analysis:

 Market size analysis for developing Marketing Strategy of

Canon

Canon should evaluate the market potential and volume to determine the size.
The market potential includes potential customers and considers upper demand
limit. The market volume includes certain indicators like realised sales and total

37
turnover. Canon can take information from different sources to accurately
determine the market size, such as- financial data of industry’s major players,
government data, customer surveys, published industry reports and trade
association data.

 Market trends analysis for developing Marketing Strategy

of Canon

It is important to analyse the emerging market trends, particularly when

environmental turbulence is high. Canon can use different trend analysis
techniques for this purpose, such as- marketing mix modelling, risk analysis,
choice modelling and customer analysis. Canon should also monitor the
political, legal, regulatory, social and economic changes as these environmental
forces play an important role in shaping the market trends.

 Market growth analysis for developing Marketing Strategy

of Canon

Canon can extrapolate the historical data to determine the market growth rate.
This information can help a company in determining the current lifecycle stage
of the industry.

 Market profitability analysis for developing Marketing

Strategy of Canon

Canon can use Porter's five force framework to determine market profitability.
The high buyer power will negatively affect market profitability, showing
Canon’s customers have different options. Low supplier power positively
influences profitability and indicates Canon has a strong position during the
negotiation process with suppliers. High entry barriers show that there will be
lesser new entrants in the market. High substitute product threat and high

38
competitive rivalry will also decrease the market profitability and attractiveness
for Canon.

 Cost structure analysis for developing Marketing Strategy of

Canon

Canon can use Porter’s value chain model (as given below) to determine the
industry’s cost structure.

It will help Canon in isolating the costs and identifying critical success factors.
Canon can also use the information obtained from cost structure analysis to
develop cost advantage.

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 CHAPTER-3

RESEARCH METHODOLOGY
 Objective of study
Make points...........whatever you have done in the project.

Example:
1. To study the concept of marketing mix.
2. To explore the marketing mix of canon.
3. To understand the strengths and weakness of the company.

40
 4. To understand the opportunities and threats for the
company....
5. Etc...

 Research methodology is the path through which researchers need to

conduct their research. It shows the path through which these researchers
formulate their problem and objective and present their result from the data
obtained during the study period.

Types of data:
There are two types of data: primary data and secondary data

Primary Data:
Primary data refers to the first hand data gathered by the research himself. It means
someone collection the data from the first original source first hand. Data collected
this way is called primary data.
Methods of collecting primary data:
1) Direct personal Investigation
2) Indirect personal investigation

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3) Investigation through questionnaire
4) Investigation through Questionnaire in the charge of enumerator
5) Investigation through local’s report

Secondary Data:
Secondary data is the data that have been already collected by and readily available
from other sources. Such data are cheaper and more quickly obtainable than the
primary data. Source used are books, internet, newspaper.
Method of collection of secondary data:
The following are the source of published data from which secondary data can be
collected:
• Websites

• Semi- Official publications

• Publication of trade- association, chambers of commerce, co- operative

societies and union.

*IN THIS MINOR PROJECT REPORT ONLY SECONDARY DATA

IS USED.

Limitations of study
Through there were lots of shortcoming in conducting the research work from
which some of them could be listed:
 Secondary data can be general and vague and may not really help
companies with decision making.
 The information and data may not be accurate. The source of the data
must always be checked.
 The data maybe old and out of date

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 CHAPTER-4

FINDING AND DISCUSSION

1. Canon India Pvt. Ltd., a 100% subsidiary of Canon Singapore Pte. Ltd., is
a world leader in imaging technologies. Set up in 1997, Canon provides a
comprehensive array of over 200 sophisticated contemporary digital
imaging products and solutions in India. Driven by innovation and in

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 sync with its Corporate tagline - ‘Delighting You Always’, Canon is
reinforced by world-class technology and is committed to delivering
customer delight by offering an extensive product portfolio which include
Copier MFDs, Managed Document Services, Fax-Machines, Printers,
Document and Cheque Scanners, All-in-ones, Digital Cameras, DSLR’s,
Cinematic Imaging Products, Camcorders, Cable ID Printers and Card
printers. These products are currently catering to the multiple
stakeholders in the market such as Governments & PSUs, Corporates,
Enterprises, SMEs, Commercial & B2B and consumers at large.
2. The company today has offices and warehouses in 14 cities across India
and employs over 1000 people. Canon has over 500 primary channel
partners, 14 National Retail Chain partners, and over 6000 secondary
retail points. With the launch of ‘Canon Image Square’ (CIS), Canon
India forayed into the retail space in 2010. Canon India till date has
opened over 250 retailer stores accredited as “Image Square” across 100+
cities in the country. The imaging leader further strengthened its retail
presence with the launch of its unique concept store called Canon
PIXMA Zone, further reiterating its focus on regional penetration.
3. Canon India’s service reach extends to over 578 towns covering 18,026
PIN codes across India - which comprises of 270 Camera collection
points, 16 Camera repair centers, 231 Printer repair centers, 187 Copier,
Scanner and Large Format Printer Sales & Service dealers.
4. Canon India’s service reach extends to over 90% of  PIN codes across
India,- which comprises of Camera collection points, Camera repair
centers, Printer repair centers, Copier, Scanner and Large Format Printer
Sales & Service dealers.
5. As a responsible corporate entity, Canon India takes pride to be socially
inclined and focused towards its efficient and sustainable CSR projects.
At Canon, the CSR endeavors are driven by its corporate philosophy of

44
 ‘Kyosei’, embodying the spirit of ‘living and working together for
common good’. In order to become a successful catalyst for positive
change and creating a sustainable impact on the society, the organization
takes up various projects under its CSR program ‘Canon India Involve’
supported by the 4Es CSR Policy, comprising of Education, Eye Care,
Environment and Empowerment.
6. To make a long term and sustainable impact for less privileged
communities, Canon India launched its flagship initiative ‘Adopt a
Village’ in 2012 and as an outcome, the organization has adopted 4
villages across India - including Maheshwari (North India), Sol Gohalia
(East India), Maharaja Katte (South India) and Karanjoti (West India).
The organization works towards the overall development of the villages
with a focus on 4E’s among other areas which could benefit the
community.
7. With a vision to have a proliferating India, Canon India has partnered
with SOS Children’s Village across India to support the education and
overall development of less privileged children in the villages, across the
country. Through this campaign, Canon aims to address the issue of
abandonment and social neglect of young lives.
8. Taking forward the vision of 360 degree learning for kids from its
adopted villages, Canon India initiated a campaign ‘Learning Beyond
Books’ (LBB) in 2017. Through the program, Canon India enables a
platform of experiential learning for kids beyond their homes and school
boundaries, providing them with different career possibilities.
9. Canon takes pride in not only bringing quality products to the market; but
also in contributing towards minimizing the environmental burden,
through the effective application of green technologies. Canon focuses on
the development of resource conserving products that are smaller, lighter
and easier to recycle. Canon India takes the responsibility of disposing

45
 end-of-life Canon products and other e-waste by transporting them to a
government approved recycling agency.
10.Today, Canon India is ISO 9001, ISO 14001, OHSAS 18001, ISO 27001
and ISO 22301 certified. The company was awarded the title of ‘strong
commitment to excel’ at the CII-EXIM Business Excellence Award, in
the year 2006 and 2010 respectively. Over the last 2 decades, Canon
India’s comprehensive range of the latest digital imaging products,
supported by a well-trained salesforce across the country, has emerged as
the key differentiator boosting the company’s growth.
11.In 2018, Canon India recorded a double digit growth, having achieved a
successful balance between both B2B and B2C businesses.

CHAPTER-5

CONCLUSION

According to the findings we can say that this survey is really very much
helpful to know the customers perception about the canon printer, according to
my survey most of customer are moving now hp to canon but they are facing
some problem in Inkjet printer like refilling problem. So company should
concentrate the product quality. Company should concentrate the service also
because most of the customer are facing service problem.

46
Canon has good brand image in Camera and Copiers field, but in Printer lots
of customer are not aware. So for awareness of the product Canon should do
some think?

CHAPTER-6

RECOMMENDATIONS AND SUGGESTION

• Exhibition do not help to generate so much sells but it help in

generating awareness regarding the product in customers which
ultimately helps in sales.

• Also it is helps in advertising for the new products. Like ip-2700, mp-
568, mp-648

47
 • Company should always try to improve service as well as quality.

• Company should concentrate more on its major driver cartridge like

303 because most of the customers are using 12A in place of 303
cartridges.
• Company should concentrate on more advertising, because most of the
customers are not aware about canon printer, they know only hp
printers.
• We can do advertise in much way like banner advertising, web
advertising, outdoor housing advertising etc.

BIBLIOGRAPHY

WEBSITES

• https://www.essay48.com/

• https://www.researchgate.net/publication/318318411_Brand_Canon_of_
Canon_India_Limited

• https://www.canonfoundation.org/about-us/objective/

• https://www.glassdoor.co.in/Reviews/Employee-Review-Canon-
RVW26301443.htm

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• https://finance.yahoo.com/quote/CAJ/community/

• https://edge.canon.co.in/corporate/csr/objective.aspx

• https://books.google.com/books/about/Queering_the_Canon.html?
id=iigWhyU_yjMC

• https://www.jstor.org/stable/378920

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