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Metro's in the making

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This report provides an extensive analysis and evaluation of the different attributes of the consumer category in the mini-metros in India andhow we understand their range and thereby knowing the …

This report provides an extensive analysis and evaluation of the different attributes of the consumer category in the mini-metros in India andhow we understand their range and thereby knowing the sales pitch for those types of consumers. As we understand the general concept, Sales Management is one of the most important elements for the success of modern organizations. It may be one of the most critical roles that influence the success of an organization. Here, you are closest to two important corporate assets: customers and the sales team. The report also draws attention to the different sales strategies that can be applied in the different industries depending upon the cities, which we have selected.

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  • 1. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT PUNE A PROJECT REPORT ON “SALES MANAGEMENT: “Metros in the Making!” A Report submitted in partial fulfillment of the requirement for the award of the degree of Master of Business Administration. Under the Esteemed Guidance of Dr. Pranab Deb Faculty IIPM, PUNE Project Analyzed & Documented By: - • Dixita Porwal, PGP/FW/10-12/ISBE-A • Pratik Gandhi, UGP/FW/09-12/IIPM • Rajwin Patel, UGP/FW/09-12/ISBE • Sagar A. Agrawal, UGP/FW/09-12/IIPM • Sneha Chandan, PGP/FW/10-12/ISBE-A    
  • 2. Sales Management - Metro’s in the Making   2     Metros in the Making!!                                                                                                                                                                  Page   2    
  • 3. Sales Management - Metro’s in the Making   3     AcknowledgementWe heartily thank our Project in-charge, Dr. Pranab Deb, Faculty IIPM, Pune .Whose encouragement, guidance and support from the initial to the final levelenabled me to develop an understanding of the subject. We are grateful for Sir’scontribution towards the execution of our project.Lastly, we offer our regards and blessings to all of those who supported us in anyrespect during the completion of the Research.                                                                                                                                                                                      Page   3    
  • 4. Sales Management - Metro’s in the Making   4     AbstractThe inclusive development is taking place through superior connectivity and betterinfrastructure in these cities. Therefore demand there might not be the same inquality as is in primary and secondary cities but it is growing by the day, andhaving a presence there is becoming critical for the marketers, manufacturers andretailers to cater for changing lifestyles in these cities as well. It would benoteworthy for retailers as well as manufacturers and marketers of consumerproduct companies that are always on the lookout for newer markets or potentialhubs for consumerism, to understand the implications these investments will haveon the economic growth of these hot-spots and even their nearby towns andvillages. These hot-spots are going to bring to the forefront the next wave of newcities that real-estate developers, healthcare and education providers, consumerproduct companies as well as retailers would be interested in looking at in order togain ‘first mover’ advantage and a foothold in the market.                                                                                                                                                                          Page   4    
  • 5. Sales Management - Metro’s in the Making   5     Executive Summary  This report provides an extensive analysis and evaluation of the different attributesof the consumer category in the mini-metros in India andhow we understand theirrange and thereby knowing the sales pitch for those types of consumers.  As we understand the general concept, Sales Management is one of the mostimportant elements for the success of modern organizations. It may be one of themost critical roles that influence the success of an organization. Here, you areclosest to two important corporate assets: customers and the sales team. The reportalso draws attention to the different sales strategies that can be applied in thedifferent industries depending upon the cities, which we have selected.                                                                                                                                                                  Page   5    
  • 6. Sales Management - Metro’s in the Making   6     IndexS.r. no. Topic Page no.1 Introduction to the Project 072 Methodology 083 Analysis 094 Top 6 Cities 355 Sales Strategies 436 Cases 447 Conclusion 538 Recommendation 559 Bibliography 56                                                                                                                                                                  Page   6    
  • 7. Sales Management - Metro’s in the Making   7     Introduction to the ProjectAs metro cities turn lumbering giants, unable to be ready with infrastructure asexpectations rise or lay out comforts for a better life, fleet-footed Tier-2 and -3cities can steal a march on them in attracting industries and businesses.Less-crowded cities give more operational convenience to companies. Peopletaking up jobs in these places find an amiable living environment, with no madrush to corner comforts. For industry and people, the future lies in those places.Several recent studies have signaled the coming shift.The project demystifies the paradigm shift in the sales mix of the emerging mini-metros and thereby the designs sales strategies accordingly.Sales Management is all about Planning, Directing and control of Personal Selling,including recruiting, selecting, equipping, assigning, routing, supervising, payingand motivating. The project takes this term to a next level revealing possibleoutcomes for designing a sales strategy for the Mini Metros.                                                                                                                                                                  Page   7    
  • 8. Sales Management - Metro’s in the Making   8     MethodologyBackground:  Duration of Research – 1 Month  Target Audience – SEC-ABC, AGE-GROUP 15- 24, 25-34, 35+To get the proper inferences of the research, it was necessary for having a questionbank through which we could asses the market situation of Mini-metros. Everyquestion was researched and analyzed through the soft wares (IRS, TGI, TAM)available to use.The major comparisons were made over the mini-metros benchmarking with themetros, over years.The first step was to find out the cities falling under 10-40 Lakh market grids andeventually finding out the cluster of the cities, which were more upcoming, andfast growing within those market grids.And it was done by the different parameters listed below:  Profiling the 10-40 Lakh market / Mini-Metro Consumer  The Socio-Economic Classification  TAM (Television Audience Measurement)  TGI (Target Group Index)  IRS (Indian Readership survey)  Profiling the 10-40 Lakh market / Mini-Metro Consumer                                                                                                                                                                  Page   8    
  • 9. Sales Management - Metro’s in the Making   9    Almost everyone associated with retailing, marketing, media and consumereconomics is required to deal with SEC categories. These categories are importantas they help in effectively segmenting markets and targeting communication tocore consumers.  The SEC Classification (also called the Socio-Economic Classification) is aclassification of households used by surveyors, marketresearchers, media and marketing companies in India to categorize consumerbehavior. Originally developed by IMRB International as a way ofunderstanding market segments, and consumer behaviour it was standardized andadopted by the Market Research Society of India in the mid-1980s as a measure ofsocio-economic class and is now commonly used as a segmentation tool in India.The SEC Classification consists of two grids:-  The Urban SEC Grid, which uses Education levels and Occupational criteria of the Chief Wage Earner (CWE) of a household as measures to determine socio- economic classification, and segments urban India into 7 groups (A1 to E2) and  The Rural SEC Grid, which uses Education and Type of House (pucca, semi- pucca, and katcha) as measures of socio-economic class, and segments rural India into 4 groups (R1,R2,R3,R4)                                                                                                                                                                  Page   9    
  • 10. Sales Management - Metro’s in the Making   10    These grids are used to determine the consumption preferences, and purchasingpower of households, and are common tools used by social and businessresearchers working in India. The SEC grid does not use family income levels as ameasure as this data is hard to collect and it has been demonstrated that educationlevels and occupation criteria in India are better determinants of consumerpreference. The methodology used in these tools differs from the HouseholdPotential Index, which measures consumption intensity.                                                                                                                                                                  Page   10    
  • 11. Sales Management - Metro’s in the Making   11                                                                                                                                                                      Page   11    
  • 12. Sales Management - Metro’s in the Making   12      TAM (Television Audience Measurement)Television, in nearly every country around the world, has become the dominantmedium for information, commercial communication and entertainment. This hasled to the ever-increasing desire by broadcasters, advertisers and advertisingagencies to have accurate, consistent and detailed information about TV audiences.TAM (Television Audience Measurement) is the specialised branch of mediaresearch, dedicated to quantifying (size) and qualifying (characteristics) thisdetailed television audience information.Ratings, the “Common Currency”With the billions of dollars spent annually on TV programs and commercials,reliable TV audience information is required to evaluate and maximise theeffectiveness of this investment. TAM-Media Xpress Software – Input Screen                                                                                                                                                                  Page   12    
  • 13. Sales Management - Metro’s in the Making   13      TGI (Target Group Index) TGI Net will inform your marketing strategy by enabling a truly in-depth understanding of your target audience’s internet behaviour. TGI (Target Group Index) is the original and pre-eminent single-source marketing and media survey. TGI Net is a fusion of two industry-leading datasets, Internet Monitor and TGI. Internet Monitor gives a detailed and reliable picture of the GB Internet market. TGI provides an unrivalled breadth of data on a sample of c. 25,000 adults in Britain every year, covering product and brand usage, lifestyle and media consumption. TGI includes 4,000 brands in 500 categories across the following sectors:  Appliances and durables  Clothing  Confectionery  Drink  Financial Services  Food  Holidays and Travel  Household Products  Leisure  Motoring  Pharmaceutical and chemists products                                                                                                                                                                  Page   13    
  • 14. Sales Management - Metro’s in the Making   14      Shopping  Tobacco  Toiletries and cosmetics TGI SOFTWARE – INPUT SCREEN                                                                                                                                                                  Page   14    
  • 15. Sales Management - Metro’s in the Making   15      IndianReadership Survey (IRS)IRS (Indian Readership Survey) is the largest continuous study of the world with asample size of more than 250,000 households across India. It has been providinginvaluable information to the media and marketing fraternity since 1997.IRS is the single source survey for media and product ownership/usage. The primeobjective of the study is to collect readership information from a cross-section ofindividuals, in great detail, so as to present a true and unbiased picture of theirreadership habits. On the media front, it also captures information on televisionand cinema viewing habits, radio listening habits and Internet usage. In addition tothis, IRS captures information on various FMCG (Fast Moving Consumer Goods)products, usage and consumption and durable ownership amongst households.Since media and product ownership/ consumption information is captured from thesame household, it enables linkages between the media and product data. IRSequips you with information that is truly reflective of the Indian population formaking informed decisions.IRS covers information on over 100 product categories. IRS information isavailable in user-friendly software and is the essential tool for category, brand andmedia understanding.IRS Software –INPUT Screen                                                                                                                                                                  Page   15    
  • 16. Sales Management - Metro’s in the Making   16     Research ParametersQ1. What is the SEC split among 10-40 L towns v/s top 6 metros v/s Rest of Urban India? How has this changed over the years? A- Which SECare growing &are stagnant. (Do this at minute level taking SEC A1+, A1/A2, B1/B2 etc. as separate) B- Quantify the middle class in the 10-40 Lakh towns of India?Q2. Have new-age jobs caught on the Mini-Metros?TGI 2010, Compare with Top 6 Metros (Combined) -­‐ Use both TGI and IRS to answer this question -­‐ Break up population into SEC A, SEC BC, SEC DE; only A, and BC in TGI -­‐ Beak up population into 15-24, 25-34, 35+ -­‐ Break up on basis of sex as well -­‐ See the % of people working in new-age occupations -­‐ Which are the occupations that are catching on now?Q3. Profile the markets in the 10-40 L town class segment (Town wise) A- SEC profile town-wise of the 10-40 L bracket, compared to top 6 metros (IRS) -­‐ Is there a distinct pattern that emerges between North, South, East & West B- Ownership of durables and FMCG in 10-40 L bracket by market (Only SEC AB) -­‐ Penetration of up-scale, and mid-range HH durables, FMCG categories -­‐ Benchmark with Top 6 MetrosQ4. Youth in the 10-40 L town class bracket v/s Metros?{Using TGI, TG - SEC AB 15-24} A- Psychographics - Key Differences versus 6 metros -­‐ How has this changed from 5 years back B- Starting earning age - Differences versus 6 metros C- Leisure Touch-points: Key Differences versus 6 metros (Malls, Multiplexes, Coffee Shops, Discos, Multinational Fast Food Restaurants, Gyms, Hobby Classes / Vocational Classes, Theme Parks) D- Day in the Life                                                                                                                                                                  Page   16    
  • 17. Sales Management - Metro’s in the Making   17    Q5. Media Behavior in the 10-40 L town class bracket v/s Metros?{Using TGI , TG - SEC AB 15-24 } A- Media Penetration 6 Metros v/s 10-40 L Towns -­‐ Where have mediums like mobile and Internetin specific growing the fastest? -­‐ Has TV time spent come down in any of the cities?{Using TAM, TG - SEC AB 15-24} B- Have reality shows grown in a major way on television among the youth? -­‐ Do they generate higher ratings versus soaps & serials?                                                                                                                                                                  Page   17    
  • 18. Sales Management - Metro’s in the Making   18     Analysis The entire project is based on the comparative study of Mini-metro consumer market with List of 10-40 L towns Metro market. 1 Surat 2 Kanpur 3 Jaipur Following  is  the  list  of   4 Lucknow town/cities  falling  under  10-­‐40   5 Nagpur Lakh  town  market  &  are   6 Patnaconsidered  in  the  entire  project.   7 Indore 8 Vadodara   9 Coimbatore 10 Bhopal 11 Ludhiana 12 Visakhapatnam 13 Nashik 14 Agra 15 Faridabad Top  6  Metro   16 Kochi considered  in  the   17 Rajkot entire  project.     18 Meerut 19 Jamshedpur List of Metro 20 Madurai 1 Mumbai 21 Amritsar 2 Delhi 22 Bhuvaneshwar 3 Chennai 23 Varanasi 4 Bangalore 24 Allahabad 5 Kolkata 25 Dhanbad 6 Hyderabad 26 Chandigarh 27 Aurangabad 28 Vijayawada                                                                                                                                                                  Page   18    
  • 19. Sales Management - Metro’s in the Making   19     From the list of the 28 cities we would be studying on the 6 cities mentioned below List of 10-40 L towns 1 Surat 2 Kanpur 3 Jaipur 4 Lucknow 5 Nagpur 6 Patna 7 Indore 8 Vadodara List of Cities studied further 9 Coimbatore 10 Bhopal 1 Bhuvaneshwar 11 Ludhiana 2 Coimbatore 12 Visakhapatnam 3 Lucknow 13 Nashik 4 Nagpur 14 Agra 5 Indore Surat 15 Faridabad 6 16 Kochi 17 Rajkot 18 Meerut 19 Jamshedpur 20 Madurai 21 Amritsar 22 Bhuvaneshwar 23 Varanasi 24 Allahabad 25 Dhanbad 26 Chandigarh 27 Aurangabad 28 Vijayawada                                                                                                                                                                  Page   19    
  • 20. Sales Management - Metro’s in the Making   20     Findings & Analysis based on Research Parameter (Listed above)Q1. What is the SEC split among 10-40 L towns v/s top 6 metros v/s Rest of Urban India? How has this changed over the years? A- Which SECs are growing &are stagnant. ( Do this at minute level taking SEC A1+, A1/A2, B1/B2 etc. as separate) Section A: 10-40 Lakh towns SEC 2010 2008 2005 A1 4.9 4.1 4.2 A2 9.1 8.1 7.7 B1 8.6 7.9 8.5 B2 8.1 7.8 8.1 C 20.8 20.8 22.1 D 22.6 23.2 23.3 E1 10.7 11.2 10.6 E2 15.1 16.8 15.5 25.0   20.0   15.0   2010   2008   10.0   2005   5.0   0.0   A1   A2   B1   B2   C   D   E1   E2   Findings& Analysis 10-40 Lakh towns Growing SEC: A1,A2,B1 Stagnant SEC: B2,C                                                                                                                                                                  Page   20    
  • 21. Sales Management - Metro’s in the Making   21     Rest of Urban 2010 2008 2005 A1 2.1 2.3 2.2 A2 5.6 6.2 5.9 B1 7.5 7.9 8.0 B2 8.6 8.8 8.6 C 19.7 19.6 19.8 D 23.5 23.5 23.6 E1 12.6 12.5 12.2 E2 20.3 19.2 19.8 25.0   20.0   15.0   2010   2008   10.0   2005   5.0   0.0   A1   A2   B1   B2   C   D   E1   E2   Findings & Analysis Rest of Urban Growing SEC: C, E2 Stagnant SEC: B2, D                                                                                                                                                                  Page   21    
  • 22. Sales Management - Metro’s in the Making   22     TOP 6 metros 2010 2008 2005 A1 6.4 6.6 6.9 A2 9.4 9.1 9.0 B1 10.7 10.0 10.4 B2 8.7 8.5 8.5 C 23.1 21.7 21.7 D 21.1 21.8 21.8 E1 8.4 9.2 9.3 E2 12.3 13.0 12.5 25.0   20.0   15.0   2010   2008   10.0   2005   5.0   0.0   A1   A2   B1   B2   C   D   E1   E2   Findings & Analysis TOP 6 metros Growing SEC: A2, B1, C Stagnant SEC: A1.B2, E2                                                                                                                                                                  Page   22    
  • 23. Sales Management - Metro’s in the Making   23    Q2. What is the SEC split among 10-40 L towns v/s top 6 metros v/s Rest of Urban India? How has this changed over the years? A- Quantify the middle class in the 10-40 Lakh towns of India? Clustered the income range into A, B & C 2010 32.62 A 500-4000 34.91 B 4000-8000 32.47 C 8000-100000+ 2008 37.1 A 500-3000 36.7 B 3000-5000 26.3 C 5000-100000+ 2005 25.4 A 500-2000 45.0 B 2000-5000 29.7 C 5000-100000+ Middle class falling under - Cluster B SEC 2010-B 2005-B INDEX A1 0.6 0.6 100 A2 7.1 2.5 284 B1 8.9 5.7 156.1 B2 11 10.3 106.8 C 23.5 29 81.0 D 25.9 30.1 86.0 E1 11.1 9.8 113.3 E2 11.9 12.1 98.3 Findings & Analysis  The growing SEC is A2, B1 & B2  Middle class i.e. 70% of (B) population falls under SEC B2, C& D                                                                                                                                                                  Page   23    
  • 24. Sales Management - Metro’s in the Making   24    Q3. Have new-age jobs caught on the Mini-Metros?TGI 2010, Compare with Top 6 Metros (Combined)- Which are the occupations that are catching on now? Jobs/occupation was categorized into three categories:  T – Traditional jobs Jobs like: Government, legal, financial, manufacturing, Science, Technology, Engineering, Production, Transport, and Mining etc.  S – Semi traditional jobs Jobs like: Construction, Education, Health, Welfare, Marketing/Advertising/Public Relations, Scientist/Physicist/Mathematician, teachers/professors etc.  N – New Age jobs Jobs like: Author/Writer/Journalist, Artist/Designer, Sportsman, Architecture/Planning/Surveying, IT/Computing/Data Processing, Hotels, Catering, Retail, & Distribution etc. SEC F 25-34 F 35+ T 52.6 T 86.1 S 93.2 S 118.7 A N 69.3 N 27.2 T 7.4 T 135.4 S 35 S 128.9 BC N 73.6 N 88.1 Findings & Analysis- Table 1 In the Mini-metro market, Females 35+ SEC-A - has caught on to Semi traditional jobs as compared to metros & Females 35+ SEC-BC has caught on to both Semi traditional jobs & New Age jobs compared to metros.                                                                                                                                                                  Page   24    
  • 25. Sales Management - Metro’s in the Making   25    Whereas Females 25-34SEC-A is catching up more with Semi traditional jobs &Females 25-34 SEC-BC are more catching up New Age jobs compared to metros.SEC M 25-34 M 35+ T 88.5 T 125.2 S 99.2 S 91.2A N 93.1 N 68.2 T 92.8 T 113.2 S 101.3 S 110.6BC N 79.5 N 87.6 Findings & Analysis - Table 2In the Mini-metro market, Males 35+ SEC-A - has caught on to Traditional jobs ascompared to metros & Males 35+ SEC-BC has caught on to both Traditional jobs& Semi traditional jobs compared to metros.Where as Males 25-34 SEC-A is catching up more with Semi traditional jobs &New Age jobs & Males 25-34 SEC-BC has caught on to Semi traditional jobs ascompared to metros.                                                                                                                                                                  Page   25    
  • 26. Sales Management - Metro’s in the Making   26    Q4-A. Profile the markets in the 10-40 L town class segment (Town wise) A- SEC profile town-wise of the 10-40 L bracket, compared to top 6 metros (IRS) -­‐ Is there a distinct pattern that emerges between North, South, East & West Top 5 cities falling in 10-40 SEC-A & AB 10-40 Lakh A1 10-40 Lakh AB Faridabad 185.9 Ludhiana 108.2 Ludhiana 125.0 Faridabad 103.7 Top 5 Lucknow 112.5 Patna 102.6 Indore 103.1 Lucknow 101.1 Allahabad 93.8 Allahabad 99.7 Bottom 5 cities falling in 10-40 SEC-A & AB 10-40 Lakh A1 10-40 Lakh AB Dhanbad 54.7 Coimbatore 74.1 Rajkot 51.6 Madurai 74.1 Bottom 5 Madurai 51.6 Agra 66.8 Visakhapatnam 51.6 Visakhapatnam 65.6 Surat 48.4 Surat 64.2 Analyzing the zones on the basis of SEC profile: North Zone B1,B2 South Zone C,E1 East Zone B2,E2 West Zone A1,A2 There in no distinct pattern found in the SEC profiling of the zones, How ever the WEST zone is having more of SEC- A1 & A2 which are considered to be the top most profiles. Followed by North zone, which is having a good presence of B1 & B2 profile.                                                                                                                                                                  Page   26    
  • 27. Sales Management - Metro’s in the Making   27    Q4-B. Profile the markets in the 10-40 L town class segment (Town wise) B- Ownership of durables and FMCGs in 10-40 L bracket by market (Only SEC AB) -­‐ Penetration of up-scale, and mid-range HH durables, FMCG categories -­‐ Benchmark with Top 6 Metros In order to answer the question: Profiling of cities in 10-40 Lakh market having up-scale penetration of consumer durables & non-durable in FMCG, Electronics, Automobiles & other categories, Benchmarking with Top 6 Metros. In answering this - Have considered all the cities falling in 10-40 Lakh market SEC-AB (which is already presented earlier in the report), finding out there penetration of consumer durables & non-durable in FMCG, Electronics, Automobiles & other categories, Benchmarking with Top 6 Metros by using the TGI software, then grouping the results city wise, so the list of cities mentioned below are having top-most penetration as compared to metros. 1 Bhuvaneshwar 2 Coimbatore 3 Surat 4 Kanpur 5 Nagpur 6 Indore These cities are growing so fast they are straining at their edges to make it to the big league soon. It was interesting to see cities like Faridabad, Dhanbad& Ludhiana appearing in the up-scale penetration. On an average, mini-metros have a higher share of rich households than metros, a reflection of the smaller size and the higher density of professionals and skilled migrants.                                                                                                                                                                  Page   27    
  • 28. Sales Management - Metro’s in the Making   28     Snapshot from KPMG REPORT – Defining Cities into SEC Profiles                                                                                                                                                                  Page   28    
  • 29. Sales Management - Metro’s in the Making   29    Q5. Youth in the 10-40 L town class bracket v/s Metros?{Using TGI, TG - SEC AB 15-24} A- Psychographics – Key Differences versus 6 metros How has this changed from 5 years back B- Starting earning age - Differences versus 6 metros C- Leisure Touch-points: Key Differences versus 6 metros (Malls, Multiplexes, Coffee Shops, Discos, Multinational Fast Food Restaurants, Gyms, Hobby Classes / Vocational Classes, Theme Parks) D- Day in the Life A - Psychographic study of youth Information access • Internet Emerges, as most preferred source of Information, Print and TV are the next important source of information. • Home access is most popular across India, Chennai tops the Internet usage from home nationally&Among Mini metros, Ahmedabad leads in Internet access at home. • In the Mini Metros, cyber cafés are the primary access points. Cochin tops in information access through cyber cafes. • Kolkata & Keralatops Internet access from mobile. Social networking trends • High, Uniform awareness of Social Networking Educational Interest and Pursuits • Desire to study abroad is a national aspiration among students. • Engineering emerged as the most preferred as an Ideal Career Choice. • IT is second choice All India; Emerges as the most preferred careerin metros.                                                                                                                                                                  Page   29    
  • 30. Sales Management - Metro’s in the Making   30     • Media and Entertainment comes in fourth in metros while the Mini Metros choose Banking / Financial Services over Media.Career aspirations • Global Citizens: Young India reflects a strong affinity for Travel • In the Metros, Salary is the highest sought after career expectation. • New Skills and Experience score over Salary in Mini Metros Youth ownership trends • Home PC penetration is very high in the Metros (71%), while itis 54% in the mini metros. Bangalore and Delhi (77%) have highest PC penetration Among mini metros, Ahmedabad comes close at 73% • Laptop, though an aspiration, does not seem to have reached many homes. Mumbai has the highest laptop penetration at 38%, compared to the national average of 19% • IPod’s and Music player score over the digital camera both in metros and mini metros. Bangalore has the highest (91%) iPod/ digital music player penetration nationally B – Starting Earning AgeThe starting earning age in the 10 – 14 lakh towns is 17-18 as the student mainlydrops out after schooling (12th) or graduation, where as in metros it is 22- 23 ashere minimum education is gratudation.                                                                                                                                                                  Page   30    
  • 31. Sales Management - Metro’s in the Making   31     C - Leisure Touch-pointsAs shown in the table below, Youth’s exposure to leisure touch points in the mini-metro markets is less when compared to the metros. However the malls &multiplexes are now increasing at a good rate in the mini-metro market. 10 - 40 AT Leisure touch points Lakh Metro PAR CLUBS / GYMKHANAS: Member of any club: Yes 12.80% 43.00% 29.8 COFFEE SHOPS: Gone to Coffee Shop: Yes 16.60% 48.90% 33.9 DISCOS: Visited to disco: Yes 21.90% 57.30% 38.2 EATING OUT IN RESTAURANTS: Gone to restaurant: Yes 20.80% 42.20% 49.3 FAST FOOD RESTAURANTS: Eaten at fast food restaurant: Yes 18.40% 47.60% 38.7 ICE CREAM PARLOURS: Gone to Ice Cream Parlors: Yes 21.40% 36.20% 59.1 LEISURE CENTERS, GYMS, OR HEALTH CLUBS: Ever Done: Yes 18.30% 38.90% 47.0 PUBS AND LIQUOR BARS: Visited in pub: Yes 17.20% 46.20% 37.2 HOTELS: Stayed in hotel: Yes 16.60% 52.80% 31.4 CINEMA HALLS/MUTIPLEX: Visited in last 12 Months: All Visit 17.40% 40.30% 43.2                                                                                                                                                                  Page   31    
  • 32. Sales Management - Metro’s in the Making   32     D -Day in the Life ‘Day work cycle of the consumer in 2010’The day work cycle of today’s consumer is much more packed & loaded as that ofbefore. Consumers are now having less leisure time as compared to before. Thedays are longer i.e it starts early morning & ends late evening. With that of longerwork hour’s consumers are having less time for leisure & other activities.Increased time spent on electronic gadgets like computers +internet, I’ pods/musicplayer & phones.                                                                                                                                                                  Page   32    
  • 33. Sales Management - Metro’s in the Making   33    Q5. Media Behavior (SEC AB 15-24 TG)A-Media Penetration 6 Metros v/s 10-40 L TownsB- Where have mediums liked mobile and internet in specific growing the fastest?C-Has TV time spent come down in any of the cities?D-Have reality shows grown in a major way on television among the youth?E-Do they generate higher ratings versus soaps & serials? • Digitization continues to be a key growth driver for the Indian M & E industry. As film studios saw a greater adoption of digital prints over physical & even the digital music sales have surpassed that of physical unit sales. With the increasing growth in the DTH & Cable, the Television penetration has increased in Tier II and Tier III cities i.e both the urban & mini-metro market. • Print is the second largest contributor, as it has higher penetration in the Indian markets than that of other mediums. • Radio is the most upcoming media in the mini-metro market, as with the increased localization & regionalization, its been attracting more attention of marketers & consumers. • OOH is also expected to grow at a faster rate in these smaller cities and towns, owing to the cost effectiveness factor. OOH is expected to get more organized over a period of time.                                                                                                                                                                  Page   33    
  • 34. Sales Management - Metro’s in the Making   34     • With increased digitization, increasing mobile and broadband penetration and ongoing 3G rollouts, the market is growing at increasing rate. • The new media i.e mobile & Internet (social) are now catching up in the mini-metro market. With the increase use of mobiles, computer & computing devices the marketers & advisors are looking forward to bank on this media. This will revolutionizes the entire industry in the coming future. • West Bengal, Indore & Ludhiana are the key mobile markets in the 10-40 Lakh market. • Tamil Nadu & Indore are the cities having highest Internet penetration in the 10-40 Lakh market. • The TV time has gone done in the metros, whereas it has increased in the tier 2 & 3 cities. • Top ten fiction programs in 2010 Reality TV is continuing to find its place amongst prime time viewing and impacting the channels’ GRPs to a large extent. • The high awareness and popularity of reality shows andcharacters on TV has not necessarily resulted in high TRPs as thefiction shows have garnered higher TRPs than reality showsacross channels in 2010                                                                                                                                                                  Page   34    
  • 35. Sales Management - Metro’s in the Making   35     Demographic & Economic description of 6 Mini MetrosCoimbatore: • A pastoral city abutting Nilgris, Coimbatore has emerged as a strong engineering, textiles, hosiery and poultry, industrial hub (auto components, sophisticated electrical motors) serving notice to emerge as important IT centre. • It is the 24th fastest growing city in India and the worlds 93rd fastest growing urban centre. • The city is ideal for business in engineering, textiles, hosiery and poultry industries, IT & BPO, manufacturing, auto components, wet grinders, pump manufacturing, gem manufacturing. • It is the second largest software producer in Tamil Nadu, next only to Chennai. • Maruti Udyog and Tata Motors source up to 30 per cent of their automotive components from Coimbatore. • Coimbatore was ranked 15th in the competitiveness list. The city is Tamil Nadus major hub for IT firms, pump manufacturers and auto components. The city is also a home to small and medium scale textile mills.                                                                                                                                                                  Page   35    
  • 36. Sales Management - Metro’s in the Making   36    Surat: • The heart of the Indian diamond industry. A very young population thanks to large-scale migration. • Sixth in mall space per capita. • The City Mayors Foundation has ranked these cities assuming annual growth rates for urban areas between the years 2006 and 2020. • The study places special emphasis on growth/decline in the past and forecasts for the future made by international and national statistical organisations. • Surat, Indias diamond city, is Indias second-fastest and the worlds fourth- fastest growing city. • Surat is the one of the major cities in Gujarat. The city has seen rapid economic prosperity, registering an annual GDP growth rate of 11.5 percent over the last seven fiscal years. • The city is mainly known for its diamond industries as more than 90 percent of worlds diamonds are cut and polished here. • Textile is also a flourishing industry here. Surat was ranked 12th in the report                                                                                                                                                                  Page   36    
  • 37. Sales Management - Metro’s in the Making   37    Nagpur: • Ninth most populous city in India and hence home to theninth most households. • Nagpurs location at the center of India has earned it to be an important growth centre in industry and key logistics base for supply chain investors. • It is the 27th fastest growing city in India and the worlds 114th fastest growing urban centre. • The city is ideal for business in education, banking, food manufacturing, and logistics. It is also central Indias largest trade and cargo hub. • Nagpurs average annual population growth rate: 2.26 per cent • The city ranked 9th is one of the fastest growing cities in India. Nagpur is well known for its good infrastructure and educational institutions. The city of oranges has become an important commerce center and a booming services hub of Maharashtra.                                                                                                                                                                  Page   37    
  • 38. Sales Management - Metro’s in the Making   38    Bhubaneswar: • The capital city of Odisha, Bhubaneswar was designed to be a largely residential city with outlying industrial areas. The government has fostered the growth of the city by the development of IT Parks such as Infocity 1 and the new Infocity 2. • Finland telecommunication company, Nethawk, has its India R&D center at Bhubaneswar. Gennum Corporation, a Canadian company, has its India development centre, Mindfire Solution, a software firm and the auditors PricewaterhouseCoopers also have their center in Bhubaneswar. • The city also holds a private STP located at Infocity in Chandaka with a view to provide incubation and infrastructure facilities to new and young entrepreneurs in the MSME sector. With the latest quarterly report of RBI on the top banking centers in the country, places Bhubaneswar among the top twenty financial centers of India. • The growth of deposits in the city is far high than cities like Baroda and Kochi showing a prospect of the city as an emerging Banking Business Hub of the country                                                                                                                                                                  Page   38    
  • 39. Sales Management - Metro’s in the Making   39    Lucknow: • The second highest proportion of graduates after Kolkata. Lucknow ranks 16th on per capita expenditure of TIG. • Ranked 6th among all the cities in India for fastest job-creation,[26] Lucknow is not only a major market & trading city in Northern India, but is also an emerging hub for producers of goods and services. • Being the capital of Uttar Pradesh state, the Government departments and the public sector undertakings are the principal employers of the salaried middle class. Liberalization has created many more opportunities in the business and service sector and self-employed professionals are burgeoning in the city. • The city is the headquarters of both: o The Small Industries Development Bank of India (SIDBI) and o The Pradeshiya Industrial and Investment Corporation of Uttar Pradesh (PICUP). • The Regional office of the Uttar Pradesh State Industries Development Corporation (UPSIDC) is also located here. • Emerging businesses o Lucknow, with its excellent education[citation needed], commercial, banking and legal infrastructure[citation needed], is witnessing rapid growth in information technology[citation needed], banking, retailing, construction and other service sectors[citation needed]. o Commercial property, SEZs, Business centres, Multiplexes, Clubs, Banks, Food courts, Entertainment centres, Finance institutions.                                                                                                                                                                  Page   39    
  • 40. Sales Management - Metro’s in the Making   40    Indore: • Indore is one of the fastest growing tier II cities in India the Biggest Business Center of Central India • Indore contributes maximum revenue to the Madhya Pradesh Government. • Dewas & Phithampur, Madhya Pradesh two largest industrial towns are suburbs of Indore Indore has a regional stronghold in wholesale garment business • Indore also boasts of being the best shopping destination in central India. • Its a favoured test market for industries owing to the cosmopolitan nature of its population • Indore is the biggest educational center of Madhya Pradesh                                                                                                                                                                  Page   40    
  • 41. Sales Management - Metro’s in the Making   41     Democratization of Knowledge in India‘The democratization of knowledge is the acquisition and spread of knowledgeamongst the common people, not just privileged elites such as priests andacademics’ – Wikipedia.If we now look at the ‘active’ users of internet it India it stands at approximately52 million. The number of active internet users rose to 52 million in September2009 from 42 million in September 2008. This growth has been primarily due tothe increased number of users in the remote urban pockets (small metros andtowns) and among lower socio-economic classes (SEC C, D and E).Therefore if we look at our current mobile subscribers at 680+ million, growth inconsumption of non-metro/urban demography, increase in internet users in remoteurban and lower socio-economic classes – the mobile internet seems to be the bestoption to reach the masses and become a vehicle for democratization ofknowledge.India as a culture has its own intricacy with respect to how we use technology andconsume media. India needs its own social media, not an adaption of facebook,orkut or myspace. India needs a mobile internet based social media platform that                                                                                                                                                                  Page   41    
  • 42. Sales Management - Metro’s in the Making   42    has been primarily designed to work for mobile users. This is the only way socialmedia platforms will proliferate and reach the masses. Need proof look at how wehave adapted and extended SMS! The social media campaigns on facebook, orkutare going to be ineffective because they are primarily targeted at the urban andinternet based users at best 10 million. We need social media that reaches themasses to become vehicles for social movement!Therefore if we can bring mobile internet+social media+social movement together,we will truly democratize knowledge and every corner of India from the elites tothe pariah will have access to knowledge… and transformation of our society.                                                                                                                                                                  Page   42    
  • 43. Sales Management - Metro’s in the Making   43     Sales Strategies for Mini MetrosFor businesses to excel in the mini metros and to gain competitive advantage, it isimportant that they have a robust sales strategy in place. In todays economy, bigand small businesses are seeking every opportunity to win sales throughcompetitive advantages. Smart owners of small business know a sales strategy cancreate a competitive advantage.Few of them are:-• Increased closing ratio by knowing clients hot buttons like Malls, Multiplexes, etc..• Improved client loyalty by understanding needs of the consumer in the Mini Metros• Shorten the sales cycle by using best CRM practices and loyalty programs• Outsell competitors by offering the best solutions in the Mini Metro Markets. Triple-tiered Sales StrategyTier 1: Associations: What associations target customer belongs to. Establish arelationship not for selling but to understand their members needs.Tier 2: Suppliers: Identify non-competitive suppliers who sell to your customer.Learn their challenges and look for partnering solutions.                                                                                                                                                                  Page   43    
  • 44. Sales Management - Metro’s in the Making   44    Tier 3: Customer: Work directly with your customer and ask them what theirneeds are and if your business may offer a possible solution. Case Study- I How Nikon is focusing on Mini MetrosNikon India is looking to expand its presence to 2,400 channel partners by March2012, up from 2,000 currently.The company will also expand its shop-in-shops or ‘Zones from 81 at present to110 in the same period.Mr Takashina explained that Nikon, a late entrant to the market in 2007, wasfocused on setting up the service network in year one.It started with its distribution network in 2008, and moved from a national to aregional distribution model in 2009.He added, “We have 70 per cent of our sales from the metros and large cities. Butthere is a huge opportunity in the smaller towns. Now, we have a strong presencein large cities and we see most of the retail expansion in tier-2 and tier-3 cities.” UPGRADING ON VALUEThe company has also been engaging photography enthusiasts with short-termcourses in digital SLR photography at the Nikon School. Courses started off inDelhi in 2009, and were extended to Mumbai and Bangalore. The initiative willmove to Kolkata soon.Besides basics, wildlife, nature and fashion photography are being taught. Outdoorworkshops at the Jim Corbett Park and in Kerala have been held so far.                                                                                                                                                                  Page   44    
  • 45. Sales Management - Metro’s in the Making   45    Admittedly, the engagement aids the upgrade of users from compact cameras to thedigital SLRs.“Business is important, but the workshops also reflect the Nikon philosophy — wewant to be part of the Indian photography culture,” said the Nikon India MD.The company is set to achieve a turnover of Rs 900 crore in the year ending March2012, according to its MD, up from Rs 450 crore the previous year.Nikon claims to have 55 per cent volume share of the digital SLR (DSLR) market,which saw one lakh units sold last financial year, and is expected to register 60 percent growth, said Mr Takashina. DSLR cameras from Nikon are priced between Rs25,450 and Rs 5.25 lakh.In the lower value compact cameras segment, Nikon expects to have a 25 per centvolume share in 2011-12, up from 20 per cent a year ago.The compact segment in India is expected to grow from 24 lakh units in FY 11 to32 lakh units this financial year, estimates Nikon. RS 20-CR FESTIVAL PUSHThe festival season around Ganesh Chaturthi and Diwali accounts for close to 30per cent of Nikons annual sales, and is one of the two peak seasons for thecategory (the other being summer), said Mr Takashina.To cash in, the company is embarking on a marketing push involving an integratedcampaign.The print campaign has been launched, and the television commercial alsofeaturing ambassador Priyanka Chopra will break on September 23.Nikon, which doubled its marketing budget to Rs 120 crore for 2011-12, hasallocated Rs 20 crore for this festival period.                                                                                                                                                                  Page   45    
  • 46. Sales Management - Metro’s in the Making   46     Case AnalysisAlthough being an MNC from Japan, Nikon has really understood the Indianmarket very well. It is eminently seen that they know the pulse of the Indian targetgroup with a proper study that they have established.Brand visibility and creating a brand image through a broader audience is whattheir main objective is. Apart from that, we also see their competitors have notexplored this avenue which gives Nikon the first movers’ advantage. Photographyclasses will enhance the brands overall presence and will supplement the salesboost so as to make the right sales mix.                                                                                                                                                                  Page   46    
  • 47. Sales Management - Metro’s in the Making   47     Case Study - II Infosys to Focus on Indian Tier-II CitiesSoftware giant Infosys on Wednesday said it was looking to expand its footprint inIndia with a focus on tier-II cities."We are looking for land in various parts of the country and looking to expand ourcapacity with a focus on tier-II cities," Infosys CEO and Co-founder S D Shibulaltold reporters here on the sidelines of an award function."This year we added nearly 45,000 to 47,000 people. For the next year we havealready given campus offers to 23,000 candidates," he said. "The net additions byus this year are around 25,000," Shibulal said, referring to attrition.The company recently sealed a deal with Madhya Pradesh government for settingup a development centre in Indore. It is awaiting response from West Bengalgovernment for setting up a centre in Kolkata. The company is present in 10 citiescurrently."We are awaiting response from the Kolkata (West Bengal) government. We arepositive on the offer made to them," an Infosys executive said, replying to a mediaquery.The company, which has been planning a centre in Gujarat too, said at present onlythe issues related to availability of land at fair price are being considered. "We arefocused on tier-II cities more, since some of the tier-I cities are facing challengesof infrastructure," he said.On being asked if he foresees a shift from product-based to service-basedoperations, Shibulal said "Infosys has evolved in the last 30 years manifold. If youlook at our revenues in 1999, 90 per cent was coming from application                                                                                                                                                                  Page   47    
  • 48. Sales Management - Metro’s in the Making   48    development and maintenance; today it is just about 36 per cent."We have evolved to next generation consulting and technology organisation.Today we offer a wide range of services, 32 per cent of our revenue comes fromconsulting and system integration work, 6.5 per cent comes from product andplatforms," Shibulal said."In percentage terms our aspiration is more to grow in the products and platformspace, both organically and inorganically, and maintain balance in all threeportfolios."Commenting on the global scenario vis-a-vis IT sector in India, Shibulal said thatglobally the environment is pretty uncertain, which reflects in companys guidance.Currently, one needs to be cautious.Stating his expectations from the coming budget, Shibulal said the need of hour isto grow at 9 per cent, and the expectations from budget are that it will supportgrowth and remove regional imbalances. "We have to grow at 9 per cent at least,and I think that is the fundamental need for the country. The challenge is how youcreate nine plus growth. Case AnalysisAs one of the key growth engines of the economy, the Indian IT/ITeS industry hasbeen contributing notably to the economic growth accounting for around 5.6% ofthe country’s GDP and providing direct employment to about 2.3 million peopleand indirect employment to many more. The sector witnessed an interesting 2010which saw the industry move beyond the economic slowdown and shift its focuson building revenues, creating innovative service models, broadening geographicalreach and optimising cost. Amidst the growth story, however, the falling marginsand subdued growth of many small and mid-tier companies served as a wakeup                                                                                                                                                                  Page   48    
  • 49. Sales Management - Metro’s in the Making   49    call for that segment. Going forward, we expect to see a consolidation wave in theyears to come, where small and medium players would merge to compete for largescale deals and keep up with the changing industry dynamics. Emerging trends inservice delivery like Cloud Computing and Platform BPO are likely to remodel theindustry by creating new business opportunities for the IT/ITeS vendors anddriving changes in the traditional service offerings. Today, margin pressures arepushing companies to proactively look for ways to contain costs while enhancingoutput. For long, Tier-2 cities have played around the fringes of mainstreamIT/ITeS delivery. Today, we are seeing more and more companies moving intoTier-2 cities to set up delivery centres.                                                                                                                                                                  Page   49    
  • 50. Sales Management - Metro’s in the Making   50     Case Study– III Mouse E-Retail Targets Tier-2 &Tier-3 citiesMouse eRetail, an online retail company, is mulling to expand its customer base totier-2 and tier-3 cities. The Bangalore headquartered company had beenconcentrating its attention on online buyers in metros and tier-one cities till date.“We are unlike other players in the country. While Flipkart, Homeshop 18 andInfibeam are vying with each other to grab the market share of 60-70 lakh onlinebuyers in the metros and large cities in India, we want to broad base the market anddemocratize the whole eRetail business by reaching out to buyers in tier 2 and tier3 cities and even the hinterlands of the country,” said Suvendu Tripathy, ChiefExecutive Officer, mouse-e.com.The first of its kind in the online industry, the retailer has tied up with xygle.com toenable the customers to download mobile shopping application from the websiteand shop from a digital catalogue.The company now provides shopping platform for 5,000 product categories andhas one lakh book titles for sale in its website www.mouse-e.com. It has plans toadd eighty lakh book titles in next two months. For retaining the customersconfidence, the company has tied up with the Fed ex, a US based logistics servicesfirm for in time delivery of goods.                                                                                                                                                                  Page   50    
  • 51. Sales Management - Metro’s in the Making   51    It may be noted that online market in India is growing at the rate of 30 per centcompounded annual growth rate and is likely to touch $ 70 billion in next fiveyears.Tapan Das, Director, Mouse eRetail, said, “We are developing a model that wouldensure cash profit at each product across categories”.The company has received an angel investment to the tune of $ 2,00,000 and is intalks with a couple of venture capitalists for an investment up to $5 million by June2012 for expansion across the country covering top 130 cities. Case Analysis:The internet broadband penetration has considerably increased and with thedeployment of the new broadband by the government, the online industry in Indiais looking prudent.Towns and villages with less than 20 lakh people have overtaken metros in buyingand selling goods online, known as e-commerce in industry parlance, as shoppersexhibit similar interests, preferences and buying patterns. Rural aspirations are inthe same line with that of metros and Tier-I cities.Few things to understand from the case are, Consumers from both rural and urbanareas look for competitive prices, product varieties and shopping convenience.“The small town shoppers may be denied product varieties in stores, a metro buyermight have spend more time and face parking issues. Ecommerce actually reducesthat particular gap and enhances the consumer experience. The profit margins canbe substantially on a higher side as the set up cost for an online business is                                                                                                                                                                  Page   51    
  • 52. Sales Management - Metro’s in the Making   52    considerably low. Also, since they are expanding in the tier 2 and tier 3 it becomeseasier to optimize the operational efficiencies at any given point in time.Major players are now going to re-align their positions vis-à-vis unexploredterritories. There is now a very clear realization that it is extremely difficult tobecome a genuine Pan India player in every geography and real estate segment.Moreover, developers today have woken up to the fact that there is only limitedcapital available to real estate players today – capital that is earmarked forresidential projects, construction funding against achieved leases and signedcontracts, or for cities displaying sufficient demand even in subdued marketconditions.In the current context, it makes sense for developers to re-strategize and focus ontheir core geographies. For example, if a certain developer is extremelyaccomplished as a residential player in the South, having high credibility andsufficient brand recall in this region, such a company would ask itself how wise itis to experiment in the North or the West, and whether it would not make moresense to expand in the South.Likewise, developers accomplished in IT projects would now concentrate ongeographies that feature a healthy IT component, and avoid branching out intocities that lack a sufficient volume of such activity. Such developers would see thevirtue of focusing on IT-centric cities such as Bangalore, Hyderabad, Chennai,Mumbai, Gurgaon and Pune, and re-think on plans to invest in cities that lackInformation Technology activity.                                                                                                                                                                  Page   52    
  • 53. Sales Management - Metro’s in the Making   53     ConclusionINDIA’S second and third rung cities are coming of age. Given their historicalimportance, many of these cities— Kanpur, Ludhiana and Surat, for instance —boast of an illustrious past. It is now time for them to regain there past glory, as ahost of industries and brands reach out to them. Gearing to compete with themetros, Tier II and Tier III cities are the new growth centers of resurgent India.Organized retailing in smaller towns and cities is estimated to grow at a staggering50-60 per cent a year compared to 35-40 per cent in the large cities. The secondand third rung cities are fast emerging as India’s new growth centers. The arrival ofconsumer brands is helping fulfill the aspirations of a burgeoning affluent class insmaller towns and cities, and has also opened new markets for entrepreneurs. Withthe spread of television, consumers in these cities became aware of these brands.Now that these brands are in their markets, they are being lapped up.As we have seen that market is conducive for mini-metros, there will be a lot ofpotential for marketers, media planners, and advertisers to explore this type ofmarket.From the report, we come to know the mini-metros have been doing bettercompared to the metros in India and are more cost efficient than the metros whichcan boost further sales and revenue for advertising and media within thecompanies/clients, which are operated in those cities.Many businesses are moving to smaller cities because of cost advantage. They                                                                                                                                                                  Page   53    
  • 54. Sales Management - Metro’s in the Making   54    have to pay lower salary, spend less on rent, and cut the travel time for employees.This helps businesses in increasing efficiency. When businesses move, manyemployees also prefer to shift.Call it Semi-Bharat, if you will. As Indias economy grows bigger andconsumerism catches on, smaller towns and cities beyond the big metros areemerging as strategic centers for a host of big corporate trying to boost sales. Aswe have seen that market is conducive for mini-metros, there will be a lot ofpotential for marketers, media planners, and advertisers to explore this type ofmarket.We also understand that the people in semi-urban India have the money,aspirations, knowledge of brands and purchasing power.                                                                                                                                                                  Page   54    
  • 55. Sales Management - Metro’s in the Making   55     RecommendationAs we understand from the report the mini-metro markets are the best-drivenmarkets in India.Here are few things, which we can do to explore these markets: • More time & effort can be given on these markets. • Allocate more funds & budgets to these markets. • Customize outlook for the mini-metro cities.                                                                                                                                                                  Page   55    
  • 56. Sales Management - Metro’s in the Making   56     BibliographyWebsites:• www.groupm.com• http://en.wikipedia.org• http://www.scribd.com• http://www.livemint.com• http://slideshare.netWebsite Links• Business Standard – http://www.business-standard.com/india/news/mouse- eretail-targets-tier-2tier-3-cities/470980/• Times of India - http://articles.timesofindia.indiatimes.com/2012-02-16/software- services/31066613_1_tier-ii-development-centre-tier-i-citie• Economic Times – http://articles.economictimes.indiatimes.com/keyword/nikon• Silver Infra - http://www.silverinfra.com/why_indore.htmReports and Documents• AC Nielsen – Social Media Report 2011• TCS Generation Web 2.0 Survey (2008-09)• Technopak perspective | Volume 04 India’s Emerging Hot-Spots• Report: Published: Mint dated 13thSeptember 2010• KPMG Report 2010• Indian cities: Coming of age• Democratization of Indian Markets• Democracy And Socio-Economic Transformation In IndiaNewspapers: (Referred Articles) • Economic times (29th Jan 2010)                                                                                                                                                                  Page   56    
  • 57. Sales Management - Metro’s in the Making   57     • Business-standard • Wall street Journal                                                                                                                                                                  Page   57    

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