iII
                                       ICFAI BUSINESS SCHOOL, KOLKATA
      2009


         A REPORT ON
         MEASU...
A REPORT ON
           MEASUREMENT OF DEALER
       SATISFACTION AND PERFORMANCE
         LEVEL OF BEETEL VIS-À-VIS ITS
  ...
A REPORT
                              ON
           MEASUREMENT OF DEALER
       SATISFACTION AND PERFORMANCE
         LE...
ACKNOWLEDGEMENTS



I deeply express my gratitude to IMRB International to give me chance for undergoing the
training prog...
TABLE OF CONTENTS

           ACKNOWLEDGEMENTS…………………………………………………………………………………….5

           LIST OF ILLUSTRATIONS……………………...
3.2 Graphical Analysis of the findings…………………………………………………………………..43
        3.3 Statistical Analysis of the Problem Areas…...
LIST OF ILLUSTRATIONS
FIGURES

   1. Increasing subscriber base of fixed line telephones between 2001-02 to 2005-06 ………………...
40. Bar graph showing comparison on the commitment level of Beetel dealers…………………………………….74
   41. Bar graph showing compa...
ABSTRACT


My SIP project at IMRB International spanning a period of 14 weeks involved carrying out
field work of various ...
The person should not be participated in any market research survey in the last 6
             months.
             The ag...
Customer interaction, Soft skills, Knowledge and selling skill of the Sales person
       Then I had to fill up a Report c...
SEC- A (A1, A2)
                        Purchased premium branded jeans since February 2009.
                        Shoul...
Of these “Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its
Competitors” was selected to be...
INTRODUCTION


At the very onset and before going into the intricacies of my project, I would like to give a brief
introdu...
To serve the diverse needs of our clients, we also have five specialist units:-

       Probe Qualitative Research (PQR)

...
technologies has given the Technology Group of IMRB International, knowledge and
experience in a wide spectrum of hardware...
About Indian Telecom Industry:


The telecom industry is one of the fastest growing industries in India. India has nearly ...
are presently available in selective urban areas, and collectively account for less than 5 per
cent of subscriptions. Howe...
About Indian Telephone Handset sector:



The telephone is a telecommunications device that is used to transmit and receiv...
The total subscriber base of fixed lines including WLL (F) touched the figure of 50.2 million
and was showing an upward tr...
About Bharti Teletech Limited:



Established in 1985, Bharti Teletech is a subsidiary of India‟s leading integrated
telec...
Distribution:

     Bharti Teletech Limited is emerging as a distribution powerhouse in India. With over
     750 distribu...
Delivering predictability and success for our partners
          o Partnering closely with principals and consumers to und...
At Bharti Teletech quality has always been the top priority. Quality objectives (key result areas
affecting the process or...
In the past few months, Beetel has gone through a lot of changes in terms of its
     management and the way it works. It ...
Basic Telephones:

                                 Handset Model Name: Coral


                                     Featu...
3 Alarm Clocks

Analog Cordless phones:
                          Handset Model Name: CB 48000 plus


                    ...
Combo Phones:

                                              Handset Model Name: CB 68000

                               ...
Low battery Tone

   battery Charging Level Indicator on LCD Display

   Intercom Facility from Handset to Base Unit.

   ...
Competitors of Beetel:

In the telephone handset industry there are many players other than Beetel. They are

       Panas...
OVERVIEW OF THE STUDY


Objective of The Study:

Once in a year Beetel undertakes this kind of survey to understand how it...
 To monitor the commitment aspect of the dealers

    To monitor the „likelihood to recommend Beetel to friends to do bu...
claim that if a distributor doesn't like the product   or service, he will recommend     competitor-
brands to his custome...
Methodology:

Sampling Design:

Target Population:

The retail dealers of Beetel were the targets. The person who used to ...
Analysis:

The analysis will be done on the basis of the primary data and secondary data collected from
internet. Then the...
ANALYSIS OF DATA


The most important part of the research was perhaps collection of the right data as that forms
the back...
Dealers’ Profile

             Classification according to the Most Preferred Supplier:

                                 ...
Classification according to the Company with which the Dealer deals the Most:

                                           ...
Comparison between the Sales                                                               The graph in fig 14 shows that ...
Classification according to the Benchmark Companies of Beetel:
                                                           ...
Classification according to the product categories (Except telephone handsets) with
               which Beetel dealers de...
Graphical Analysis of the Findings:



The satisfaction level of the dealers are measured by the two parameters like

    ...
We can clearly understand from
                            Overall Value
                                                 ...
Overall Quality Of Telephones                           From the graph in Fig 21 we
                                      ...
Frequency Of Visit by Distributor                              Fig 23 shows that in case of
                              ...
Frequency Of Visit by                      Fig 25 shows that in case of
                                                  ...
Fig 27 shows that for quality of
                  Overall Quality of After Sales
                                        ...
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel    Vis à Vis Its Competitors
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A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel Vis à Vis Its Competitors

  1. 1. iII ICFAI BUSINESS SCHOOL, KOLKATA 2009 A REPORT ON MEASUREMENT OF DEALER SATISFACTION AND PERFORMANCE LEVEL OF BEETEL VIS-À-VIS ITS COMPETITORS This study is being conducted on behalf of IMRB International to analyze the level of satisfaction of its dealers and to understand the factors contributing to the satisfaction level of the dealers. This Study makes an attempt to compare the performance level of Beetel vis-à-vis its major competitors. It gives an insight to the various problems faced by the dealer. Debalina Choudhury IMRB International, 4/1/1, Meher Ali Road, Kolkata-17 5/25/2009
  2. 2. A REPORT ON MEASUREMENT OF DEALER SATISFACTION AND PERFORMANCE LEVEL OF BEETEL VIS-À-VIS ITS COMPETITORS (A report submitted in partial fulfillment of the requirements of MBA Program of ICFAI Business School) BY Debalina Choudhury Enrollment No.-08BS0000860 IMRB International Page | 3
  3. 3. A REPORT ON MEASUREMENT OF DEALER SATISFACTION AND PERFORMANCE LEVEL OF BEETEL VIS-À-VIS ITS COMPETITORS By DEBALINA CHOUDHURY (08BS0000860) (A report submitted in partial fulfillment of the requirements of MBA Program of ICFAI Business School) Project: BUZZ-DEALER 2009 Job No: DC 99727 Page | 4
  4. 4. ACKNOWLEDGEMENTS I deeply express my gratitude to IMRB International to give me chance for undergoing the training program at their branch under Summer Internship Program. Past three months have been a great learning experience for me. I would like to thank Mr. Rajarshi Ray, Field Manager, IMRB International, for constantly guiding me by providing me with the necessary inputs and helping me at every juncture of the project. I am grateful to my faculty guide Prof. Rachana Chattopaddhayya whose practical knowledge and experience has helped me in understanding the research principles and relating it in the practical field. She never fails to give valuable advice, help and cooperation in every possible way. I hope to work in many more projects under her priceless guidance. Lastly, I would like to thank my colleagues (other summer Interns) in IMRB International who were always there to help me. Page | 5
  5. 5. TABLE OF CONTENTS ACKNOWLEDGEMENTS…………………………………………………………………………………….5 LIST OF ILLUSTRATIONS…………………………………………………………………………………….8 ABSTRACT ……………………………………………………………………………………………………..10 1. INTRODUCTION 1.1 About IMRB International …………………………………………………………………………….15 1.2 About Indian Telecom Industry……………………………………………………………………….18 1.3 About Indian Telephone Handset Sector…………………………………………………………20 1.4 About Bharti Teletech Limited……………………………………………………………………….22 1.4.1 A Pioneering Brand……………………………………………………22 1.4.2 Market share of Beetel……………………………………………..22 1.4.3 Distribution………………………………………………………………23 1.4.4 Vision, Mission & Values……………………………………………23 1.4.5 Quality Policy……………………………………………………………24 1.4.6 Beetel Movement…………………………………………………….25 1.4.7 Products Offered by Beetel……………………………………….26 1.4.8 Competitors of Beetel……………………………………………….31 2. OVERVIEW OF THE STUDY 2.1 Objective of the study…………………………………………………………………………………...32 2.2 Scope of the study…………………………………………………………………………………………32 2.3 Need of the study………………………………………………………………………………………….32 2.4 Methodology…………………………………………………………………………………………………35 2.4.1 Sampling Design………………………………………………………...35 2.4.2 Survey………………………………………………………………………..35 2.4.3 Analysis……………………………………………………………………..36 2.5 Limitations of the study…………………………………………………………………………………36 3. ANALYSIS OF THE DATA 3.1 Dealer’s Profile………………………………………………………………………………………………38 Page | 6
  6. 6. 3.2 Graphical Analysis of the findings…………………………………………………………………..43 3.3 Statistical Analysis of the Problem Areas………………………………………………………..51 3.4 Statistical Analysis of the relation between the Overall Satisfaction Score and the individual Variable’s Ratings………………………………………………………………………………………….65 3.5 Measurement of the satisfaction level of the Beetel dealers…………………………..72 3.6 Graphical Analysis of the findings of the Relational outcome Section……………….74 3.7 Statistical Analysis of the relation between the Likelihood of recommendation of telephones to do Business with to friends/relatives, Profitability and Overall quality of products and services…………………………………………………………76 4. FINDINGS……………………………………………………………………………………………………………79 5. CONCLUSION&RECOMMENDATION…………………………………………………………………….84 6. APPENDICES……………………………………………………………………………………………………….86 7. REFERENCES……………………………………………………………………………………………………………106 Page | 7
  7. 7. LIST OF ILLUSTRATIONS FIGURES 1. Increasing subscriber base of fixed line telephones between 2001-02 to 2005-06 …………………………..20 2. Fixed telephone lines per 100 inhabitants between 1997-2007………………………………………………………...21 3. Quality Policy of Beetel………………………………………………………………………………………………………………………24 4. Beetel Movement-A new beginning ………………………………………………………………………………………………….25 5. Beetel telephone handset: Basic Phone……………………………………………………………………………………………..27 6. Beetel telephone handset: CallerID Phone ………………………………………………………………………………………..27 7. Beetel telephone handset: Analog Cordless Phone ……………………………………………………………………………28 8. Beetel telephone handset: Combo Phone ………………………………………………………………………………………….29 9. Beetel telephone handset: Digital Cordless Phone …………………………………………………………………………….30 10. Classification according to distributors……………………………………………………………………………………………….38 11. Classification according to the telephone companies except Beetel in which the Beetel dealers deal..38 12. Classification according to companies with which dealer deals the most…………………………………………..39 13. Classification according to the sales of Beetel telephones to the overall telephone sales…………………..39 14. Comparison between sale and the deals most company……………………………………………………………………..40 15. Classification according to the most preferred supplier……………………………………………………………………..40 16. Classification according to the benchmark companies of Beetel ……………………………………………………….41 17. Classification according to the share of landline telephones to the overall business……..……………………41 18. Classification according to ‘other product categories’ with which dealers deal………………………………….42 19. Bar graph showing comparison of the overall quality of products & services…………………………………….43 20. Bar graph showing comparison of the overall value…………………………………………………………………………..44 21. Bar graph showing comparison of the overall quality of telephones…………………..................................45 22. Bar graph showing comparison of the overall quality of service provided by the distributor sales representatives…………………………………………….……………………………………………………………………………45 23. Pie chart showing the frequency of visit by distributor sales representatives…………………………………...46 24. Bar graph showing comparison of the overall quality of service provided by the company sales representatives…………………………………………………………………………………………………………………………..46 25. Pie chart showing the frequency of visit by company sales representatives……………………………………....47 26. Pie chart showing the expected frequency of visit by company sales executive………………………………….47 27. Bar graph showing comparison of the overall quality of the after sales service………………………………….48 28. Bar graph showing comparison of the overall quality of ordering & delivery……………………………………..48 29. Bar graph showing comparison of the overall quality of trade schemes…………………………………………….48 30. Bar graph showing comparison of the overall quality of marketing support & signage……………………..49 31. Bar graph showing comparison of the overall quality of billing & payment……………………………………….49 32. Bar graph showing comparison of the overall quality of relationship with the management…………….50 33. Bar graph showing comparison of the total profitability……………………………………………………………………50 34. Scree Plot of overall quality of the distributor sales representatives…………………………………………………53 35. Scree Plot of overall quality of the after sales services………………………………………………………………………58 36. Scree Plot of overall quality of the relationship with the management………..……………………………………62 37. Scree Plot of overall quality of the 10 independent variables…….………………………………………………………69 38. Bar graph of the frequency analysis of the overall quality of the products and services of Beetel…….72 39. Bar graph of the frequency analysis of the overall value of Beetel……………………………………………………73 Page | 8
  8. 8. 40. Bar graph showing comparison on the commitment level of Beetel dealers…………………………………….74 41. Bar graph showing comparison on the likeliness to recommend to friends to do business with………..74 42. Bar graph showing comparison on the likeliness to continue dealing with in the next 1 year……………74 43. Bar graph showing comparison on the likeliness to increase investment in the next 1 year……………..75 44. Pie chart showing the likeliness to recommend to customers Beetel First………………………………………….75 45. Estimated marginal means of recommendation to friends to do business with vs. telephone brand….76 46. Estimated marginal means of the recommendation to friends to do business with vs. overall Quality of products and services………………………………………………………………………………………………………...77 CHARTS 1. KMO & Bartlett’s test of Overall quality of distributor sales representatives………………………………….51 2. Initial Communalities of Overall quality of distributor sales representatives ………………………………….52 3. Final Communalities of Overall quality of distributor sales representatives ……………………………………52 4. Eigen values of Overall quality of distributor sales representatives………………………............................53 5. Component matrix of Overall quality of distributor sales representatives ………………………………………53 6. Correlation matrix of Overall quality of distributor sales representatives & the sub parameters……55 7. KMO & Bartlett’s test of After sales service……………………………………………………………………………………..56 8. Initial Communalities of After sales service …………………………………………………………………………………….57 9. Final Communalities of After sales service ……………………………………………………………………………………..57 10. Eigen values of After sales service …………………………………………………………………………………………….......58 11. Rotated component matrix of After sales service …………………………………………………………………………..58 12. Correlation matrix of the quality of after sales service and the sub parameters………………………………60 13. KMO & Bartlett’s test of the quality of relationship with the management of Beetel………………………61 14. Communalities of the quality of relationship with the management of Beetel…………………………………61 15. Eigen values of the quality of relationship with the management of Beetel…………………………………….62 16. Correlation matrix of Overall quality of relationship with the management…………………………...........63 17. Correlation matrix of the total profitability………………………………………………………………………………………64 18. Correlation matrix of satisfaction score of Beetel handsets…………………………………………………………….66 19. KMO & Bartlett’s test of Satisfaction Score …………………………………………………………………………………….66 20. Eigen values of Satisfaction Score……………………………………………………………………………………………………66 21. Component matrix of Satisfaction Score………………………………………………………………………………………….67 22. KMO & Bartlett’s test of the 10 independent variables……………………………………………………………………67 23. Initial Communalities of the 10 independent variables……………………………………………………………………68 24. Final Communalities of the 10 independent variables…………………………………………………………………….68 25. Eigen values of the 10 independent variables………………………………………………………………………………….69 26. Rotated component matrix of the 10 independent variables………………………………………………………….69 27. Component matrix of the 10 independent variables……………………………………………………………………….70 28. Regression model of Satisfaction Score…………………………………………………………………………………………..70 29. Frequency table of the overall quality of the products and services of Beetel……..…………………………72 30. Frequency table of the overall value of Beetel………………………………………………………………………………..73 31. Anova table of telephone brand and profitability vs. likeliness to recommend to friends……………….76 32. Anova table of overall quality of the products and services vs. likeliness to recommend to friends…77 33. Correlation matrix of likeliness of recommending Beetel ……………………………………………………………….77 34. Correlation matrix of loyalty, profitability and quality of product & services……………………………………78 Page | 9
  9. 9. ABSTRACT My SIP project at IMRB International spanning a period of 14 weeks involved carrying out field work of various research projects. My work included fixing up appointments with the probable respondents, take their interviews and interact with them in order to understand their perception regarding the subject of the research. Since February, 2009 I had the privilege to work on 8 projects which are as follows: 1. Project: BUZZ-Dealer 2009 Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its Competitors. 2. Project: Hocus Focus Brand Awareness and customer perception on computers, laptops and It solutions of HCL. The target group was people working in IT department of IT companies, people working in IT department of Non-IT companies, CXO (the person who takes the ultimate decision regarding which computers/laptops will be bought by the company or the services of which brand/company‟s software will be used in the company)/businessmen/owners/industrialists. The criteria for the CXO interview were: The person has to take the ultimate decision regarding matters such as which computers/laptops will be bought by the company. The person has to be a senior level executive. Any family member of the respondent should not work for i. Advertising agency ii. Market research agency iii. Information & Technology Companies- Hardware, Software, IT Service Providers iv. Public relations agency Page | 10
  10. 10. The person should not be participated in any market research survey in the last 6 months. The age of the respondent should be more than 35. For the IT employees of IT and Non-IT companies the last 3 criteria were there. Sample Size: For CXOs we had to interview 30 respondents For IT employees of IT companies the sample size was 30 For IT employees of Non-IT companies the sample size was 10 A database was provided for CXOs. I had to call them at the board number and fix up an appointment according to their convenience. Then I used to go to their preferred place at the convenient time and conduct a face to face interview. But making an appointment with the CXOs used to be a very difficult task as they used to remain busy in meetings and some of them used to be out of station most of the times. It was very difficult to convince them to give an appointment within their hectic schedule. During the interview the respondents used to feel jittery seeing the length of the questionnaire and the „Personality‟ part of the questionnaire. 3. Mystery audits of Titan outlet within the branded apparel outlets of SHOPPER‟S STOP. The sample size I covered for this study was 2. The Shopper‟s Stop outlet which I had to cover was in City Center and in Forum shopping mall. The time of the interview should have been In day- 10.30-19.30 and/or At night- 19.30 onwards. The critical part of this audit was that I had to behave like a customer there but I had to minutely observe the things which a normal customer does not observe like Exterior management The in store interior management Interior display windows Page | 11
  11. 11. Customer interaction, Soft skills, Knowledge and selling skill of the Sales person Then I had to fill up a Report card and put my remarks there. 4. Mystery audits of branded apparel outlets of WILLS LIFESTYLE and its competitors namely United Colors of Benetton, Van Heusen, Tommy Hilfiger, Levi‟s, Louis Philippe and Color Plus. I had to audit 2 competitor stores Levi‟s (in South City) and Color Plus (in City Center). I was briefed to enter the store at 6P.M. and stay there at least for 30 minutes. For each store there was single as well as couple audits. For me, one of the audits was single audit and the other one was couple audit. For the couple audit the person accompanying me did not have to observe anything. The couple audit was conducted to know if the behavior of the sales person changes when couple enters the store. I had to observe Condition of the Signage Condition of the display window Security guard & sales person Ambience Display of Visual Merchandise Ambience of the trial room Billing etc. And then fill the ratings and the comments wherever asked for. 5. Project: Khiladi Brand Awareness study of Levi‟s Button fly Jeans and Analysis of the prospective market response to the launch of a new promotional campaign. This was a weekend project and the duration was of 3 consecutive weeks. Sample size: 240 In Store: 120 In Market: 120 The target group: Male/Female Age-15-34 Page | 12
  12. 12. SEC- A (A1, A2) Purchased premium branded jeans since February 2009. Should have worn jeans at the time of the interview. For the „in market‟ interview I used to stand outside the mall and approach the people fulfilling these criteria. And for „in store‟ interview I used to stand inside the Levi‟s store and interview people when they are about to leave the store. 6. Project: Outlook Comparative study on the brand image of the customers towards the Laptop brands in India. This was a syndicate study carried out by IMRB. There was different criteria for this study, they are The laptop has to be purchased in the last six months. The laptop have to be either low-end (between Rs 25001- Rs 35000) or high-end (Rs 45001 and above) The respondent have to be the purchase decision maker and above 18yrs of age. The Respondents which we are supposed to select should be the owner of brands of laptops, like Dell, Sony, Acer, HP, Compaq and Lenovo only. The study was to find out whenever a customer takes decision of purchasing a laptop, which aspect he prefers, like Technical, Price, Brand related, Dealer-Parameters or Based on any promotion. The objective was also to find out which brands of laptops the customers feels are superior, inferior and matching their level of expectation in the above stated parameters. And also what the customers prefers most: The Brand or the Price of the product. Sample Size: Low-end (Rs.25001-35000) Acer-20, HP/Compaq-20, Dell-20, Lenovo-20 High-end (Rs.45001above) Sony-20, HP/Compaq-20, Dell-20, Lenovo-20 Page | 13
  13. 13. Of these “Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its Competitors” was selected to be analyzed in details by me. This study is being conducted on behalf of IMRB International to measure the levels of satisfaction of dealers with respect to the products and services provided by BEETEL, profitability and the relationship with the company and to assess how the major competitors of Beetel are performing. It also tries to find out what problems the dealers are facing while dealing with Beetel so that the company can understand the areas in which improvement is necessary to make a better Brand image and to capture a large market share. A detailed questionnaire is used to analyze the overall perception/experience of existing dealers of BEETEL about the brand, its telephone handsets, the distributors, the top management, communication received from the company as well as from the distributors, the advertisements and trade schemes of the company and so on. Moreover, the questionnaire is designed in such a way, that, a comparison can be drawn among BEETEL and its competitors on the above mentioned parameters. The company wanted to find out the perception of the existing customers about certain specific parameters like:  Perception of the overall quality of products and services  Perception of the overall value  Perception of the brand  Total profitability  Commitment level  Likelihood of Recommendation and continuation of business  Perception of the overall quality of telephones  Perception of the overall quality of distributor‟s sales representatives  Perception of the overall quality of company sales representatives  Perception of the overall quality of after sales service  Perception of the overall quality of ordering and delivery  Perception of the overall quality of trade schemes  Perception of the overall quality of marketing support  Perception of the overall quality of invoicing and payments  Perception of the overall relationship with the management Page | 14
  14. 14. INTRODUCTION At the very onset and before going into the intricacies of my project, I would like to give a brief introduction about IMRB International, the organization I am working under for my internship. Further, I would like to give a background of Bharti Teletech Limited, the client of IMRB International for whom this market research project is being conducted and the Telephone handset sector in India. About IMRB International: Established in 1971 and with over three decades of market research experience, IMRB International is a pioneer in India in various research areas. Associated with a group of international market companies such as the British Market Research Bureau (BMRB) and Millard Brown International, IMRB International operates out of thirteen cities in India and has associate offices in Sri Lanka, Bangladesh and Nepal. The 500 member strong IMRB International promises high quality conceptualization, strategic thinking, execution and interpretation skills on all its clients' research needs. In 1996, IMRB International managed 2,500 projects and 4,000,000 interviews. IMRB International is the only research company in India today that offers the entire range of research based services to its clients. IMRB International's specialized areas are consumer markets, industrial marketing, business to business marketing, social marketing and rural marketing. IMRB International's specialized units: IMRB International has been offering over 30 years of specialist research services to clients in India and overseas on products and services covering the entire gamut of business and industry. IMRB International today, operates out of its five full service offices in Mumbai, Delhi, Calcutta, Chennai and Bangalore and is supported by 15 other regional centers for collection of survey information that literally span the entire country. We are able to provide the highest quality of professional services to the utmost satisfaction of our clients which include the small medium and large scale industries, the government and public sector units, multinational corporations and international companies that are eyeing the highly promising Indian market. Page | 15
  15. 15. To serve the diverse needs of our clients, we also have five specialist units:- Probe Qualitative Research (PQR) Social and Rural Research Institute (SRI) Media & Panel Research Group Customer Satisfaction Management & Measurement (CSMM) Business & Industrial Research Division (BIRD) and the eTechnology Group@IMRB International Probe Qualitative Research is one of India's leading qualitative research groups and has executives specially trained in India and overseas in qualitative research methods. Drawing on learning from ethnography, psychology and anthropology, PQR has created a validated tool-kit for product, communication and brand development. The Social and Rural Research Institute specializes in social research and in conducting research on emerging rural markets. It has staff with special expertise in conducting Knowledge, Attitudes & Practice (KAP), Studies on health and sanitation, water, environment and other fields, in India as well as internationally. The Media and Panel Group of IMRB International is a pioneer in the field of media research in India. It has been conducting the National Readership Surveys in India since 1978. It has been running India's only Television Rating Program (TRP) since 1986, the year in which television went commercial in a major way. It has also developed its own people meters. Customer Satisfaction Management & Measurement (CSMM) is part of the Walker Information Global Network and is the first such specialist organization in India with an exclusive focus on customer and employee satisfaction, reputation and stakeholder assessment. Business & Industrial Research Division (BIRD) and the eTechnology Group @ IMRB International: As industrial markets transformed from monopolies to competitive markets, the need for research based consultancy services was demanded of IMRB International. IMRB International spun off the Business & Industrial Research Division to meet the growing and changing needs of the industrial marketer. Over a decade of research experience in telecommunication, office automation, information technology and the convergence of these Page | 16
  16. 16. technologies has given the Technology Group of IMRB International, knowledge and experience in a wide spectrum of hardware, software and services. The project undertaken by me was under the CSMM division and a brief elaboration on CSMM division is desirable. IMRB International's Divisions: CSMM Customer Satisfaction Management & Measurement (CSMM) is an independent, specialist unit of IMRB International and the exclusive member of the Walker Information Global Network (WIGN) in the Indian subcontinent. As a specialist unit of IMRB International, CSMM provides the widest field coverage with five full service offices and 13 field offices in Delhi, Calcutta, Mumbai, Chennai, Bangalore, Hyderabad, Cochin, Pune, Patna, Ahmedabad, Guwahati, Bhubaneswar and Lucknow. CSMM services clients in India and neighboring countries (Sri Lanka, Bangladesh, Pakistan and Nepal) and this diverse network has made CSMM the leading provider of stakeholder products and services in South Asia CSMM provides a range of consulting products and services to manage external customer satisfaction and employee commitment to integrate stakeholder measurement and management efforts into the company's decision-making process at all levels. Working with over 80 clients from diverse sectors, including financial services, hotels, telecommunications, retailing, consumer products, automotive and engineering/industrial goods, CSMM provides strategic information services to enhance customer loyalty amongst both end customers and trade channel customers as well as to build employee commitment. Page | 17
  17. 17. About Indian Telecom Industry: The telecom industry is one of the fastest growing industries in India. India has nearly 430 million (fixed and cellular) telephone lines making it the third largest network in the world after China and USA, as on 31st March 2009. With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world. Number of fixed line subscribers in India is 38.0 m (as on 31.3.09). Much of the growth in Asia Pacific Wireless Telecommunication Market is spurred by the growth in demand in countries like India and China. India‟s phone subscriber base is growing at a rate of 82.2%. China is the biggest market in Asia Pacific with a subscriber base of 48% of the total subscribers in Asia Pacific. Compared to that India‟s share in Asia Pacific Phone market is 6.4%. Considering the fact that India and China have almost comparable Populations, India‟s low penetration level offers huge scope for growth. In 1990s, telecommunications sector benefited from the general opening up of the economy. Also, examples of telecom revolution in many other countries, which resulted in better quality of service and lower tariffs, led Indian policy makers to initiate a change process finally resulting in opening up of telecom services sector for the private sector. National Telecom Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications sector. In 1997, Telecom Regulatory Authority of India (TRAI) was created. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector. New National Telecom Policy was adopted in 1999 and cellular services were also launched in the same year. Telecommunication sector in India can be divided into two segments: Fixed Service Provider (FSPs), and Cellular Services. Fixed line services consist of basic services, national or domestic long distance and international long distance services. The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from basic services. Private sector services Page | 18
  18. 18. are presently available in selective urban areas, and collectively account for less than 5 per cent of subscriptions. However, private services focus on the business/corporate sector, and offer reliable, high- end services, such as leased lines, ISDN, closed user group and videoconferencing. Page | 19
  19. 19. About Indian Telephone Handset sector: The telephone is a telecommunications device that is used to transmit and receive electronically or digitally encoded sound (most commonly speech) between two or more people conversing. It is one of the most common household appliances in the developed world today. Telephone handsets are the inseparable device for the fixed line telephony. Fixed line telephony can be further categorized as fixed wire line telephony and fixed wireless telephony (known as WLL (F)). For the past decade or so, telecommunication activities have gained momentum in India. India has become the fastest-growing telecom market in the world. During the financial year 2005-06, fixed line telephony segment in Indian telecom sector witnessed a growth of 8.64%. How the total subscriber base of fixed lines has increased from 2001-02 to 2005-05 is shown in the following bar graph: Increasing subscriber base of Fixed Line Telephones Total Subscriber Base of Fixed Lines(In 50 40 30 Millions) 50 41 42 45 20 37 10 0 2001-02 2002-03 2003-04 2004-05 2005-06 Fig 1 Page | 20
  20. 20. The total subscriber base of fixed lines including WLL (F) touched the figure of 50.2 million and was showing an upward trend. The total number of telephones in the country crossed the 300 million mark on June 18, 2008. The overall tele-density has increased to 31.5% in October 2008. In the wireless segment, 10.42 million subscribers have been added in October 2008 while 8.11 million subscribers were added in December 2007. The total wireless subscribers (GSM, CDMA & WLL (F)) base is more than 363.95 million now. The landline segment subscriber base stood at 38.22 million with a decline of 0.13 million in October 2008. And on January 2009 it stood at 37.75 million. Fig 2 So from the declining figures it can be inferred that the landline telephones are losing its customer base. One of the reasons can be the preference of mobile phones over the landlines by the customers. So to win back the telephone market the landline service has to become more efficient. And this kind of dealer satisfaction measurement and analysis can help the telephone handset companies to get an overview of their competitors and to be aware of their strengths and weaknesses. Page | 21
  21. 21. About Bharti Teletech Limited: Established in 1985, Bharti Teletech is a subsidiary of India‟s leading integrated telecommunications group, Bharti Enterprises. The Company is currently engaged into distribution & marketing of wide range of products that include Motorola handsets and accessories, BlackBerry, Thomson, high quality cordless phones, modems, audio / video conferencing products from Polycom, Free To Air Set Top Boxes, Fixed Cellular Phones & Fixed Wireless Terminals. Apart from this, Bharti Teletech is also engaged into manufacture of high quality landline telephones at its manufacturing operations at Goa & Ludhiana under Beetel brand for Airtel, BSNL / MTNL as well as retail market & exports to 30 countries across 5 continents. Bharti Teletech has a dedicated Enterprise base of over 320 Regular Corporate Customers. The company has a pan India footprint. Its distribution network comprises about 750 Distributors and over 40000 Dealers which cover almost 4000 towns in the country. A Pioneering Brand: Beetel was the first Indian brand to launch caller ID phones and the first to bring down the price of cordless phone to an affordable range at below Rs 2000. In September 2007, Beetel launched cordless phones at Rs 995 - again a first. Beetel has also pioneered SMS phones, the first in India as well as the first to launch along with FM radio. Beetel has also been the first to introduce phone with battery backup, color displays, polyphonic ring tones and combo phones. For the consumer in India, Beetel is truly ringing in the future. Market Share: Beetel has garnered over 80% of the market. Beetel has remained the No.1 brand in the Indian retail market, with a market share of almost 50%. The company‟s marketing network encompasses over 750 distributors and over 42000 dealers taking Beetel phones to every corner of one of the biggest and most complex markets in the world. Overseas, the company has a richly diversified customer base in over 35 countries across 5 continents. Page | 22
  22. 22. Distribution: Bharti Teletech Limited is emerging as a distribution powerhouse in India. With over 750 distributors, 42000 Dealer strong network and 29 godowns spanning across the Length and Breadth of the Country. Bharti Teletech Limited is today one of the largest distribution companies in India. The first distribution tie up was for Blackberry. Bharti Teletech announced its tie up with Motorola as their Strategic Channel Partners for Sales and Distribution of their Handsets in November2005. This tie up was followed by another strategic distribution alliance with Polycom- World leader in the Audio & Video Conferencing Solutions Lately, Bharti Teletech Limited has tied up with Casio for distribution of digital cameras. Bharti Teletech Limited has tied up with SANYO for distribution of Digital Still Cameras & Camcorders. Bharti Teletech further tied up with Transcend, Logitech, Apple iPhone for their entire range of Memory Products. Vision: ENABLING TECHNOLOGY REACH MASSES ENABLING – 'Beetel' brand and Dist Principles. TECHNOLOGY – Communication & IT ( To start with) REACH – Distribution Strength ( B2C, B2B Telco) MASSES – Serving the large mass of the consumer. Mission: By 2012, Beetel Teletech will be India‟s finest distribution services company by: Building a boundary less distribution scale across India o Distribution spread to all towns and main villages in the country o Across relevant target segments in B2B and B2C o Thru-putting large volumes to achieve scale and cost effectiveness o Benchmarking with the best to be the preferred partner Page | 23
  23. 23. Delivering predictability and success for our partners o Partnering closely with principals and consumers to understand needs, demand levels, media habits and consumption patterns o Long term partnerships with principals for enabling success in the Indian market o Understand and influence channel partners Making Beetel a loved, aspiration symbol of India‟s middle class o Bring Beetel closer to the consumer with more relevant products o Products which appeal to the masses o Differentiated products which drive value for the consumers. Every Product we launch will support our brand promise with a simple, focused and compelling message. Ensuring a performance driven and satisfied ecosystem of our people, partners and consumers o Individual and team performance within and across functions o Constantly look at development needs to increase performance levels o Look after needs of all stakeholders and work „with‟ all for long term success o No abnormal profit for any stakeholder Values: Respect to the individual Be a long term partner Deliver on commitment Process integrity Strive for excellence Quality Policy: Fig 3 Page | 24
  24. 24. At Bharti Teletech quality has always been the top priority. Quality objectives (key result areas affecting the process or product quality are identified as quality objectives) are made / established to continually improve upon the organizations performance. These objectives can be measured i.e. are data based so that these can be effectively and efficiently reviewed To meet customers' requirements in terms of functionality, safety, aesthetics, life expectancy and taking effective actions on their feedbacks. To ensure planned results and continual improvements in all operations (processes and products). To increase productivity by reducing rejections & non-value adding activities, and bringing automation To effect continuous improvements in Customer Satisfaction Index. To ensure training of employees as per defined targets, training needs and requirements. To ensure that all statutory and regulatory requirements are complied with. Beetel Movement: Fig 4 Page | 25
  25. 25. In the past few months, Beetel has gone through a lot of changes in terms of its management and the way it works. It is a complete transformation of the way the company operates to gear up to face the future challenges. Hence, the task is to create a sustained communication program for the change to gather momentum an interest. Also, it is essential to make it easier for the employees to understand the whole concept, accept it and subsequently, be a part of the change. The need is to initiate a plan which captivates the entire organization and get them to notice the change. Not only is it a form of transformation but a revolution which needs to involve the entire company and inspire employees/members to actively take part in taking the brand Beetel forward. The revolution will instill a strong sense association and connect with the company, apart from instilling a strong sense of belief, making the employees proud to be a part of Beetel. The revolution is all about: Changing the way Beetel is seen Changing the way employees work Changing the way decisions are made Changing the entire work culture Thinking big - limitless thinking Being more aggressive Being target oriented Being passionate about Beetel: Proud to be Beetel Challenging the unchallenged: Not fearing the impossible. They need to be encouraged to try new things Being youthful- young at heart-dress smart, stylish, change in attitude Organizational objective- think of moving ahead together (collaborative efforts) and changing for the better. Products Offered by Beetel: 1. Basic telephones 2. Caller ID phones 3. 2.4 GHz digital cordless phones 4. Analog cordless phones 5. Set top box 6. Broadband Page | 26
  26. 26. Basic Telephones: Handset Model Name: Coral Features: ● Redial ● Flash ● Pause ● Mute ● Ringer indicator LED ● Tone & pulse dialing ● Ringer volume control ● Color Range: Black, Light Grey & Red Fig 5 Caller Id Phones: Handset Model Name: DB 6200A phone Features: New Call, Repeat Call, Private Call, Out Of Area Call, Mail Box, Error Indication Record 38 Incoming Message (12 Digits), 5 Outgoing Message (16 Digits), Records can be Reviewed, Speedily Reviewed, Called Back and Deleted. Auto-Filter Local Area Cord (5digits) Fig 6 Pre-Dial Function 32 Digits) 3 Step Lock Hands-free Dialing and Talking Hands-free Volume Adjustable LCD With Back-Lighted Page | 27
  27. 27. 3 Alarm Clocks Analog Cordless phones: Handset Model Name: CB 48000 plus Features: Auto add “ 0 “ during call back Tone / Pulse Mode Selectable Temporary Tone Dialing Last Number Redial Low Battery Visual Indication on Handset LCD Display Low Battery Warning Tone at Handset Charging & In-Use message on Handset LCD Display 30 – Channel Operation Fig 7 Page | 28
  28. 28. Combo Phones: Handset Model Name: CB 68000 Features: 2.4Ghz Digital Technology Cordless Combo Phone Dual Mode DTMF/FSK CALLER ID System Compatible Blue Backlit LCD Display Date & time setting for LCD Display 5 step LCD Contract Adjustable Fig 8 30 Incoming Calls Memory Phone book to store 50 No.s with name Two way Speakerphone with 5-Steps Receive volume Control 5 Ring tones & three Polyphonic Ring Tones. 5-steps Ringer volume Control Handset Ring On/OFF Key Tone On/Off Auto Talk On/Off Pre-dialing & Clearing Function Local Area code setting up to 6-digits Auto adds '0' to call long distance incoming numbers. Programmable Tone/Pulse Mode Selectable. Last Number Redial Out of range warning Tone. Page | 29
  29. 29. Low battery Tone battery Charging Level Indicator on LCD Display Intercom Facility from Handset to Base Unit. 3-way call Conferencing (Among handset, Base Unit & external Party) Digital Cordless Phones: Handset Model Name: CB 67000 Features: 2.4 GHz Digital Technology Cordless Dual Mode DTMF/FSK Caller 10 System Compellable Blue Black LCD Display Illuminated Key Pad Fig 9 Date Time Setting on LCD Display 50 Incoming Calls Memory Phone Book tab 50 Numbers with name Two-way Speaker phone with Adjustable Volume 5-Step Handset Receive Volume Control Page | 30
  30. 30. Competitors of Beetel: In the telephone handset industry there are many players other than Beetel. They are Panasonic Orpat BPL GE Spacetel TATA Samay Many other small companies like Binatone, Voxtel, Pacetel But among all these Panasonic, BPL, Orpat, GE are the major competitors of Beetel. Among these Panasonic is among the 5 highest selling brands with approximately 10% of the world’s telephone handset’s market share and GE is among top 10 highest selling brands with approximately 5% of the world’s telephone handset’s market share. But in India Beetel holds the maximum market share. But there is a very tough competition going on among these 5 companies. But, Bharti Teletech claims to command a market share of 40 per cent in the retail market, 33 per cent in the tender market (BSNL/MTNL), and 83 per cent in the private service provider segments. Bharti Teletech currently exports to 30 countries across five continents. This market share of the Beetel is as per year 2008 is about 50%. Beetel markets its range of phones at over 15000 dealers across the country. Page | 31
  31. 31. OVERVIEW OF THE STUDY Objective of The Study: Once in a year Beetel undertakes this kind of survey to understand how it is performing as well as its competitors. The most important objective of IMRB is to satisfy their client Beetel and to give them the most important information about the dealers‟ perception of the products and services of Beetel. The major objectives of this project are:  To know the dealer‟s profile who are dealing in Beetel  To measure the performance of Beetel as well as its competitors  To identify and prioritize the areas where Beetel needs to focus attention  To identify those factors which make the dealers satisfied  To find out the relation between the satisfaction level of the dealers and the individual attributes like Overall quality of telephones Overall quality of distributor‟s sales representatives Overall quality of company sales representatives Overall quality of after sales service Overall quality of ordering and delivery Overall quality of trade schemes Overall quality of marketing support Overall quality of invoicing and payments Overall relationship with the management Total Profitability  To know the percentage of Beetel dealers who are satisfied with Beetel Page | 32
  32. 32.  To monitor the commitment aspect of the dealers  To monitor the „likelihood to recommend Beetel to friends to do business with‟ aspect  To assess the market of its own as well as its competitors Scope of the Study: The entire study at IMRB involves interviewing the retail dealers of Beetel telephone handsets. The person who decides in the dealership what to order and how much to order and takes the business related decisions is interviewed. Need of the Study: The project „BUZZ- DEALER2009‟ is a channel partner (dealer) satisfaction measurement. It is very important to establish the dealers‟ perception, as a channel partner. It is a known fact that the dealer is the main person who is in close contact with the customers. Since, the customers are buying the products from the dealers not from the manufacturer company; the customers usually report their problems regarding the quality or services of the product to the respective dealers. So, the dealers are well aware of the customer problems. Dealers also have a great influence over the customer‟s purchase of a certain brand. Because many of the customers used to have trust on the word of mouth of the dealers and the customers also worth the dealer‟s experience of the quality of a product of a particular brand. So we can say that if the customers are satisfied then the dealer is also satisfied with the product and also, if the dealer is satisfied with the customers‟ feedback about any particular brand then he would recommend that brand to more customers and, thus the sales will increase. Gaining Channel Partners‟ loyalty is very important, as a loyal channel partner will recommend that particular brand only to which he is loyal. Moreover, researchers Page | 33
  33. 33. claim that if a distributor doesn't like the product or service, he will recommend competitor- brands to his customers. So, to maintain or to increase the share of the market pie and revenues, to enhance the brand value in this competitive market scenario, Channel Partner (dealers) satisfaction study has become very important. Conducting Channel Partner satisfaction research through a third party has the advantage that the responses obtained are more reliable, as the respondents are more frank with a third person. This is because in the case of third party research, the customer - vendor relationship does not get affected. Page | 34
  34. 34. Methodology: Sampling Design: Target Population: The retail dealers of Beetel were the targets. The person who used to take major business related decisions like what to order and how much to order, in the dealership was interviewed. Sampling Frame: Beetel had provided with a database of its existing dealers. The database was divided on the basis of the distributor, Lalchand and Tascent, the two distributors in Kolkata. Sampling Technique: Quota sampling has been used. Sample Size: The study is carried out in NCR region (Delhi, Noida, Gurgaon, Greater Noida), Jaipur, Lucknow, Chandigarh, Mumbai, Ahmedabad, Pune, Cochin, Hyderabad, Chennai, Bangalore and Kolkata. Only Retail dealers, not the Institutional one have been targeted for Kolkata. Institutional dealers are covered in locations like Delhi, Pune and Mumbai. 45 samples from Tascent and 100 samples from Lalchand, total 145 respondents were surveyed in Kolkata. This report has been done on the basis of the samples collected from Kolkata. Survey: The survey is conducted by making prior appointments with the respondents and visiting the respondents preferred location at his/her convenient timings. Then a face to face interview has been conducted and the questionnaire is filled up to collect the primary data for analysis. Page | 35
  35. 35. Analysis: The analysis will be done on the basis of the primary data and secondary data collected from internet. Then these data will be reviewed, correlated and analyzed to come to any result. Limitations of the Study: Non response error: It is difficult to get the responses of the respondents to all the questions in the questionnaire and often some are left unanswered. Such questionnaires could not be taken for further analysis. Time taken for each interview is around 45 minutes and it is often difficult to get appointments from the existing dealers as the survey has been conducted during the financial year ending. Small sample size: Since I am dealing with small size of 60 samples, getting a statistically accurate picture of the scenario is very difficult. An attempt is being made to give a truest representation of the population data with this small sample size. Time and quota constraint: Due to lack of time more number of samples could not be collected. I was one of the team members of the survey. So I had to abide by the target give by the team leader. I could not cover sample size as many as possible. Higher number of samples and a more elaborate understanding of the problem would have generated better conclusions. Invalid database: Some of the dealers name provided in the database was no more continuing Beetel dealership. So we can say that the database was not properly updated. Geographical constraint: Since I was part of this study only in the Kolkata segment, it was not possible to analyze the scenario nation-wide. Other constraints: Since the analysis is done based on the existing dealers of Beetel, the brand awareness and perception of Beetel by the non-dealers could not be understood which would have given me a better ground to understand the brand image. Most of the dealers used to consider the survey process as a waste of time on their part because no steps have been taken in the past after taking feedback. So they were not willing to give time for the interview. Considering the above limitations I have made an earnest and sincere effort to analyze and draw inference based on the primary data collected. Page | 36
  36. 36. ANALYSIS OF DATA The most important part of the research was perhaps collection of the right data as that forms the backbone of the entire study. It is hence very important to understand how the questionnaire has been formed. The aim of the questionnaire is to understand the satisfaction level experienced by the dealers at each stage of the dealings with the distributor and the company. Hence, it contains the following segments: 1) Overall quality of products and services a) Overall quality of telephones b) Overall quality of distributor‟s sales representatives c) Overall quality of company sales representatives d) Overall quality of after sales service e) Overall quality of ordering and delivery f) Overall quality of trade schemes g) Overall quality of marketing support h) Overall quality of invoicing and payments 2) Total Profitability and 3) Overall relationship with the management. The questionnaire also has a section where the overall perception of the dealers towards Beetel Brand and their commitment level to the brand is judged. Primary data is also collected on the overall business scenario of each dealer so that on the basis of that data a dealer profiling/dealer classification can be formed. Page | 37
  37. 37. Dealers’ Profile Classification according to the Most Preferred Supplier: The pie chart in Fig 10 indicates Classification According To that the most of the dealers have The Distributors Lalchand as their distributor. 70% of the dealers have Lalchand as their distributor and Tascent the remaining 30% dealers have 30% Tascent as their distributor. Lalchand So Lalchand has more number 70% of dealers under him than Tascent. Fig 10 Classification according to the Telephone companies except Beetel in which the Beetel Dealers deal The graph in Fig 11shows that Dealings Of Telephone the dealers of Beetel telephone handsets except Beetel also deal with telephone handsets like BPL, Orpat, GE, Paasonic, Number of dealers 50 40 Pacetel, Samay, Voxtel etc. 30 20 45 42 33 From this bar graph we can 30 10 12 easily derive that out of 60 6 6 0 Beetel dealers 45 and 42 dealers deal with BPL and GE respectively. 33 deal with Competitors of Beetel Paasonic and 30 deal with Orpat. So these are the major Fig 11 Page | 38 competitors of Beetel.
  38. 38. Classification according to the Company with which the Dealer deals the Most: The graph in Fig 12indicates Companies with which the that for most (85%) of the Dealer Deals Most dealers of Beetel, Beetel is the Percentage of Beetel Dealers company with which they deal 100% 80% most. 7% of them mostly deal 60% 40% 85% with BPL. 3% of them mostly 20% 0% 2% 3% 7% 2% 2% deal with Panasonic. Then Orpat, GE and Others (Binatone, Voxtel,Pacetel) are mostly dealt in by 2%, 2% and Companies with which Dealers deals the most 2% of the dealers. Fig 12 Classifacation according to the Sales of Beetel Telephones to the Overall Telephone Sales Sales of Beetel telephone The graph in Fig 13indicates that for 8% of the dealers the proportion of Beetel telephone 40% Percentage of Beetel dealers sales to overall telephone sales is 15-25%, for 30% 35% of the dealers the proportion of Beetel 20% 35% telephone sales to overall telephone sales is 32% 10% 20% 26-50%, for 20% of the dealers the proportion 5% 8% 0% of Beetel telephone sales to overall telephone <15% 15-25% 26-50% 51-75% 76-100% sales is 51-75%, for 32% of the dealers the proportion of Beetel telephone sales to overall Percentage of Beetel telephone sales to telephone sales is 76-100%. For 52% of the overall telephone sales dealers the contribution of Beetel telephone sales to the overall telephone sales is more Fig 13 than 50%. For 48% it‟s less than 50%. It indicates that for a large number of Beetel dealers Beetel sales is high. Page | 39
  39. 39. Comparison between the Sales The graph in fig 14 shows that 8% of the dealers who do not deal with and the 'Deals most company' Beetel most, have a sales of 26- 40% 33% 50% of Beetel phones. And also 30% 32% 20% 20% 2%+4% =6% of the dealers who 10% 3% 2% 4% 4% 8% 0% 0% 0% said that they deal with Beetel most Non Beetel Beetel Non Beetel have less than 15% and 15%-26% Beetel NonBeetel Beetel Non Beetel Beetel Non Beetel Beetel sales of Beetel phones. From this we can say that some 5% 8% 35% 20% dealers have given contradictory 32% <15% 15-25% statements. We can also infer that 26-50% 51-75% 76-100% some of the dealers deal with so many companies that if the sale of Fig 14 Beetel is within 25% also, it is „the most dealt in company‟ in comparison with others. Classification according to the Most preferrred Supplier: The Most Preferred Supplier The graph in Fig 15 indicates that for most of the dealers Percentage of Beetel Dealers 100% (78%) of Beetel, Beetel is the 80% most preferred supplier. 8% of 60% the respondents consider BPL 40% 78% as the most preferred supplier. 20% 0% 5% 7% 8% 2% 7% of them considers Panasonic as the most preferred supplier. 5% of them consider Orpat as most preferred supplier. Name of the Supplier Companies Fig 15 Page | 40
  40. 40. Classification according to the Benchmark Companies of Beetel: The graph in Fig 16 indicates that Benchmark Companies for most of the dealers of Beetel, 25% there is no Benchmark company to compare the performance level Percentage of Beetel Dealers 20% with. For 20% of the Beetel dealers there is no benchmark 15% company. BPL and Panasonic 10% each are benchmark companies in case of 23% of the dealers. 5% Orpat is the benchmark company for 17% of the dealers. And for 0% No 12% of the dealers GE is the Panaso Orpat BPL GE Others Bench benchmark company. Other nic mark Series1 benchmark companies like 17% 23% 23% 12% 5% 20% Binatone, Pacetel, Voxtel is Fig 16 grouped in „Others‟. But they appeared as benchmark companies in 5% of the cases. Classification according to the Share of the Landline Telephone to the Overall business: The graph in Fig 17 indicates that for no single dealer the contribution of the landline Landline Telephone Share telephones to the overall business is more than 75%. And for most (70%) of the dealers the 42 Number Of Beetel dealers 45 contribution of the landline telephones to the 40 35 overall business is less than 15%. For 13% of 30 25 the dealers the percentage contribution of the 20 15 8 7 landline telephones to the overall business is 10 3 5 0 15-25%, for 12% of the dealers the percentage 0 contribution of the landline telephones to the overall business is 26-50% and for 5% of the dealers the percentage contribution of the % Contribution of landline Telephones to landline telephones to the overall business is overall business 51-75%.We can infer from this graph that Beetel dealers are more involved in other Page | 41 Fig 17 business than telephone handset business.
  41. 41. Classification according to the product categories (Except telephone handsets) with which Beetel dealers deal: The graph in fig 18 indicates that Classification According To The out of 60,37and 35 of the dealers Other product Categories are in household/home appliances Number of Beetel dealers 40 business and Electronics/White 30 goods business respectively. 32 20 32 35 37 28 of the dealers are in 10 19 10 2 0 Telecom/Mobile phones. 28 dealers are in Other Electronic Items business.19dealers are in IT Products. 10dealers are in Departmental/Gift Item business. Remaining are in Other Fig 18 Businesses. Beetel dealers are mainly into telecom, electronics and household business. So, more than 60% of the dealers take interest in dealing with home appliances. Page | 42
  42. 42. Graphical Analysis of the Findings: The satisfaction level of the dealers are measured by the two parameters like The Overall quality of Products and Services provided The overall Value Now, I want to compare the scores which Beetel and its major competitors (Benchmark companies) have got in terms of the above mentioned parameters. As, the minor competitors like Binatone, Voxtel, Pacetel which were grouped in „Others‟ category occurred as competitors/benchmark companies in mere 5% of the cases, I am not considering the „Others‟ for further analysis. The graph in Fig 19 indicates that Beetel scored Overall Quality of products and 68 out of 100, while services Panasonic scored the highest 100 80 (70) in overall quality of products and services, BPL Scores 60 70 68 66 66 40 58 20 and Orpat each scored 66 and 0 GE scored 58. So, Beetel is BEETEL BPL ORPAT GE PANASONIC in 2nd position and its Beetel and its Benchmark Companies position in comparison with its competitors is good. Fig 19 Page | 43
  43. 43. We can clearly understand from Overall Value the graph in fig 20 that the 100 80 dealers are not at all satisfied Scores 60 with the Overall value (in terms 40 52 56 55 53 54 20 of making profits, products and 0 service received in return to the BEETEL BPL ORPAT GE PANASONIC investment of the dealer in Beetel and its Benchmark Companies terms of space, stocks purchased etc.) that they get Fig 20 while dealing with Beetel. Beetel scored very low on overall value and it ranked the last. The Overall Value to the dealers is dependent on the parameters like Overall quality of telephones Overall quality of distributor‟s sales representatives Overall quality of company sales representatives Overall quality of after sales service Overall quality of ordering and delivery Overall quality of trade schemes Overall quality of marketing support Overall quality of invoicing and payments Overall relationship with the management Total Profitability So, now to find out the reason behind the low score of Beetel in the Overall Value parameter we should analyze all the above mentioned parameters. Page | 44
  44. 44. Overall Quality Of Telephones From the graph in Fig 21 we can see that Panasonic scored 100 the highest in Telephone quality 80 and Beetel scored 60 and Orpat Scores 60 73 40 60 58 60 54 also scored 60. The rank of 20 Beetel here is 2nd. So we can 0 infer that in comparison with its BEETEL BPL ORPAT GE PANASONIC competitors Beetel scored Beetel and its Benchmark Comapnies satisfactorily in this aspect. Fig 21 We can clearly understand from Quality Of Service Provided by the graph in fig 22 that in the Distributor Sales Representatives Overall quality of Distributor 100 Sales Representative aspect 80 Beetel scored very low. It has Scores 60 40 56 52 54 58 57 got only 56 out of 100 and 20 ranked after GE and Panasonic. 0 In comparison with its BEETEL BPL ORPAT GE PANASONIC competitors Beetel scored Beetel and its Benchmark Companies unsatisfactorily in this aspect. Fig 22 Page | 45
  45. 45. Frequency Of Visit by Distributor Fig 23 shows that in case of 67% of the dealers the current Sales Representatives frequency of visit of distributor Current sales representatives matched frequency of with the expectation of the visit did not match with dealers. This indicates that a the Expected major portion of the dealers are frequency Current 33% frequency of satisfied with the frequency of visit matched with the visit by the distributor sales Expected representatives. frequency 67% Fig 23 Quality Of Service Provided by Fig 24 shows that Beetel scored 51 out of 100, just below GE Company Sales Representatives with score 57, and got 2nd 100 position compared to its 80 competitors. So, we can say that Scores 60 40 51 57 48 in comparison with its 44 42 20 competitors Beetel scored 0 satisfactorily in this aspect. BEETEL BPL ORPAT GE PANASONIC Beetel and its Benchmark Comapnies Fig 24 Page | 46
  46. 46. Frequency Of Visit by Fig 25 shows that in case of 41% of the dealers the current Company Sales frequency of visit of Company Representatives sales representatives matched Current frequency with the expectation of the of visit Current matched dealers. This indicates that a frequency with the major portion of the dealers are of visit did Expected not match frequency not satisfied with the frequency with the 41% of visit by the Company sales Expected frequency representatives. 59% Fig 25 Fig 26 shows 45% of dealers Expected frequency of visit by expect company sales executive Company Sales to visit once a month, 18% Representatives dealers expect the company 2 2 sales executive to visit once in 7 3% 4% 11 once in 6 months 12% 18% 15 days and once in 3 once in 3 months 11 months.12% expect him to visit 18% once in a month once in a week.4% expect him once in 15 days to visit the dealers‟ shop once in once In a week 27 6 months and 3%wants him to never 45% never visit the shop. Fig 26 Page | 47
  47. 47. Fig 27 shows that for quality of Overall Quality of After Sales after sales service, Panasonic Service scored 63 out of 100, Orpat 100 80 scored 62, GE scored 60 and Scores 60 Beetel and BPL both scored 58. 40 58 58 62 60 63 So Beetel has got the 4th rank. 20 0 So in comparison with the BEETEL BPL ORPAT GE PANASONIC competitors Beetel is lagging Beetel and its Benchmark Companies behind in after sales service quality. Fig 27 Overall Quality Of Ordering & Fig 28 shows for quality of ordering and delivery Beetel Delivery scored 63 out of 100. GE also 100 80 scored 63. Panasonic and Orpat Scores 60 both scored 62. So Beetel has 40 63 62 63 62 20 53 occupied the 1st rank here. BPL 0 scored 53 out of 100. Beetel is BEETEL BPL ORPAT GE PANASONIC leading in comparison with Beetel and its Benchmark Companies others here. Fig 28 Fig 29 shows that Beetel got 44 Overall Quality Of Trade Schemes out of 100 with respect to the 100 quality of the trade scheme 80 aspect. Panasonic and GE got Scores 60 40 43 out of 100. After them 44 40 43 43 20 comes BPL with 40 score. In 26 0 this aspect also Beetel is BEETEL BPL ORPAT GE PANASONIC leading in comparison with Beetel and its Benchmark Comapanies others. Page | 48 Fig 29

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