A PROJECT REPORT ON “COMPARATIVE ANALYSIS OF MTS Data Card “M-BLAZE” WITH OTHER BRANDS” DEVELOPED FOR

SUBMITTED BY Surojit Nag REGD NO-102500710040 A REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MBA (INDUSTRY INTEGRATED) COURSE SESSION: 2010-2012

Swami Vivekananda institute of management & computer science, Kolkata

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DECLARATION
I Jayanta Ghosh here by declare that the project “Comparative Analysis of MTS 3G with other Companies brands ” is being submitted in partial fulfillment of is my Master of Business Administration “ 2009-2011” was carried by me with the sincere intention of benefiting the organization.

To the best of my knowledge it is an original piece of work done be me and it has neither been submitted with any other institution nor published at anywhere before.

SUROJIT NAG MBA Enrolment No: 102500710040 of 2010-2012

*ACKNOWLEDGEMENT*
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Whatever I do and whatever I achieve during the course is just not done only by my own effort but there is always some amount of hard effort contributed by other people, associated with it directly or indirectly.

I express my heartiest gratitude and offer my sincere thanks to Mr. Biplab Sadhu of MTS 3G, under whose jurisdictions I had completed my project. He has given me this opportunity to undertake this work and provided all guidance and help. I am also indebted to Prof, Mr. P. K. Mathur ( Campus head – SMU, Howrah ) and my internal guide Mr. Bhadury, Placement Cell and my faculties who acted as my mentor and helped me during my entire project. Lastly I express my cordial gratitude to all my friends who directly or indirectly helped me to fulfill this project.

Thanking you, Jayanta Ghosh

CONTENT

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TITLE NAME NO.

PAGE

COMPANY PROFILE MAJOR BRANDS MTS PREFACE 7 6

5

 

OBJECTIVE OF THE RESEARCH

8
9

RESEARCH AND DEVELOPMENT

METHODOLOGY
 RESEARCH METHODOLOGY METHOD OF DATA COLLECTION 10 11

DATA INTERPRETATION

12-16

QUESTIONAIRE LIMITATIONS FINDINGS RECOMMENDATION LEARNINGS

17-18 19 20 21 22

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CONCLUSION

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*COMPANY PROFILE*
MTS is:
• • •

The leading mobile phone operator in Russia and CIS A top 10 global mobile operator One of the 100 most powerful brands in the world*

A growing base of over 95 million subscribers within a market population of 230 million MTS, together with its subsidiaries, expanded its total subscriber base to over 95 million as at December 31, 2008 • The Russian regions, together with Ukraine, Uzbekistan, Turkmenistan, Armenia and Belarus, in which MTS and its associates and subsidiaries are licensed to provide GSM services, constitute a total population of more than 230 million people

Mobile TeleSystems OJSC ("MTS") is the leading telecommunications group in Russia, EasternEurope and Central Asia, offering mobile and fixed voice, broadband, pay TV as well as content andentertainment services in one of the world's fastest growing regions. Including its subsidiaries, as of December 31, 2009, the Group serviced over 102.4 million mobile subscribers in Russia, Ukraine,Uzbekistan, Turkmenistan, Armenia and Belarus, a region that boasts a total population of more than230 million. The Group¶s fixed business, as of December 31, 2009, had a total of 7.5 millionhouseholds passed, 1.3 million broadband Internet and 2.1 million payTV subscribers.MTS has been listed on the New York Stock Exchange since July 2000 and trades under the ticker MBT. The Company¶s shares have been listed locally on Moscow Interbank Currency Exchange(MICEX) since November 2003 under the symbol MTSI. The free float of the Company¶s shares isapproximately 46.7%. MTS is 52.8% majority-owned by Sistema, the largest private sector consumer services company in Russia and the CIS. In 2009, MTS' revenues reached $9.8 billion. According to Informa Telecoms & Media's World Cellular Information

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Service, MTS ranks as the 9th largest operator in the world by proportionate subscriptionsat the end of 2009.

Continued development of our value-added services (VAS) and high-speed networks

MTS is focused on delivering the highest-quality products and services to its customer base, including VAS services such as: o Voicemail o Text o SMS and MMS o Internet (mobile broadband) o News o Entertainment o Email o Ring-back tones o Mobile advertising o Other data and content services • The Group’s products, services and VAS are enabled by GSM, CDMA and 3G/HSPA networks, with 3G services already available in 20 cities across Russia, in five cities in Uzbekistan, in three cities in Armenia and nationwide in Ukraine through a CDMA-450 network (as of April 2009)

Strong history of delivering shareholder value MTS completed its IPO and listed its Level-III ADRs on the NYSE in July 2000, under the symbol MBT – the second-ever Russian company to list on the NYSE • The Company’s shares have been listed locally on MICEX since November 2003, under the symbol MTSI • The free float of the Company’s shares is approximately 46.7%* • MTS is 52.8% majority-owned by Sistema, the largest diversified public corporation in Russia and the CIS • The Company became SOX-compliant in 2007 • MTS has been ranked as one of the most transparent companies in Russia by Standard & Poor’s • MTS was named winner of the ‘Best Investor Relations by a Russian Company’ Award at the 10th annual IR Magazine Continental Europe Awards 2008

Garnering international recognition for our corporate accomplishments and the strength of our brand In January 2008, MTS became the first Russian company to receive a nomination in the 13th Annual Global Mobile Awards hosted by the GSM Association (GSMA), the global trade association for the mobile industry

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In April 2008, MTS became the first Russian brand to be named among the top 100 most powerful brands in BRANDZ™ 100, a ranking published by the Financial Times and Millward Brown • In May 2008, MTS was included in the InfoTech 100 ranking of the bestperforming technology companies by Business Week • In June 2008, MTS was recognized by Reader’s Digest as the ‘Most Trusted Brand’ among mobile operators in Russia • In September 2008, MTS received three nominations for the World Communications Awards 2008. The Company made the shortlist in the ‘Best Brand’, ‘Best Mobile Operator’ and ‘Best Project Management’ award categories • In October 2008, MTS became the first and only Russian company to join the Mobile Marketing Association

* Includes shares repurchased by the Company as part of the official stock repurchase program and the mandatory buy-out in Q3 2008.

*Major Brands*
MTS Brand
MTS launched its current brand in 2006, building on the reputation as the leader and highest quality operator in the region. The brand was developed to attract customers in a variety of cultural, socio-geographic and income segments with the consistent message of quality and leadership. The strength of the brand was recognized internationally in 2008, when MTS became the first and only Russian company to enter BRANDZŒ Top 100 Most Powerful Brands, a ranking published by the Financial Times and Millward Brown, a leading global market research and consulting firm. In December 2008, MTS extended its brand outside the CIS borders. MTS and Shyam Telelink Limited, JSFC Sistema's telecommunications subsidiary in India, announced the agreement to allow Shyam Telelink to use MTS brand in India. The decision to introduce the brand to India is reflective of the brands success in the Company’s markets of operation since its launch in May 2006 MTS is the global telecom brand of Mobile Tele Systems (MTS) OJSC (NYSE: MBT) of Russia. In December 2008, Sistema Shyam Tele Services Ltd, a joint venture between Sistema (LSE-SSA) of Russia and Shyam Group of India, brought the MTS brand into India under a brand license agreement with Mobile Tele Systems (MTS) OJSC. This extended the brand of MTS beyond the CIS. The agreement with MTS does not include participation of SSTL for launching MTS products, operations or services in India. The MTS brand is one of the most recognized in the world. The latest rankings from Millward Brown Optimor features the MTS brand as the 72nd most powerful brand globally with a value of $9.7 billion. In2008, MTS became the first and only Russian brand to enter BRANDZŒ Top 100 Most Powerful Brands, a ranking published by the Financial Times and Millward Brown. MTS launched its current brand in 2006 in Russia, building on its reputation as the leading telecommunication group and highest quality operator in Russia, Eastern Europe and Central Asia. Currently the MTS brand operates in India offering voice & data services to over 4 million subscribers in the circles of Rajasthan, Bihar/Jharkhand, Kolkata, West Bengal & Sikkim, Chennai, Tamil Nadu, Kerala, Karnataka, Mumbai, Maharashtra/Goa, and Haryana/Delhi & NCR. With the launch of the Andhra Pradesh circle, MTS will be in 12 circles. MTS launched the high-speed mobile broadband service, MBlaze, in November 2009 and has seen tremendous market acceptance with over 70,000 satisfied customers in a short span of time. In April 2010, MTS launched MTS TV for MBlaze customers

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Geographic Coverage

Russia** Read Statistics • • • • • Population – 140.7 mln Population density – 8 per km2 Mobile penetration – 129% MTS subscribers – 64.6 mln Market share – 34%

Ukraine** Uzbekistan** Turkmenistan**

Read Statistics Read Statistics Read Statistics

Market Trends

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Russia and CIS Markets Maintain Solid Growth & Superior Profitability MTS operates in markets with high-growth potential. As a Moscow-based operator, MTS views Russia and the CIS as the Company’s home market for a number of reasons, including: • • • A shared recent history Common language & culture Long-established business & economic ties

The regions in which MTS operates have experienced a volatile market environment during the latter part of 2008; however within the core market of Russia, growth in ruble terms has remained strong. MTS believes that the telecom sector is amongst the more resilient sectors in a weaker macroeconomic environment. While the Company monitors the signs of a weakening macroeconomic environment both globally and within MTS’ own markets, the nature of the products that the Company offers and its organizational efficiency enable it to meet challenges that may arise. With marketleading operations in four of the five largest markets in the CIS, MTS is very well positioned to take advantage of the region’s continuing development and to seek further opportunities for expansion. Strong Underlying Trends in Core Markets, Though Lower Visibility for 2009 Russia and Ukraine are the two largest markets for MTS, both in terms of subscribers and revenue. In 2008, the underlying developments within these markets remained generally positive and included: • • • • High mobile penetration Strong sustained demand for mobile services Generally positive usage trends Increased consumption of data and VAS

However, these growth factors may be tempered by macroeconomic developments, which began to influence the mobile markets in both of these countries in the second half of the year. These trends included: • • • • Exchange rates volatility in our functional currencies Flat or negative GDP growth trends Higher unemployment Lower consumer spending

As the macroeconomic situation becomes more stable, MTS’ management believes that the underlying strength of the organization will lead to greater medium- and long-term growth and efficiency. The investments MTS is making today will provide the Group with greater revenue growth and value-accretive opportunities in the future.

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*OBJECTIVE OF THE RESEARCH*
The OBJECTIVES of a research project summarize what is to be achieved by the study. They are   IDENTIFY THE COMPARISON PARAMETERS. PRESENT SCENARIO OF PRODUCT.

 BRAND AWARENESS OF THE PRODUCT.
 IDENTIFY THE COMPETITOR’S BRAND.

 IDENTIFY THE CHANGES WITH OTHER BRANDS.
    CUSTOMER NEEDS AND EXPECTATION TOWARDS THIS PRODUCT. BUILDING CUST0MER RELATIONSHIP. FRESH LOOK OF PROMOTION AND DISTRIBUTION PATTERN. ANALYSIS OF STRENGTH AND WEAKNESS IN COMPARISION OF COMPETITORS PRODUCT.

Business Strategy

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MTS’ primary goal is to maintain its position as a leading mobile operator in Eastern Europe and Central Asia. The Company seeks to take advantage of opportunities to expand its network coverage in the Russian Federation and other countries where natural synergies can be found, particularly within the CIS. In 2008, MTS continued to develop its redefined approach to customers through the promotion of its brand and the introduction of new products and services. During the year, the Company launched HSPA-enabled 3G networks and a number of initiatives to promote VAS in many of its countries of operation, and will continue to do so during 2009.

The 3+2 Strategy

The 3+2 Strategy: Driving Growth & Enhancing Efficiency First launched in 2007, MTS’ 3+2 strategy combines the two key elements of ‘growth’ and ‘efficiency’. This Group-level set of priorities is designed to take the Company through its current stage of evolution, and aims to deliver more for shareholders, customers and employees. The 3+2 strategy is organized along the following key principles: Growth 1 Delivering the best customer experience • • • Ensuring superior quality at all touch points Increasing customer lifetime value Driving demand stimulation

2 Driving data & content services • • • Compelling internet user experience Innovative services & leading content portfolio Broad & rapid 3G infrastructure deployment

3 Expansion in CIS & developing markets • • • Market consolidation in existing CIS presence Enlarging CIS footprint Realizing growth opportunities outside CIS

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Efficiency +1 Cost efficiency • • • Continuous cost & process efficiency focus Exploiting synergies within CIS operations Optimal technology solutions

+2 MTS Group development • • • Efficient Group organization & processes Build-up of best-in-class workforce & capabilities and attractive corporate culture Active corporate & social responsibility

Strategic Priorities

To achieve the objectives set out in the Company’s 3+2 strategy, MTS is continuously pursuing the following key priorities: • Optimizing Group CAPEX • Developing the Company’s distribution network • Measured deployment of pan-regional 3G/EDGE infrastructure and the acquisition of 3G licenses in other CIS countries • Expansion into other CIS and developing markets as and when appropriate financing is available • Enhancing innovation and technology, especially in the more developed markets of Russia and Ukraine • Increasing cost efficiency in the countries where MTS operates, including taking advantage of synergies and economies of scale within the CIS

Operational Review

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Strong Business Performance in 2008 During 2008, MTS improved its financial performance as a result of the successful execution of the Company’s corporate strategy by the management team, in spite of the difficult market conditions experienced towards the end of the year. The continued execution of the 3+2 strategy, which was developed in 2007, has enabled MTS to fulfill its objectives relating to: • • • • Capturing growth in MTS’ core markets Creating value in developing markets Developing mobile broadband in the Company’s markets of operation Maintaining cost efficiency & further developing the Group

The execution of the 3+2 strategy was strengthened by continued success in promoting the MTS brand, as well as the development of new marketing approaches and a more customercentric strategy. MTS’ total consolidated revenue was up by 24% year-on-year in 2008, amounting to $10.2 billion. Key drivers for revenue growth during the year included: • • • Continued growth in voice usage Increasing usage of messaging services Further adoption of data service & content

A focus on cost efficiency throughout the Group and sustained value growth enabled MTS to achieve an OIBDA margin of 50% for the full year.

Revenue Growth

Revenue Growth of 24% & OIBDA Growth of 22% During 2008, MTS delivered strong financial results as it continued to successfully execute upon its corporate strategy. During the year: • Consolidated revenue grew by 24.2% to $10,245.3 million in 2008 from $8,252.4 million in 2007 • Operational income before depreciation and amortization (OIBDA) increased by 2.2% year-on-year to $5,140.3 million from $4,223.4 million in 2007 • Consolidated net income was down year-on-year by 7% to $1,930.4 million from $2,071.5 million, mainly due to a non-cash FOREX loss through US GAAP translation of US dollar-denominated debt

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Strong Cash Flow Generation

Strong Cash Flow Generation in 2008 MTS’ net income decline highlighted the fact that approximately 80% of the Group’s debt is currently US dollar- or Euro-denominated. The resulting non-cash FOREX losses amounted to $563 million due to the decline in the value of the functional currencies in the Company’s markets of operation versus the US dollar and the Euro. This resulted in net income decreasing by 7% from $2.1 billion to $1.9 billion for the full-year. Earnings per ADR were therefore down by 5% from $5.25 to $5.00 per ADR in 2008. As part of the Company’s efforts to re-leverage its debt, MTS has successfully placed three ruble bonds in 2008 amounting to RUB 30 billion. Through the continued execution of the 3+2 strategy, MTS generated significant cash flow during the year, with free cash flow of $2.1 billion in 2008, up from $964 million in 2007. In addition, net cash flow from operations increased by 32% in the year to $4.4 billion.

Financial Position

Strong Financial Position Provides Flexibility for the Future
Overall, MTS’ debt levels remained manageable during the year, with total Group debt amounting to $4.1 billion as of December 31, 2008, resulting in a ratio of total debt to OIBDA of 0.8 times. Net debt amounted to $3.0 billion at the end of the year, with a net debt to OIBDA of 0.6 times.

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During the year, MTS successfully placed three ruble bonds worth a total of RUB 30 billion. In December 2008, the Company received a 300 million Euro loan from Gazprombank. MTS spent approximately RUB 11.1 billion ($440 million) on the repurchase of 37.8 million ordinary shares in conjunction with the mandatory buyback of securities related to the merger of two subsidiaries in the third quarter of 2008. Under the existing share repurchase program, the Company acquired 39.4 million shares in 2008; no shares were acquired in the fourth quarter. The total number of shares on the balance sheet stands at 108.3 million shares of which approximately 63% is in the form of ADRs.

The Group is in as strong a position as can be expected given the current external macroeconomic constraints. MTS is focused on cash flow maximization in order to meet its business and financing needs, and expects its relationship lenders and other banks to be receptive should the Company have the need to return to credit markets in the coming quarters. This flexibility will prove beneficial to MTS and its shareholders when it comes to meeting the competitive and financial challenges that arise in the Company’s markets of operation.

Share Structure & Performance

Share Structure
MTS’ common stock has been listed on the Moscow Interbank Currency Exchange since December 2003. American Depositary Shares, each representing five of the Company’s common stock, have been listed on the New York Stock Exchange under the symbol ‘MBT’ since June 30, 2000. MTS’ share capital comprises of 1,993,326,138 outstanding common shares, of which 108,273,338 are treasury shares, as of December 31, 2008. 777,396,505 ordinary shares are in the form of ADRs. On August 28, 2008, MTS’ Board of Directors approved a share repurchase related to the merger of Mobile Communication Systems and BashCELL CJSC into MTS. Under the terms of the repurchase, MTS acquired approximately 37.8 million shares from investors who submitted requests to participate in the legally mandated buyback by the deadline of August 11, 2008. In total MTS spent RUB 11.1 billion, or no more than 10% of its net asset value as of 31 March 2008 as stipulated by Russian Law and approved at the meeting of MTS’ Board of Directors in May 2008.

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Share Performance

The Company’s management believes that MTS’ stock performance is reflective of the macroeconomic climate and the overall negative investor sentiment in 2008 rather than the Company’s performance, which was in line with management expectations for the year.

Dividends
In 2007, the Board of Directors approved a dividend policy whereby the Group will aim to make dividend payments to shareholders in the amount of at least 50% of annual net income under U.S. GAAP. The dividend could vary depending on a number of factors, including the outlook for earnings growth, capital expenditure requirements, cash flow from operations, potential acquisition opportunities, as well as the Group’s debt position. Annual dividend payments, if any, so long as they do not exceed 100% net income according to RAS, must be recommended by the Board of Directors and approved by the shareholders. MTS paid a cash dividend of $1.1 billion for the fiscal year 2007, which equated to $2.80 per ADR and $0.55 per ordinary share. Under Russian law, dividends paid to a non-resident holder of the shares generally will be subject to Russian withholding tax at a rate of 15%. The domestic tax rate applicable to dividends payable by Russian companies to non-resident individuals has been reduced from 30% to 15% effective from January 1, 2008.

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On May 21, 2009, MTS’ Board of Directors recommended the annual general meeting of shareholders (AGM) approve annual dividends of RUB 20.15¹ per ordinary MTS share (approximately $2.96 per ADR²) for the 2008 fiscal year, amounting to a total of RUB 39.40 billion ($1,158.3 million) or approximately 60% of US GAAP net income. The AGM is to be held on June 25, 2009. ¹ The dividend yield per share is 8.0%. No dividend will be paid on the 37,762,257 shares that were acquired by MTS as part of the mandatory buyback in September 2008. ² According to the Russian Central Bank exchange rate of 34.0134 RUB/USD as of March 31, 2009. The dividend amount is set in Russian rubles by the Board of Directors; U.S. dollar amounts provided for reference using the foreign exchange rates as of March 31, 2009.

Debt Instruments & Credit Ratings

Debt Instruments
MTS has 2 Eurobonds currently traded on the Luxembourg Stock Exchange, amounting to $400 million each, with maturities in 2010 and 2012. In January 2008, MTS redeemed its $400 million Eurobond which matured on January 30, 2008. The coupon payments for the entire period, including the last coupon payment which took place simultaneously with the retirement of Eurobond, amounted to $195 million. The Eurobond was issued in January 2003 in the amount of $400 million, with a semi-annual coupon rate of 9.75%. MTS entered the ruble bond market in June 2008 by placing a RUB 10 billion bond. The bond will mature in 2018, with the notes carrying a coupon of 8.70%. The bond issue was 1.7 times oversubscribed and foreign investors constituted one third of the total investor group. The bond is listed in the “V” quotation list on the Moscow Interbank Currency Exchange (MICEX). The bond will have a two-year put option, with coupons being paid semi-annually. Funds raised through the placement will be used for general corporate purposes, including investments into further company growth and ongoing business development. On October 25 and 28, 2008, MTS issued two further ruble denominated bonds worth RUB 10 billion each, with five and seven years’ maturity respectively. The coupons from these bonds will be paid semi-annually. The Board approved the right of bondholders to have their securities repurchased by the Company after a period of 18 months from the issuance date as a condition of the placement. Lead Arrangers of the bond were Gazprombank, Raiffeisenank, Sbeank and Troika Dialog.

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Additionally, on January 20, 2009, MTS announced that the Company had secured a loan worth EUR 300 million. The loan was negotiated with Gazprombank and expires in 2.5 years. Funds from the loan will be used for general corporate needs.

Credit Ratings
Moody’s, Standard & Poor’s and Fitch have assigned the following ratings to the Company’s debt:
• • •

Moody’s: Ba2, outlook stable S&P: BB, outlook positive Fitch: BB+, outlook negative

*RESEARCH AND DEVLOPMENT*
GPI firmly believes that quality is not a specifically assignable task. It needs to be firmly rooted and institutionalized in the culture and value system of the Company. ITC nurtures a culture of striving for continuous improvement in quality, be it in products, services, systems or performance. The Company is committed to the establishment of systems and processes to promote organizational creativity and innovation.

GPI Research & Development In GPI Research & Development the Company has assembled a pool of world-class scientists focused on providing the requisite R&D support to its established and new businesses enabling the Company to consistently attain internationally benchmarked quality standards and constantly offer product innovations. GPI R&D provides systemized service to the entire range of GPI businesses through Product Technology Cells, Common Service Modules, Advanced Research Initiatives and networking with national and international R&D centers. Product Technology Cells (PTCs) are product-specific. Each PTC caters to the needs of the businesses through Market Intelligence, Product Testing & PQRS services, Prototyping services through advanced pilot plants, flavour and fragrance development services, periodic audit of factory quality systems and Product Knowledge and Training Workshops. PTCs assist businesses through sensory evaluations by highly trained and specialized panelists. Common service modules like Packaging and Advanced Analytical labs offer their services across all businesses.

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This R&D facility, the first of its kind for the Company, will work on multiple businesses built on a common set of core competencies. The initial set of core competency areas identified are: Plant Breeding and Genetics, Agronomy, Microbiology, Molecular Biology and Silviculture. The facility aims to create 'Centers of Excellence' in these areas. A second hub of ITC R&D located in Bengaluru focuses on Biosciences and houses scientists with substantial research experience in Cell Biology, Proteomics, Genomics, Biochemistry and Ingredient Sciences. GPI comprehensive R&D facilities cover all aspects of tobacco crop cultivation. In collaboration with the Central Tobacco Research Institute and the Tobacco Board, GPI pioneered tobacco cultivation in India. GPI continued focus on crop development has resulted in new varieties of seeds and hybrids, which have significantly improved farm yields and helped fulfill the demands of a dynamic global market. The Company's R&D team collaborates with other centers of excellence, and leverages expertise from several leading institutes..

RESEARCH METHODOLOGY
From my market survey to my project report I follow these steps. Gathering of Raw data

Creating data structure

Data Analysis

Data interpretation

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First, The Raw Data represent the actual first hand responded that are obtained about an object of investigation by asking questions or observing actions. These initial responses have not been analyzed or given an interpretive meaning. Sampling is selected at random from various areas of the Kolkata city. Second, Data Structure represents the results of combining individual raw response into group of raw data using some type of quantitative and qualitative analysis procedure (e.g. content analysis, calculation of sample statistics). Third, after creating data structure I tried to analysis the data and to find out the problems and solution part. Fourth, the set of facts derive from data structure. And after that interpret the data structures and attach a narrative meaning to them.

SOURCES OF DATA
a)

Primary Data : Primary data are collected from

i)

Interview Method :-

a. Personal Interview

ii)

Through Questionnaires

b)

Secondary Data : Secondary data are collected from

i) ii)

Website Company Records

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Here structured questionnaire is the method which is used for data collection. The data is collected by direct visiting to the customers.

SAMPLE
UNIVERSE :SAMPLING UNIT :SOURCE LIST :SIZE OF SAMPLE :The users of Cigarettes. Kolkata City. List of Databases made by me. 4000 Convenience Sampling.

SAMPLING PROCEDURE :-

I collected my data from shops that I got on my way of survey and the records (databases) that are provided by company.

DATA-INTERPRETATION
1.

Percentage of respondent: When we are collecting information from the market potential so we must have to know our respondent customer.

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From 3000 samples, we found 94% is smoker and rest 6% people bring the cigarettes from others.

2.

Age of Respondent: when we want to know about the market potential and scenario so we must have to know at what age of people our respondent.

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Out of 3000 samples we found the age of respondent of our questionnaires is shown in the figure.

3.

Current Brand Use by the Customer: when we want to know the present scenario of the Red &White cigarette so we must have to know which brand customer currently use.

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Out of 3000 samples we found 43% usingWFF, 20%GF, 13%R&W, SES13%, OTHERS7%.

4.

Product Awareness: When we collecting information about market potential then you must have to know how much customer is aware of Red&White cigarette.

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Out of 3000 samples we found only 70% customer are aware of Red&White cigarette.

5.

Taste Preference of RWFS: When we collecting information from the market through sampling we are able to know the preferences of people about red&white cigarettes.

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So according to consumer there taste preferences are mention in above picture.

Online Survey

We would like your thoughts on our online review, so that we can continue to provide you with the best possible service. Please let us know about you
1. Where do you live?

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Country

þÿ
2. Which of the following roles best describes you?

Analyst/Broker Institutional Investor Private Investor Potential Investor Journalist Researchers’ Government Official

MTS supplier MTS customer MTS employee Prospective employee Student/Graduate Other (please specify)

This year's online annual review
3. On a scale from 1 to 5 please specify how much you agree/disagree with the following statements? (1 = strongly disagree; 5 = strongly agree) The design of this year's annual review is engaging. 1 2 3 4 5

The content of this year's annual review satisfied my requirements.

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1

2

3

4

5

I found the information I was looking for easily. 1 2 3 4 5

The interactive tools added to my experience of this year's annual review. 1 2 3 4 5

I would prefer a printed report. 1 2 3 4 5

4. Please specify which sections of the review are of most interest to you. Overview Strategic review Business review Governance Financial statements Other information 5. Do you have any suggestions or additional comments that we can use to improve our annual review for next year?

Suggestions
Submit

THE LIMITATIONS OF PROJECT REPORT
Certain limitations hindered my project work while I was taking the survey part in the market in order to find out the presence of Red&White

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Brand in the Cigarette market. The limitations of the project are as follows:  The shops where I visited are fully crowded with customer, so it takes lot of time to collect information.

There was always a factor of time constraint hence detailed. Convincing them to fill questionnaire is the challenging job as the some customer are not interested to give time for interview.

 The survey was conducted in the Kolkata region only, hence if the survey was performed in the different part of W.B or INDIA it would be carried out with a sense of diversity.

The sample size I took only 3000, but if my sample size would have been larger then the outcomes would be more accurate. The time available for the project was only one month. In case more time was available, the report could have come out with a different and better result.

FINDINGS
1. The brand pull by customer as per rank is as follows:

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• WFF • GF • SES • RWFS 2. Only 70% customer aware of RWFS cigarettes. 3. The price is not only factor to promote any product. Quality is also important then price. 4. All shops sell products as per customer requirements.
5.

We found the sell of RWFS is very low in the market.

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RECOMMENDATION S
After the whole process of Market Research on the Project and after detail analysis the following recommendations are advised:
 The quality should be improved.

 Need more advertisement for brand awareness.

Customer awareness is more important for any product.

 Proper supply and distribution of proper range.

 New scheme should be provided to the customer for more sell and brand awareness.

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Learnings
I have learned many things from this project which are as follows:

Marketing is not a one day process. It is whole day work. Everyday is a new and fresh day but the past experience help in present and future. The customer want Quality, so the Manufacturers should maintain it. Otherwise they will suffer a huge loss in future (if gain in present). Customer always focus on product that is if the product is gainful for them or not. Customer is ready to give interview only in the case if I success in making him/her realize by this interview that there is some profit for the them.

 Brand is most important.
 

The product should be according to region, age, sex, e.t.c. Market survey is must for any product because by this we know the taste and choice of customer which changed after a certain time.

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CONCLUSION
The stability of the business is found from the market. Very few people heard about RWFS.All shops are not sell RWFS because of lack of demand. Very few hoardings are Shawn in the shops. But before introduction of any new product awareness is necessary.

The most popular brand in this segment is WFF.Actually most of the customer feels WFF is best for them. It because of good-will in the market.

All shops sell products as per customer’s requirement and they feel price is not only the factor to promote any product. They feel quality & services are important then price.

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*REFERENCES*
RESEARCH METHODOLOGY
(SECOND REVISED EDITION) AUTHOR: C. R. KOTHARI

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SMU STUDY MATERIALS http:www.google.co.in/ www.godfrey Phillips india ltd.com/

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