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

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  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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.  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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  • 48. Fig 30 shows, for the quality of Overall Quality Of Marketing Marketing support and signage Supprot & Signages Beetel has scored 48 out of 100 100 and got the 2nd rank. Orpat is in 80 the 1st position with 54. Scores 60 40 54 Panasonic scored 43 out of 48 43 20 33 37 100.So Beetel scored 0 satisfactorily in comparison BEETEL BPL ORPAT GE PANASONIC with its competitors. Beetel and its Benchmark Companies Fig 30 Fig 31 shows that if we analyze Overall Quality Of Billing & the quality of billing and Payment payment then we can observe 100 that Beetel has got the highest, 80 63 out of 100 and Panasonic has Scores 60 40 63 58 62 57 62 got 65 out of 100 and is on the 20 2nd position. Then the other 0 competitors come. So in this BEETEL BPL ORPAT GE PANASONIC parameter, Beetel is leading. Beetel and its Benchmark Companies Fig 31 Page | 49
  • 49. Overall Relationship with the If we analyze the quality of relationship with the Management management then we get Fig 100 32 which shows that 80 Panasonic has scored 52 out of Scores 60 40 47 52 100. BPL has scored 47out of 44 45 20 38 100. GE scored 45 out of 100 0 and Beetel scored 44 out of BEETEL BPL ORPAT GE PANASONIC 100 and ranked 4th. In this Beetel and its Benchmark Companies parameter Beetel is far behind its competitors. Fig 32 Total Profitability Fig 33 shows in the total profitability parameter, 100 Panasonic scores 70 out of 100, 80 Orpat scores 66 out of 100, BPL Scores 60 70 66 40 57 56 60 scores 60 out of 100. Beetel is 20 on the 4th position and got 57. 0 GE scored 60. So the dealers‟ BEETEL BPL ORPAT GE PANASONIC perception of the total Beetel and its Benchmark Companies profitability from Beetel Handsets is low in comparison Fig 33 with its competitors. Page | 50
  • 50. Thus we can clearly infer that, in comparison with the major competitors of Beetel, like BPL, GE, Panasonic and Orpat, Beetel has low scores on Overall quality of Distributor Sales Representative, Overall Quality of after Sales Service, Overall Quality of Relationship with the Company‟s management and the Total Profitability. A further statistical analysis of these 4 parameters would help to understand the underlying problems in depth for Beetel. Statistical Analysis of the Problem Areas: Overall quality of Distributor Sales Representative- The questionnaire has 11 particular attributes of the Distributor Sales Representative on which the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair (2), Poor (1). 1. Frequency and regularity of visit to the shop 2. Responsiveness of the sales executive 3. Ability to build rapport 4. Ability to understand requirement 5. Knowledge of the sales executive 6. Ability to keep commitment 7. Ability to act as a single window for all solutions 8. Ability to plan out shelf display 9. Ease of escalating issues to the distributor if required 10. Helpfulness 11. Knowledge of the product features A factor analysis on the data collected on these 11 attributes for Beetel, would give us a clear picture of the variables which are most important to the dealers. Factor analysis: KMO and Bartlett's Test Chart 1 shows the KMO statistic of Kaiser-Meyer-Olkin Measure of Sampling sampling adequacy value is .944 viz. Adequacy. .944 greater than .5 and hence the sample can be Bartlett's Test of Approx. Chi-Square 840.280 taken to be adequate for factor analysis. Sphericity df 55 Sig. .000 Further Barlett‟s test of Sphericity also yields a significant chi-square value of Chart 1 840.3. This proves that the factoring has Page | 51 been quite effective.
  • 51. Communalities Initial Extraction frequency and regularity Beetel 1.000 .810 Responsiveness of the SE, Beetel 1.000 .915 Chart 2 shows the communality value for rapport Beetel 1.000 .945 Ability to plan out shelf display is very low Understanding and hence it does not fit very well in the Requirements Beetel 1.000 .917 Knowledge of sales factor analysis. Dropping the variable and executive Beetel 1.000 .789 again performing factor analysis would Ability to keep commitment Beetel 1.000 .791 generate better result. Ability to solve problem Beetel 1.000 .806 The communality value indicates the Ease of escalating issues Beetel 1.000 .656 percentage of variance in the particular Helpfulness& politeness of variable that is explained by the factors DSR Beetel 1.000 .796 extracted. Knowledge of Product Features Beetel 1.000 .738 Plan out shelf display Beetel 1.000 .331 Extraction Method: Principal Component Analysis. Chart 2 Communalities Initial Extraction Chart 3 shows removing Ability to plan frequency and regularity Beetel 1.000 .814 out shelf display makes the communalities Responsiveness of the SE, for all the other variables quite large. Beetel 1.000 .917 rapport Beetel 1.000 .943 Understanding Requirements Beetel 1.000 .914 Knowledge of sales executive Beetel 1.000 .788 Ability to keep commitment Beetel 1.000 .800 Ability to solve problem Beetel 1.000 .804 Ease of escalating issues Beetel 1.000 .660 Helpfulness& politeness of DSR Beetel 1.000 .806 Knowledge of Product Features Beetel 1.000 .744 Extraction Method: Principal Component Analysis. Chart 3 Page | 52
  • 52. Total Variance Explained Initial Eigen values Scree Plot % of % of Component Total Variance Total Variance 10 1 7.408 82.308 7.408 82.308 8 2 .486 5.402 Eigenvalue 3 .324 3.595 6 4 .241 2.680 4 5 .183 2.038 6 .162 1.800 2 7 .122 1.360 0 8 .039 .436 1 2 3 4 5 6 7 8 9 10 9 .034 .380 Component Number Chart 4 Figure34 33335 Extraction Method: Principal Component Analysis. Chart 4 and Fig 34 clearly shows that factor 1 having Eigen value 7.408 explains the variance most significantly. An analysis of the factor loadings would indicate which attributes fall under Factor 1. Component Matrix (a) Componen t The component matrix shows the factor 1 loadings for each variable on the unrotated frequency and regularity .902 component/factor. We can see from the Beetel Responsiveness of the SE, chart5 that factor loading for each variable Beetel .958 on Componet1 is very high. So Factor 1 rapport Beetel .971 Understanding has significant proportion of the following .956 Requirements Beetel variables: frequency and regularity of Knowledge of sales executive Beetel .888 visit to the shop, responsiveness of the Ability to keep commitment sales executive, ability to build rapport, Beetel .894 ability to understand requirement, Ability to solve problem Beetel .896 knowledge of the sales executive, ability Ease of escalating issues to keep commitment, ability to act as a Beetel .812 Helpfulness& politeness of single window for all solutions, Ease of DSR Beetel .898 escalating issues to the distributor if Knowledge of Product Features Beetel .863 required, helpfulness, knowledge of the Extraction Method: Principal Component Analysis. product features. a 1 components extracted. Page | 53 Chart 5
  • 53. Further if we analyze the factor loadings for each variable on Factor1 then we get that ability to build rapport has a factor loading of .971, followed by responsiveness of the sales executive, understand requirement, frequency and regularity of visit to the shop and so on. Now, we can do correlation analysis to know in which aspects Beetel has to improve to have a satisfactory quality of Distributor sales representatives. Correlation Analysis: Page | 54
  • 54. Correlations Understand Knowledge Knowledge Overall frequency and Responsive ing of sales Ability to keep Ability to solve Ease of Helpfullness& of Product quality Of regularity ness of the Requireme executive commitment problem Plan out shelf escalating politeness of Features DSR Beetel Beetel SE, Beetel rapport Beetel nts Beetel Beetel Beetel Beetel display Beetel issues Beetel DSR Beetel Beetel Overall quality Of DSR Pearson Correlation 1 .887** .952** .944** .942** .864** .849** .856** .539** .719** .836** .806** Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 frequency and regularity Pearson Correlation .887** 1 .916** .868** .852** .756** .767** .807** .469** .724** .753** .702** Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Responsiveness of the Pearson Correlation .952** .916** 1 .947** .946** .825** .855** .821** .512** .760** .822** .749** SE, Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 rapport Beetel Pearson Correlation .944** .868** .947** 1 .950** .867** .864** .854** .548** .752** .836** .828** Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Understanding Pearson Correlation .942** .852** .946** .950** 1 .844** .833** .820** .544** .760** .842** .783** Requirements Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Knowledge of sales Pearson Correlation .864** .756** .825** .867** .844** 1 .739** .769** .493** .611** .794** .814** executive Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Ability to keep Pearson Correlation .849** .767** .855** .864** .833** .739** 1 .765** .424** .731** .804** .726** commitment Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Ability to solve problem Pearson Correlation .856** .807** .821** .854** .820** .769** .765** 1 .511** .733** .770** .769** Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Plan out shelf display Pearson Correlation .539** .469** .512** .548** .544** .493** .424** .511** 1 .413** .419** .425** Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Ease of escalating issues Pearson Correlation .719** .724** .760** .752** .760** .611** .731** .733** .413** 1 .681** .622** Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Helpfullness& politeness Pearson Correlation .836** .753** .822** .836** .842** .794** .804** .770** .419** .681** 1 .816** of DSR Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 Knowledge of Product Pearson Correlation .806** .702** .749** .828** .783** .814** .726** .769** .425** .622** .816** 1 Features Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 N 60 60 60 60 60 60 60 60 60 60 60 60 **. Correlation is significant at the 0.01 level (1-tailed). Chart 6 Chart 6 shows that the correlation value of the variable „Ease of escalating issues to the distributor if required‟ & „Ability to plan out shelf display‟ are .719 & .539, with the overall quality of distributor sales representatives. So these to variables are not strongly correlated with the overall quality of the overall quality of distributor sales representatives. So except these two variables Beetel should improve on the other 9 variables to satisfy dealers on the Page | 55 quality of „service of the distributor sales representatives‟.
  • 55. Overall quality of After Sales Service- The questionnaire has 9 particular attributes of the After Sales Service on which the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair (2), Poor (1). 1. Efficiency of the distributor as the channel partner 2. Time taken to repair from the initial request 3. Responsiveness on status of replacement 4. Helpfulness of the distributor 5. Flexibility to accommodate dealer‟s request 6. Quality of repairs 7. Responsiveness to servicing needs 8. Ability to communicate the time involved with servicing 9. Cost of spares in out of warranty cases A factor analysis on the data collected on these 9 attributes for Beetel, would give us a clear picture of the attributes which are most important to the dealers of Beetel. Factor analysis: KMO and Bartlett's Test Chart 7 shows the KMO statistic of Kaiser-Meyer-Olkin Measure of Sampling sampling adequacy value is .809 viz. Adequacy. .809 greater than .5 and hence the sample can be Bartlett's Test of Approx. Chi-Square 325.950 taken to be adequate for factor analysis. Sphericity df 36 Sig. .000 Further Barlett‟s test of Sphericity also yields a significant chi-square value of Chart 7 325.950. This proves that the factoring has been quite effective. Page | 56
  • 56. Communalities Initial Extraction Chart 8 shows the communality value for Distributor as channel partner Beetel 1.000 .658 Flexibility to accommodate dealer‟s Time taken for repair 1.000 .698 request in out of warranty cases and Cost after request, Beetel Status of replacement of spares in out of warranty cases are very 1.000 .657 ,Beetel low and hence these do not fit very well in Helpfulness of the distributors in instrument the factor analysis. Dropping these solving within warranty, 1.000 .689 Beetel variables and again performing factor Request on out of analysis would generate better result. warranty cases, beetel 1.000 .474 Quality of repair ,Beetel 1.000 .749 The communality value indicates the Responsiveness to percentage of variance in the particular servicing needs,Beetel 1.000 .865 Time involved in variable that is explained by the factors sevicing ,Beetel 1.000 .762 extracted. Cost of spares in out of warranty cases , Beetel 1.000 .415 Extraction Method: Principal Component Analysis. Chart 8 . Communalities Initial Extraction Chart 9 shows removing Flexibility to Distributor as channel partner Beetel 1.000 .773 accommodate dealer‟s request in out of Time taken for repair warranty cases and Cost of spares in out of after request, Beetel 1.000 .766 Status of replacement warranty cases makes the communalities ,Beetel 1.000 .643 for all the other variables quite large. Helpfulness of the distributors in instrument solving within warranty, 1.000 .788 Beetel Quality of repair ,Beetel 1.000 .879 Responsiveness to servicing needs,Beetel 1.000 .835 Time involved in sevicing ,Beetel 1.000 .765 Extraction Method: Principal Component Analysis. Chart 9 Page | 57
  • 57. Total Variance Explained Extraction Sums Rotation Sums of Initial Eigen of Squared Squared Scree Plot values Loadings Loadings 5 % of % of % of Compo Varian Varian Varian 4 Eigenvalue nent Total ce Total ce Total ce 1 4.345 62.065 4.345 62.065 3.215 45.922 3 2 1.104 15.770 1.104 15.770 2.234 31.913 2 3 .717 10.239 4 .295 4.221 1 5 .237 3.384 0 6 .182 2.596 7 1 2 3 4 5 6 7 .121 1.725 Component Number Chart10 Figure35 33335 Extraction Method: Principal Component Analysis. Chart 10 and Fig 35 clearly shows that factor 1 having Eigen value 4.345 explains the variance most significantly. An analysis of the factor loadings would indicate which attributes fall under Factor 1and Factor 2. Rotated Component Matrix (a) Component Chart 11 shows the final factor loadings of 1 2 the variables. It is noticeable that Factor 1 Distributor as channel partner Beetel .867 .144 has significant proportion of the following Time taken for repair variables: Efficiency of the distributor as after request, Beetel .800 .355 Status of replacement the channel partner, Time taken to ,Beetel .762 .250 repair from the initial request, Helpfulness of the distributors in instrument Responsiveness on status of replacement, solving within warranty, .865 .199 Beetel Helpfulness of the distributor. And Quality of repair ,Beetel .101 .932 Factor 2 the following variables: Quality Responsiveness to .351 .844 of repairs, Responsiveness to servicing servicing needs,Beetel Time involved in needs, Ability to communicate the time sevicing ,Beetel .601 .636 involved with servicing. Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 3 iterations. Chart11 Page | 58
  • 58. Further if we analyze the factor loadings of each attribute in Factor 1then we get that Efficiency of the distributor as the channel partner with a factor loading of .867is the most important aspect followed by Helpfulness of the distributor, Time taken to repair from the initial request, Responsiveness on status of replacement, and in Factor 2 Quality of repairs with a factor loadings of .932 is the most important aspect followed by Responsiveness to servicing needs, Ability to communicate the time involved with servicing. Now a correlation matrix would give us a clear picture about the variables in the Overall quality of after sales service in which Beetel should improve on to satisfy its dealers. Correlation Analysis: Page | 59
  • 59. Correlations Helpfulness of the distributors in Overall quality Time taken for instument Responsiven Cost of of after sales Distributor as repair after Status of solving within Request on ess to Time involved spares in out service, channel request, replacement warranty, out of warranty Quality of servicing in sevicing of warrenty Beetel partner Beetel Beetel ,Beetel Beetel cases, beetel repair ,Beetel needs,Beetel ,Beetel cases , Beetel Overall quality of after Pearson Correlation 1 .501** .576** .460** .488** .185 .713** .865** .712** .213 sales service, Beetel Sig. (1-tailed) .000 .000 .000 .000 .079 .000 .000 .000 .051 N 60 60 60 60 60 60 60 60 60 60 Distributor as channel Pearson Correlation .501** 1 .624** .518** .868** .364** .285* .490** .496** .330** partner Beetel Sig. (1-tailed) .000 .000 .000 .000 .002 .014 .000 .000 .005 N 60 60 60 60 60 60 60 60 60 60 Time taken for repair Pearson Correlation .576** .624** 1 .715** .638** .336** .357** .555** .750** .264* after request, Beetel Sig. (1-tailed) .000 .000 .000 .000 .004 .003 .000 .000 .021 N 60 60 60 60 60 60 60 60 60 60 Status of replacement Pearson Correlation .460** .518** .715** 1 .548** .390** .292* .413** .672** .438** ,Beetel Sig. (1-tailed) .000 .000 .000 .000 .001 .012 .001 .000 .000 N 60 60 60 60 60 60 60 60 60 60 Helpfulness of the Pearson Correlation .488** .868** .638** .548** 1 .379** .346** .493** .555** .322** distributors in Sig. (1-tailed) .000 .000 .000 .000 .001 .003 .000 .000 .006 instument solving N 60 60 60 60 60 60 60 60 60 60 within warranty, Beetel Request on out of Pearson Correlation .185 .364** .336** .390** .379** 1 .246* .165 .358** .394** warranty cases, beetel Sig. (1-tailed) .079 .002 .004 .001 .001 .029 .104 .003 .001 N 60 60 60 60 60 60 60 60 60 60 Quality of repair ,Beetel Pearson Correlation .713** .285* .357** .292* .346** .246* 1 .746** .578** .237* Sig. (1-tailed) .000 .014 .003 .012 .003 .029 .000 .000 .034 N 60 60 60 60 60 60 60 60 60 60 Responsiveness to Pearson Correlation .865** .490** .555** .413** .493** .165 .746** 1 .659** .212 servicing needs,Beetel Sig. (1-tailed) .000 .000 .000 .001 .000 .104 .000 .000 .052 N 60 60 60 60 60 60 60 60 60 60 Time involved in Pearson Correlation .712** .496** .750** .672** .555** .358** .578** .659** 1 .400** sevicing ,Beetel Sig. (1-tailed) .000 .000 .000 .000 .000 .003 .000 .000 .001 N 60 60 60 60 60 60 60 60 60 60 Cost of spares in out of Pearson Correlation .213 .330** .264* .438** .322** .394** .237* .212 .400** 1 warrenty cases , Beetel Sig. (1-tailed) .051 .005 .021 .000 .006 .001 .034 .052 .001 N 60 60 60 60 60 60 60 60 60 60 **. Correlation is significant at the 0.01 level (1-tailed). *. Correlation is significant at the 0.05 level (1-tailed). Chart12 Chart 12 shows that the correlation values of the efficiency of the distributor in servicing, time taken to repair, responsiveness on the status of repair, helpfulness of the distributor in solving instrument problems in out of warranty cases, flexibility to keep dealer‟s request in out of warranty cases and cost of spares in out of warranty cases with the overall quality of after sales services are .501, .576, .460, .488, .185, .213 respectively. These low correlation values indicate that Beetel should improve on the other 3 variables to make its dealers Page | 60 satisfied with the quality of after sales service.
  • 60. The 3 variables are quality of repair, time required in servicing and responsiveness of the distributor to the servicing needs. Overall quality of Relationship with the Company’s Management- The questionnaire has 4 particular attributes of the Relationship with the Company‟s Management on which the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair (2), Poor (1). 1. Availability/Accessibility of the top 2. Responsiveness 3. Understanding of dealer‟s problem 4. Attitude of Management A factor analysis would give us a clear picture of the variables which are important to the dealers in Overall quality of relationship with the management of Beetel. KMO and Bartlett's Test Chart 13 shows that the KMO statistic Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .803 of sampling adequacy value is .803, greater than .5 and hence the sample Bartlett's Test of Approx. Chi-Square 330.796 Sphericity df 6 can be take to be adequate for factor Sig. .000 analysis. Chart13 Further Barlett‟s test of Sphericity also yields a significant chi-square value of 330.796. This proves that the factoring has been quite effective. Communalities Initial Extraction Chart 14 shows that the communality availability of accessing 1.000 .923 value for each of the variables in top management Beetel responsiveness Beetel 1.000 .950 Quality of the relationship with the understanding of dealer's problem & 1.000 .890 management is very high. So we can requirement Beetel take all the variables for factor analysis. attitude of management 1.000 .916 Beetel Extraction Method: Principal Component Analysis. Chart14 Page | 61
  • 61. Scree Plot Total Variance Explained 4 Eigenvalue 3 Initial Eigenvalues Extraction Sums of Squared Loadings 2 Component Total % of Variance Cumulative % Total % of Variance Cumulative % 1 3.678 91.951 91.951 3.678 91.951 91.951 1 2 .157 3.937 95.888 0 3 1 2 3 4 .123 3.069 98.957 4 .042 1.043 100.000 Component Number Extraction Method: Principal Component Analysis. Fig 36 Chart15 Chart 15 and fig 36 shows that Factor 1 having Eigen value 3.678 explains 91.951% of the variance. As there is only 1 factor so all the 4 variables: Availability/Accessibility of the top management, responsiveness, understanding of dealer‟s problems and requirements, attitude of the management are under Factor 1. A correlation analysis on the collected data would give us the clear picture of the attributes which are most important to make the dealers dissatisfied. The following output has been generated from the correlation analysis. Correlation: Page | 62
  • 62. Correlations availability of understanding overall accessing of dealer's quality of top problem & attitude of relationship managem responsivenes requirement management with beetel ent Beetel s Beetel Beetel Beetel overall quality of Pearson relationship with beetel Correlation 1 .557(**) .575(**) .559(**) .624(**) Sig. (1-tailed) .000 .000 .000 .000 N 60 60 60 60 60 availability of accessing Pearson top management Beetel Correlation .557(**) 1 .929(**) .886(**) .868(**) Sig. (1-tailed) .000 .000 .000 .000 N 60 60 60 60 60 responsiveness Beetel Pearson Correlation .575(**) .929(**) 1 .870(**) .937(**) Sig. (1-tailed) .000 .000 .000 .000 N 60 60 60 60 60 understanding of dealer's Pearson problem & requirement Correlation .559(**) .886(**) .870(**) 1 .865(**) Beetel Sig. (1-tailed) .000 .000 .000 .000 N 60 60 60 60 60 attitude of management Pearson Beetel Correlation .624(**) .868(**) .937(**) .865(**) 1 Sig. (1-tailed) .000 .000 .000 .000 N 60 60 60 60 60 ** Correlation is significant at the 0.01 level (1-tailed). Chart16 Chart 16 shows that the correlation value of the availability of the top management, responsiveness, understanding of dealer‟s problem, attitude of management with the Overall quality of the relationship with the company‟s management are .557,.575,.559,.624 respectively. So we can say that all the 4 variables are weakly correlated with the overall quality of the relationship with the management. So, for Beetel the quality of relationship with the top management is not dependent on any of the variables. So company need to search for the variables on which this parameter is dependent. Page | 63 .
  • 63. Total Profitability- The questionnaire has 3 particular attributes of the Relationship with the Company‟s Management on which the dealers‟ ratings were taken on a 5 point scale of Very High (5), High (4), Moderate(3),Low(2), Very Low(1). 1. Profit margins 2. Profit on schemes 3. Service margins A correlation analysis on the collected data would give us the clear picture of the attributes which are most important to the dealers. The following output has been generated from the correlation analysis. Correlation: Correlations profits on service Profitability of Profit margin scheme, margin, Beetel beetel beetel beetel Profitability of Beetel Pearson Correlation 1 .886(**) .489(**) .184 Sig. (1-tailed) .000 .000 .079 N 60 60 60 60 Profit margin beetel Pearson Correlation .886(**) 1 .553(**) .038 Sig. (1-tailed) .000 .000 .387 N 60 60 60 60 profits on scheme, beetel Pearson Correlation .489(**) .553(**) 1 .094 Sig. (1-tailed) .000 .000 .239 N 60 60 60 60 service margin, beetel Pearson Correlation .184 .038 .094 1 Sig. (1-tailed) .079 .387 .239 N 60 60 60 60 ** Correlation is significant at the 0.01 level (1-tailed). Chart17 Chart 17 shows that only the profit margin has strong significant correlation with the Total profitability. We find that Profit Margin has correlation of 0.886 with the Total Profitability and hence the most important attribute. There is no significant correlation between the total profitability and the service margin. Moreover, the correlation between the Profit on schemes and Profitability is not strong. So, Beetel should improve the Profit margin to make the dealers satisfied with the total profitability. Page | 64
  • 64. Statistical Analysis of the Relation between overall satisfaction score and individual variables’ rating: Having analyzed the problem areas in depth the next step would be to try to relate the satisfaction level of the dealers with respect to Beetel with the individual parameters i.e. 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 Now to understand the satisfaction level 2 questions have been identified in the questionnaire. They are the following: 1. How would you rate the Overall quality of products and services provided by Beetel? Excellent Very Good Good Fair Poor 5 4 3 2 1 2. How would you rate the Overall value provided by Beetel? Excellent Very Good Good Fair Poor 5 4 3 2 1 Page | 65
  • 65. The overall satisfaction level will be an overall effect of the answers to these 2 questions. Now the responses to these questions may or may not be independent. A correlation matrix along with the significance level will make it clear. Correlation: Correlations Chart 18: The correlation matrix Overall Quality of T&S overall value, clearly indicates that there exists (BEETEL) beetel significant correlation between the Overall Quality of Pearson 1 .393(**) 2 variables. T&S (BEETEL) Correlation Sig. (1-tailed) .001 N 60 60 Hence a factor analysis would be overall value, beetel Pearson .393(**) 1 ideal to find the factor loading of Correlation Sig. (1-tailed) .001 N each variable and calculate the 60 60 ** Correlation is significant at the 0.01 level (1-tailed). overall satisfaction score. Chart 18 The outputs of the factor analysis are as follows: KMO and Bartlett's Test Chart 19: The KMO statistic of sampling Kaiser-Meyer-Olkin Measure of Sampling adequacy value is .500 and hence the Adequacy. .500 sample can be taken to be adequate for Bartlett's Test of Approx. Chi-Square 9.650 factor analysis. Sphericity df 1 Sig. .002 Further Barlett‟s test of Sphericity also yields a significant chi-square value of Chart 19 9.650. This proves that the factoring has been quite effective. Total Variance Explained Component Initial Eigen values Chart 20 factor 1 having Eigen value Total % of Variance Cumulative % 1 1.393 69.653 69.653 1.393explains the variance most 2 .607 30.347 100.000 significantly. Extraction Method: Principal Component Analysis. Chart 20 Page | 66
  • 66. Component Matrix (a) Componen The factor loadings of each of the variable given t in chart 21 can be used as weights to calculate the 1 Overall Quality of overall satisfaction score for each respondent. T&S (BEETEL) .835 overall value, beetel .835 The formula for the satisfaction score would be: Extraction Method: Principal Component Analysis. a 1 components extracted. .835(rating of overall quality of products and Chart 21 services of Beetel) + .835(rating of overall value of Beetel) Now to understand how the 10 variables effect this satisfaction score a regression model can be fitted between the overall satisfaction score and the 10 variables. But first it has to be checked whether the 10 variables are independent of each other. KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Chart 22: The KMO statistic of sampling .682 adequacy value is .682 viz. greater than .5 Bartlett's Test of Approx. Chi-Square 169.001 Sphericity and hence the sample can be taken to be df 45 Sig. .000 adequate for factor analysis. Chart 22 Further Barlett‟s test of Sphericity also yields a significant chi-square value of 169.001. This proves that the factoring has been quite effective. Page | 67
  • 67. Factor Analysis: Communalities Initial Extraction Chart 23: The communality value for Profitability of Beetel 1.000 .531 overall quality of telephone, profitability, overall quality of company Beetel 1.000 .685 sales representatives, overall quality of Overall quality Of DSR Beetel 1.000 .695 after sales service, overall quality of Overall quality of 1.000 .515 ordering and delivery are very low and CSR/MDO Beetel Overall quality of after hence these do not fit very well in the 1.000 .476 sales service, Beetel factor analysis. Dropping these variables Overall Quality of Ordering&Delivery ,Beetel 1.000 .507 and again performing factor analysis would Overall quality of Trade generate better result. Schemes, Beetel 1.000 .618 overall quality of marketing The communality value indicates the support & signage Beetel 1.000 .706 percentage of variance in the particular overall quality of billing & variable that is explained by the factors payment Beetel 1.000 .634 overall quality of extracted. relationship with beetel 1.000 .670 Extraction Method: Principal Component Analysis. Chart 23 Communalities Initial Extraction Chart 24: Removing profitability, overall overall quality of telephone, Beetel 1.000 .860 quality of company sales representatives, Overall quality Of DSR 1.000 .760 overall quality of after sales service, overall Beetel Overall quality of Trade quality of ordering and delivery make the 1.000 .829 Schemes, Beetel communalities for all the other variables overall quality of marketing support & quite large. 1.000 .758 signage Beetel overall quality of billing & payment Beetel 1.000 .691 overall quality of relationship with beetel 1.000 .667 Extraction Method: Principal Component Analysis. Chart 24 Page | 68
  • 68. Total Variance Explained Extraction Sums of Component Initial Eigen values Squared Loadings Scree Plot % of % of Total Variance Total Variance 2.5 1 2.326 38.766 2.326 38.766 2.0 Eigenvalue 2 1.223 20.388 1.223 20.388 1.5 3 1.015 16.921 1.015 16.921 4 .597 9.951 1.0 5 .439 7.317 0.5 6 .399 6.656 0.0 1 2 3 4 5 6 Component Number Chart 25 Fig37 Extraction Method: Principal Component Analysis. Chart 25 and Fig 37 clearly shows that Factor 1 having Eigen value 2.326 explains the variance most significantly followed by Factor 2 and Factor 3. Rotated Component Matrix (a) Component Chart 26: The factor 1 has more 1 2 3 overall quality of significant proportion of the following telephone, Beetel -.055 .047 .924 variables: overall quality of distributor Overall quality Of DSR Beetel .861 .115 .066 sales representatives and the overall Overall quality of Trade .008 .911 .015 quality of relationship with Beetel, Schemes, Beetel overall quality of Factor 2 the following variables: overall marketing support & .295 .814 .092 quality of trade schemes, and overall signage Beetel overall quality of billing & quality of marketing support and payment Beetel .503 .067 .659 Factor 3 the following variables: overall quality of relationship with beetel .802 .145 .060 Overall quality of telephones and the Extraction Method: Principal Component Analysis. overall quality of billing and payment. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 5 iterations. Chart 26 Page | 69
  • 69. Component Matrix (a) Component Chart 27: The factor loadings of each of 1 2 3 overall quality of the variable can be used as weights to telephone, Beetel .356 .524 .677 calculate the overall satisfaction score for Overall quality Of DSR Beetel .720 .151 -.467 each respondent. Overall quality of Trade Schemes, Beetel .514 -.673 .334 The formula for the satisfaction score overall quality of would be: marketing support & .702 -.487 .167 signage Beetel overall quality of billing & .720(overall quality of distributor sales .668 .472 .146 payment Beetel representatives) + .690(overall quality of overall quality of relationship with beetel .690 .112 -.422 relationship with Beetel)- .673(overall Extraction Method: Principal Component Analysis. quality of trade schemes)-.487( overall a 3 components extracted. quality of marketing Chart 27 support)+.667(Overall quality of telephones)+.146(overall quality of billing and payment) By the above two Factor analysis I have removed the problem of multicollinearity. Hence I can apply multiple regression model taking the factor scores of these 3 Factors as 3 independent variables and the Factor score of the overall satisfaction as the dependent variable. For this purpose Regression using backward selection method has been used. Multiple Regression: Model Summary Adjusted R Std. Error of Model R R Square Square the Estimate 1 .433(a) .188 .174 .90889612 2 .613(b) .376 .354 .80396119 3 .690(c) .477 .449 .74256814 a Predictors: (Constant), REGR factor score 2 for analysis 2 b Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1 c Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1, REGR factor score 1 for analysis 2 Chart 28 Chart 28: The third regression model formed using all the 3 Factors with variables overall quality of distributor sales representatives, overall quality of relationship with Beetel, overall quality of trade schemes, overall quality of marketing support, overall quality of telephones and overall quality of billing and payment significantly explain the Page | 70 in the satisfaction score . The strength of the regression is strong with R square variance value being .477.
  • 70. It can be concluded that it is statistically possible to establish a strong regression between the satisfaction score and the 3 factors extracted from the 10 independent variables. Page | 71
  • 71. Measurement of the satisfaction level of Beetel dealers: Now, we want to know that how many Beetel dealers are satisfied with Beetel. The basic frequency analysis would give us the clear picture. Frequency Analysis: Overall Quality of Product&Services (BEETEL) Cumulative Frequency Percent Percent Valid Poor 2 3.3 3.3 Chart 29 and Fig 38; show Fair 6 10.0 13.3 that 52 dealers out of 60 i.e. Good 27 45.0 58.3 Very Good 13 21.7 80.0 45% +21.7%+ 20%=86.7% Excellent 12 20.0 100.0 of the dealers described Total 60 100.0 overall quality of products Chart 29 and services as Good, Very Good ad Excellent. 86.7% is Overall Quality of P&S (BEETEL) 50 a good quantity to say that 40 the majority of the dealers Percent 30 are satisfied with the overall 20 quality of the products and 10 services of Beetel. 0 Poor Fair Good Very Excellent Good Overall Quality of P&S (BEETEL) Fig 38 Page | 72
  • 72. Frequency Analysis: overall value, beetel overall value, beetel Cumulati 60 ve Frequency Percent Percent 50 Percent Valid Poor 5 8.3 8.3 40 Fair 19 31.7 40.0 30 Good 32 53.3 93.3 20 Very Good 3 5.0 98.3 10 Excellent 1 1.7 100.0 Total 60 100.0 0 Poor Fair Good Very Excellent Good Chart 30 overall value, beetel Fig 39 Chart 30 and Fig 39; show that 32+3+1=36 out of 60 respondents, i.e. 53.3%+5%+1.7%=60% of the respondents think that the overall value (in terms of making profits, products and service received in return to the investment of the dealer in terms of space, stocks purchased etc.) of Beetel telephone handsets are Excellent, Very Good and Good respectively. 60% is not a satisfactory figure for the company Beetel. So, we can say that dealers of Beetel are not satisfied with the Overall value provided by Beetel. Analyzing the primary data I have got that 70% of the dealers are satisfied with the overall value of Orpat, 57% are satisfied with the overall value of Panasonic and GE each. Page | 73
  • 73. Graphical Analysis of the Findings of the Relational Outcome Section: Fig 40 shows that Beetel Commitment Index has got a score of 73 out of 100 100 when it comes to the 80 76 77 commitment aspect. GE Scores 60 73 73 68 40 and Orpat have got 77 and 20 76 out of 100. So, we can 0 say that Beetel has scored BEETEL BPL ORPAT GE PANASONIC low in this aspect in Beetel and its Benchmark companies comparison with its competitors. Fig 40 Recommendation to friends to Fig 41 shows that Beetel has got a score of 77 out of 100 do Business with when it comes to the 100 ‘likelihood of Scores 80 60 77 71 recommending Beetel to 40 67 62 66 20 friends/relatives to do 0 business with’. Competitors BEETEL BPL ORPAT GE PANASONIC are lagging behind Beetel in Beetel and its Benchmark Companies this aspect. Fig 41 Fig 42 shows that Beetel has Likeliness to continue dealings got a score of 80 out of 100 100 when it comes to the 80 80 80 78 80 77 ‘likeliness to continue Scores 60 40 dealings with in the next 1 20 year’. BPL and GE also 0 scored 80 out of 100 in this BEETEL BPL ORPAT GE PANASONIC case. Although, Beetel scored Beetel and its Benchmark Companies well,it is facing tough competition from its close Page | 74 competitors in this aspect. Fig 42
  • 74. Fig 43 shows that Panasonic Likeliness to Increase Investment has got 90 out of 100, while 100 Beetel scored 67 when it 80 90 comes to the „likeliness to Scores 60 67 67 64 57 increase investment in the 40 next 1 year‟. Though Beetel 20 is in the 2nd position but there 0 is a huge difference between BEETEL BPL ORPAT GE PANASONIC Panasonic and Beetel. So Beetel and its Benchmark Companies Beetel should take care of its performance level so that the Fig 43 likelihood of increasing investment increases. Recommendation to Customers The graph in Fig 44 indicates that Most of the Beetel dealers Others (78%) recommend Beetel first 22% to the customers, when they come to the shop for purchase. Only 22% of the dealers do not recommend Beetel first to the customers. The result is Beetel satisfactory. 78% Fig 44 Page | 75
  • 75. Statistical Analysis of the relation between the likelihood to recommend telephone to friend/relatives, profitability, and Overall quality of products and services: Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives varies with different brands and different profitability. To know that Anova should be performed. Anova: Tests of Between-Subjects Effects Chart 31: The telephone brands and Dependent Variable: recommendation to friends the profitability are the two Type III Sum Mean Source of Squares df Square F Sig. independent variables here for this Corrected Model 19.917(b) 12 1.660 2.686 .004 Anova analysis. The significance Intercept 474.2 293.045 1 293.045 80 .000 level for Telephone code and TelCode 12.602 4 3.151 5.099 .001 Telephone code*profitability are profitability 4.141 4 1.035 1.676 .162 TelCode * .001 and .002, much less than .05. So 11.302 4 2.825 4.573 .002 profitability the likelihood to recommend a Error 56.844 92 .618 Total 1452.000 105 telephone varies with different Corrected Total 76.762 104 brands only but not with the b R Squared = .259 (Adjusted R Squared = .163) profitability aspect. But the Chart 31 likelihood to recommend a telephone varies with different brands and Estimated Marginal Means of recommendation to Profitability combinations. friends 5 profitability Fig 45 shows how the likeliness to Estimated Marginal Means poor recommend telephone varies with 4.5 fair good different brands of Telephone 4 very good handsets but not with the excellent profitability. 3.5 3 2.5 Beetel orpat Panasonic BPL GE Tel Code Non-estimable means are not plotted Fig 45 Page | 76
  • 76. Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives varies with Overall quality of products and services. To know that one way Anova should be performed. Estimated Marginal Means of recommendation to friends 4.5 Marginal Means Tests of Between-Subjects Effects Estimated 4 Dependent Variable: recommendation to friends Type III Sum Mean 3.5 Source of Squares df Square F Sig. 3 Corrected Model 17.807a 4 4.452 7.6 .000 Intercept 436.096 1 436.096 740 .000 2.5 OverallQualityofTS 17.807 4 4.452 7.6 .000 poor fair good very excellent Error 58.955 100 .590 good Total 1452.000 105 Overall Quality of T&S Corrected Total 76.762 104 a. R Squared = .232 (Adjusted R Squared = .201) Chart 32 Fig 46 Chart 32 and Fig 46 shows that the significance level for overall quality of products and services is very low (.000). So the likeliness to recommend telephone brands to friends to do business with varies with the overall quality of the products and services. Now, to know the reasons of a high score of Beetel in the „recommendation to friends to do business with‟ instead of its low score in „profitability‟ variable we can do correlation analysis. Correlation Analysis: Correlations recommend Overall Quality ation beetel continuation Profitability of T&S to friends Loyalty beetel Beetel of Beetel (BEETEL) recommendation Pearson Correlation 1 .536** .343** .166 .484** beetel to friends Sig. (1-tailed) .000 .004 .102 .000 N 60 60 60 60 60 Loyalty beetel Pearson Correlation .536** 1 .306** .207 .395** Sig. (1-tailed) .000 .009 .057 .001 N 60 60 60 60 60 continuation Beetel Pearson Correlation .343** .306** 1 .034 .268* Sig. (1-tailed) .004 .009 .399 .019 N 60 60 60 60 60 Profitability of Beetel Pearson Correlation .166 .207 .034 1 .253* Sig. (1-tailed) .102 .057 .399 .026 N 60 60 60 60 60 Overall Quality of Pearson Correlation .484** .395** .268* .253* 1 T&S (BEETEL) Sig. (1-tailed) .000 .001 .019 .026 N 60 60 60 60 60 **. Correlation is significant at the 0.01 level (1-tailed). *. Correlation is significant at the 0.05 level (1-tailed). Chart 33 Page | 77
  • 77. From chart 33 we can see that the likeliness to recommend Beetel to friends is significantly positively correlated with the „loyalty to Beetel‟, „likeliness to continue with Beetel‟, and the „overall quality of the products & services‟. But the correlation values are not much strong. There is no significant correlation between the likeliness to recommend Beetel to friends and the total profitability. So the likeliness to recommend to friends to do business with Beetel does not depend at all on the „Profitability‟ of Beetel. Correlations Overall Quality Profitability of T&S Loyalty beetel of Beetel (BEETEL) Loyalty beetel Pearson Correlation 1 .207 .395** Sig. (1-tailed) .057 .001 N 60 60 60 Profitability of Beetel Pearson Correlation .207 1 .253* Sig. (1-tailed) .057 .026 N 60 60 60 Overall Quality of Pearson Correlation .395** .253* 1 T&S (BEETEL) Sig. (1-tailed) .001 .026 N 60 60 60 **. Correlation is significant at the 0.01 level (1-tailed). *. Correlation is significant at the 0.05 level (1-tailed). Chart 34 Chart 34 shows that the loyalty to Beetel is not significantly correlated with the profitability. So to improve the loyalty towards Beetel, the company should pay attention to increase the overall quality of the products and services aspect as it is positively correlated with loyalty of Beetel dealers towards it. Page | 78
  • 78. FINDINGS 1) Major Competitors: Other than Beetel, it has been found that 45, 42 and 33 dealers are dealing in BPL, GE and Panasonic. So we can say these three companies are the competent competitors of Beetel. 2) Share of landline phone business: In the total business of the dealers including Telecom/mobile phones, Electronic white goods, Home appliances, IT products etc., it has been found that 70% of the dealers are having fixed phone business contributing less than 15% of their total business, and not a single dealer have fixed phone business of more than 75% of the total business. These figures indicate that the overall landline telephone business is on the declining stage of its product life cycle. 3) Sales of Beetel in proportion with its Competitors: Among the total landline phone business in the market among 60 dealers, 52% of the dealers agreeing to the fact that Beetel is contributing more than 50% of the total landline phone business in their store. So we can say that for majority of the Beetel dealers the sales volume of Beetel is satisfactory. 4) Satisfaction Score: It has been found that the satisfaction score of Beetel dealers is dependent on the overall quality of telephones, overall quality of the distributor sales representatives, overall quality of the marketing support & signage, overall quality of the trade schemes, overall quality of billing and payment and lastly on overall quality of the relationship with the management. Among these Beetel scored low in overall quality of the distributor sales representatives and in overall quality of the relationship with the management. To score high in the first one Beetel should improve on the frequency of visiting shop, responsiveness, rapport, ability to understand requirement, knowledge, ability to keep commitment, ability to solve problems, helpfulness, knowledge of the distributor sales representatives. It has been found that only 67% of the dealers are satisfied with the current frequency of visit by the Distributor Sales Representatives. Page | 79
  • 79. 5 ) Expected frequency of the Company sales representatives: 45% of the dealers said that they want the company sales representative to visit their shop once in a month. On the other hand 3% of the dealers said that they don‟t want the company sales representative to visit their shop. This may be because some of the dealers think that the distributor sales representative is enough for serving them. 6) Overall Quality of the Products and services of Beetel: It has been found that out of that Beetel dealers are satisfied with the feedback that they get from the customers about the quality of telephone handsets and the services. 87% of the Beetel dealers are satisfied with the products and services of Beetel. But Panasonic is its close competitor. 7) Overall Value of Beetel: It was found that the total value i.e. what the dealers get in terms of making profits, products and services received, as well as the relationship enjoyed, in relation to what they give in terms of their investment in space, stocks purchased, people employed as well as their own time and effort, they get from the companies, dealers are not satisfied with Beetel. Dealers are satisfied with BPL most. Only 60 % of the Beetel dealers have rated the overall value they get from Beetel as Excellent, Very good and Good. In this parameter Beetel did not score well also. 8) Quality of After Sales Service of Beetel: The dealers are not at all satisfied in comparison with its competitors in case of the overall quality of after sales service. Dealers are mostly satisfied with Panasonic and Orpat. To improve the quality of after sales service Beetel needs to improve on the quality of repair, responsiveness and ability to communicate the time involved. 9) Overall Profitability of Beetel: As per the total profitability i.e. the profit masrgin, profit on schemes or the service margin is concerned, dealers are not at all satisfied with the total profitability they get from Beetel products with comparison with its competitors. Panasonic gives the highest satisfaction. To improve the profitability of the dealers Beetel have to increase the profit margin. Page | 80
  • 80. 10) Loyalty and Commitment towards Beetel: Most of the dealers are not feeling much loyal or committed towards Beetel in comparison with its competitors, as a company. Beetel dealers are much loyal to Orpat and GE. It has been found out that to increase the loyalty towards Beetel, the overall quality of products and services should be much better. 11) Likeliness to continue with Beetel for the next one year: Most of the dealers want to continue dealings with Beetel in the next 1 year. 12) Likeliness to increase the share of investment in Beetel products: Dealers are interested to increase the share of investment in Beetel products, but most of them also want to increase their share in Panasonic products. 13) Likelihood of Recommending Beetel to friend to do business with: Likelihood of recommending Beetel to friends to do business with is more than its competitors. It has been found that there is no dependence of the recommendation aspect and the total profitability aspect. The likelihood of recommending Beetel to do business with is more than any of its competitors while the dealers are not at all satisfied with its profitability. From the analysis it has been found out that the likelihood of recommendation is different for different quality of products and services. Respondents who feel the quality of product & services poor for Beetel, for them the likelihood of recommendation of Beetel is lowest. It increases with the quality not with profitability. As the concern of the customer is the product and service quality, and Beetel scores high in this aspect, so the sales volume is high for Beetel in comparison with its competitors. Hence, the likelihood of recommending Beetel to do business with is also high. Likelihood of recommending Beetel is also dependent on the loyalty and likeliness of continuing business. 14) Likeliness of recommending Beetel to customers first: It has been found that every dealer recommend phones to their customers. Among them, 78% recommend Beetel to their customers first when they come to the shop. It‟s a good proportion. Page | 81
  • 81. 15) Others: It was found from the primary source that GE happens to be one of the major competitors of Beetel in the current market scenario, but according to the secondary data it was found that Beetel have signed an agreement with Atlinks company, the world‟s largest phone manufacturers who manufactures GE phones. From 2005 Beetel is manufacturing and marketing GE phone in India. SWOT Analysis: Strengths: 85% of the dealers think Beetel to be financially strong. 85% of the dealers think Beetel to be leading telephone manufacturer in India. 78%of the dealers think Beetel to be superior technology user. 87% of the dealers think Beetel to be customer-oriented company. 91%of the dealers think Beetel has fair trade practices. 78% of the dealers think Beetel is an innovative company. 91%of the dealers think Beetel manufactures telephones suitable for all. Strong goodwill for more than 15 years. 78% of the dealers mostly prefer to deal with Beetel. 85% of the dealers mostly deal with Beetel. 52% of the Beetel dealers sell Beetel more than 50% of their total telephone sales. 78% of the dealers recommend Beetel to the customers first. Dealers are satisfied with the quality of overall quality of trade schemes, overall quality of marketing support, overall quality of telephones and overall quality of billing and payment. High likeliness to recommend Beetel, likeliness to continue dealings and likeliness to increase investment in next 1 year. Weaknesses: Have two distributors in Kolkata itself, who supplies to same dealers. Thus dealers are getting biased about the distributors and the revenue generation of the company is getting hampered. Page | 82
  • 82. Unsatisfactory responsiveness, poor understanding of the dealer‟s requirement, poor ability to keep commitment, poor knowledge of the product of the distributor sales representatives. Unsatisfactory responsiveness & helpfulness of the distributor, poor quality of repairs, and inability to communicate the time for after sales service. Dissatisfactory credit facility. Low level of loyalty of dealers to Beetel telephone. Low profitability and value that the dealers get. Dissatisfactory relationship with the management. Opportunities: A market share of 50% in the current scenario. Around 78% of the dealers likely to recommend Beetel to the customer first. Highly demanding scheme of one year replacement guarantee. Growing wireless land phones market. Dealers do agree that if the company comes up with other new products like IT products or mobile phones it will do well in the market. High demand of the basic phones of Beetel. Threats: Growing market share of the strong competitors like BPL, Panasonic and GE. Controversies between the two distributors affecting the sales volume of handsets to the dealers. Telephone handset business is in the declining stage of its life cycle. Low profit margin. The time taken for repairing the handsets is very long than normal time period. Telephone handsets, imported from China, could not be repaired easily by the company. Many dealers winded up their business being dissatisfied with the overall value of Beetel. BCG Matrix: In the BCG matrix Beetel telephone handset would come in the „Cash Cow‟ division. Because Beetel telephone handset has got a relatively large market share. But the market growth is low. So, the proper steps can be to enter into new market where the product can be sold or to harvest the asset of this business and with that cash flows invest into another business. Page | 83
  • 83. CONCLUSION AND RECOMMENDATIONS From the above analysis the following things are clear: Beetel currently has the highest market share among its telephone dealers. However Panasonic, BPL, GE and Orpat are the major competitors who are growing fast and slowly eating away from Beetel‟s market share pie. The problems that Beetel‟s dealers are complaining about are the overall quality of the distributor sales representatives, overall quality of after sales service, overall quality of relationship with the management, and the total profitability. But later from the analysis we can infer that the overall quality of after sales service and the total profitability has got no effect on the overall satisfaction score of the dealers of Beetel. So my recommendations to improve the performance and satisfaction level of Beetel dealers are as follows: To delight the dealers Beetel should emphasize on the overall quality of distributor sales representatives, overall quality of relationship with Beetel, overall quality of trade schemes, overall quality of marketing support, overall quality of telephones and overall quality of billing and payment. Distributors have to recruit responsive sales executive, who can build rapport, understand requirement, knowledgeable, helpful and can keep commitment. As the landline set business is in its declining stage, so Beetel have to use Push strategy (with the help of sales promotions like POP materials, free gifts, contests, lucrative trade schemes etc.) to induce dealers to carry, promote & sell the products to end users. In this highly competitive market, where demand is low and supply is high, in the short run Beetel should lower the price of its basic phones instead of increasing it to penetrate the market. The company should more emphasis on the fast moving phones in the market i.e. the fixed base phones than the feature or the cordless phones. The company should appoint one strong distributor per city to avoid the competition between the distributors to sell the same products. Although the company is marketing GE products, it should concentrate on its parent brand as it loosing importance. Page | 84
  • 84. The company should improve its after sales service by improving on the quality of repair, responsiveness on the servicing needs, and communication of the time involved with servicing. 27% of the Beetel dealers suggested to improve the behavior of the distributor sales representatives, as in they should be more interactive. To increase the likeliness to recommend to friends to do business with and the loyalty towards Beetel, Beetel should improve on the „overall quality of products and services‟. 25% of the dealers suggested improving the quality of the materials used for telephone parts. 25% of the Beetel dealers said that the battery quality should be improved. 55% of the dealers suggested that the company sales representatives should visit the dealer at least once a month. 34% of the dealers suggested that the time taken to service the telephone should be less (not more than 2 days). 30%of the dealers suggested that the delivery should be provided as per the order given. 30% of the dealers suggested that the promotional activities of Beetel should increase. 37% of the dealers suggested that Beetel should provide more POP materials (danglers, posters, streamers, glow sign board). 43% of the dealers suggested that Beetel should provide credit facility to them. 38% of the dealers suggested that Beetel should advertise more to attract customers, among which57% of the dealers said that they want advertisement in the local news paper and on the hoardings. Page | 85
  • 85. APPENDICES Page | 86
  • 86. Page | 87
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  • 105. REFERENCES www.wikipedia.org www.imrbint.com http://beetel.net/?page=profile_modified http://www.panasonic.co.in/web/productssolutions/communications/telephone/analoguecordlesspho ne http://www.geappliances.com/electronics/ http://www.blonnet.com/2003/09/09/stories/2003090901671700.htm http://www.hindu,com/2007/07/19/stories/2007071955200500.htm www.rediff.com Naresh K. Malhotra. Market Research An Applied Orientation, Fifth Edition, Delhi: Pearson Education (Singapore) Pte. Ltd.,2005 Darren George and Paul Mallery. SPSS for Windows Step by Step, Sixth edition, Delhi: Pearson Education (Singapore) Pte. Ltd.,2005 Principles of Marketing – Philip Kotler and Garry Amstrong, a Tata McGraw publication. Page | 106