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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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