Intern Report Halma 1

SUMMER INTERNSHIP PROJECT REPORT
AT
HALMA India Pvt. Ltd.
A Project Report Submitted In Partial Fulfillment of the Requirements
For The Award of the
POST GRADUATE DIPLOMA IN MANAGEMENT
TO
M.S.RAMAIAH INSTITUTE OF MANAGEMENT
BY
HEMANTH KUMAR MEDA
REG.NO. 151228
BATCH 2015-17
Under the guidance of
Prof. ARUL JYOTHI
NEW BEL ROAD, BANGALORE-560054
July 2016

CERTIFICATE
This is to certify that the Project Report undertaken by Hemanth Kumar Meda,
Reg. No. 151228 conducted at HALMA India Pvt. Ltd. Submitted in partial
fulfillment of the requirements for the award of the
TO
Is a record of bonafide internship carried out under my supervision and guidance.
He/She has attended the required guidance sessions held. This report has not
been submitted for the award of any other degree/diploma/fellowship or similar
titles or prizes.
Guide’s Signature:
Name: Prof. Arul Jyothi
Qualification: MBA, M Phil.

STUDENT’S DECLARATION
I hereby declare that the Project Report conducted at HALMA India Pvt. Ltd. Under
the guidance of Prof. Arul Jyothi.
Submitted in Partial fulfillment of the requirements for the
TO
is my original work and the same has not been submitted for the award of any other
Degree/Diploma/Fellowship or other similar titles or prizes
Signature of the Student
Place: Bangalore HEMANTH KUMAR MEDA
Date: Reg. No.:151228

ACKNOWLEDGEMENT
I extend my special gratitude to our Dean Dr.H.Muralidharan, Academic Head
Prof. V. Narayanan & Programme Head Dr. Savitha Rani Ramachandran for
inspiring me to take up this project and also for their able guidance and support
in completing this internship.
I wish to acknowledge my sincere gratitude and indebtedness to my project
guide Prof. Arul Jyothi of M.S. RAMAIAH INSTITUTE OF MANAGEMENT
Bangalore for his/her valuable guidance and constructive suggestions in the
preparation of project report.
HEMANTH KUMAR MEDA
Reg. No. 151228

TABLE OF CONTENTS
S.no. Contents Page no.
1 Chapter I – Industry Analysis 1-10
2 Chapter II – Company Analysis 11-28
3 Chapter III - Tasks Accomplished During
Internship
29-30
4 Chapter IV - Analysis Of The Research
Undertaken
31-50
Bibliography
Annexure I
Annexure II

List of Tables & List of Graphs
S.No. Table of Contents Page No.
1 Table 1 - product sector, market size and growth 6
2 Table 2 - Financial highlights 18
3 Table 3 - Revenue and Profit growth 19
4 Table 4 - Geographic Revenue growth 19
5 Table 5 - Process safety contribution to group 19
6 Table 6 - Infrastructure safety contribution to group 20
7 Table 7 - Medical contribution to group 20
8 Table 8 - Environmental & Analysis contribution to group 21
9 Table 9 - No. of meetings in each city 33
10 Table - 10 Type of projects 33
11 Table - 11 ADI register members 35
12 Table - 12 No of Projects 36
13 Table - 13 Prefer security System 37
14 Table - 14 kind of Security systems consultant deal 38
15 Table - 15 entertain new brands for burglar alarms 39
16
Table - 16 burglar alarm are more reliable than other
security devices 40
17 Table - 17 Factors Influencing buying decision 41
S.No. Table of Contents Page No.
1 Graph 1 - No. of meetings in each city 33
2 Graph 2 - Type of projects 33
3 Graph 3 - ADI register members 35
4 Graph 4 - No of Projects 36
5 Graph 5 - Prefer security System 37
6 Graph 6 - kind of Security systems consultant deal 38
7 Graph 7 - entertain new brands for burglar alarms 39
8
Graph 8 - burglar alarm are more reliable than other
security devices
40
9 Graph 9 - Factors Influencing buying decision 41

Executive Summary:
India Electronic Security Industry Potential to 2020 - Growing System Integrators Market with
Real Estate Development in Upcoming Smart Cities" provides a comprehensive analysis of
electronic security market in India. The report focuses on the electronic security products sales and
solutions revenue by system integrators separately in detail. It covers market size and segmentation
of overall electronic security market by verticals (i.e. Video Surveillance - CCTV, Fire Detection,
Access Control, Intrusion Alarm and Specialty devices), by end users (residential and non-
residential - commercial, government, hospitality, transportation, education and others), by
organized and unorganized and by domestic and foreign companies operating in the sector.
Marketing research is about links the producers, customers, and end users. Collected information
used to identify and define marketing opportunities and problems, improve, and evaluate
marketing actions, monitor marketing performance, and improve understanding of marketing as a
process. This research specifies the data required to address these issues, designs the method for
collecting information, manages the data collection process, analyzes the results, and
communicates the findings and their implications.
This study contributes to understanding the architect, security consultant (Integrator) and Builder
and their role in premium residential projects, understand the challenges faced by them, factors
which are affecting the buying behavior of the customer towards intrusion alarm. Texecom under
the umbrella of HALMA group. How it penetrate in the premium residential market.

Introduction: India Electronic Security Industry Potential to 2020 - Growing System Integrators
Market with Real Estate Development in Upcoming Smart Cities" provides a comprehensive
analysis of electronic security market in India. The report focuses on the electronic security
products sales and solutions revenue by system integrators separately in detail. It covers market
size and segmentation of overall electronic security market by verticals (i.e. Video Surveillance -
CCTV, Fire Detection, Access Control, Intrusion Alarm and Specialty devices), by end users
(residential and non-residential - commercial, hospitality, transportation, education and others), by
organized and unorganized and by domestic and foreign companies operating in the sector.
Intrusion Prevention Systems (IPS) is a network safety technology that examines network traffic
flow to detect and prevent any malicious intrusions. Growing criminal attacks, as well as in-house
and external unethical practices, are projected to be the key aspects that lift the global intrusion
prevention system market. Growing trend of office & home security system automation is also
projected to raise the market demand. Increasing tablet and Smartphone proliferation has resulted
in increased mobility, which is also projected to boost the industry growth. In addition, increasing
disposable income, in various developed as well as developing nations, is also said to be the major
demand driving factor.
Safety has been a major concern in many sectors such as industrial commercial and residential
areas. Growing implementation of new technology in these sectors is also projected to help boost
the industry growth. Advancements in the semiconductor technology such as Liquid Crystal
Displays (LEDs) and photodiode may also boost the market growth. The advent of cable provider
& prominent telecommunication is also projected to maximize the penetration rate in the near
future.
Integration of various detection systems with intrusion prevention systems has automated various
protective measures, such as notifying police, may also help in the industry growth. Technologies
such as Biometrics provide fingerprints, palm veins, face recognition etc. and integration with such
authentication system may help fulfill the high safety needs of certain industries helping the future
market growth.
An introduction of video-based and an increase in sensitive touch-based intrusion detection
systems are also projected to boost the market demand. Increasing demand across the Banking,
Financial Services & Insurance (BFSI) sector, so as to safeguard the stored valuables, is also said
to be the major factor boosting the market growth.
All these aspects have helped boost the intrusion prevention systems market and it is projected to
grow from $2.7 billion in 2014 to $5.4 billion in 2019 with a CAG rate of 13.3%.
High safety awareness in the developed areas, such North America, may result in extensive growth.
Asia-Pacific region is said to exhibit a high growth due to increased burglary rate and consumer
disposable income. The Middle East & Africa region is also expected to witness tremendous
growth due to increasing investment in infrastructure as well as the development of data center by
major IT companies.
Page 1

1.1 Economic Reforms:
The reforms launched in the early 90’s have made India an attractive place for investment. Custom
duties have been lowered, repatriation of profits made liberal and levels of foreign equity raised
considerably, (even 100 percent in case of export oriented industries). Emerging as an across the
board low cost base, the country has been found to be attractive enough to multinationals to
relocate here. More than one hundred of the Fortune 500 companies now have a presence in India.
Guidelines developed by the government in specific sectors such as Telecom, Ports, Airports,
Railways, Roads, Energy and Construction Development have been done with a view to improving
competitiveness of the Indian economy. A Special Economic Zone (SEZ) Act has also been put in
Place to facilitate this process. In 1991, when the reforms were started, India’s Forex reserves were
just US$ 2B. Today they are breaching the US$ 200B mark. The writing on the wall is very clear
- “NOBODY CAN AFFORD NOT TO ENGAGE INDIA!”
The Services Sector:
The huge private manned guarding sector, estimated to comprise of more than 5,000 guard
companies employing more than 1 Million people, remains unregulated. It by and large dominates
the protection industry in India. Born in the 60’s this sector started with a handful of large players.
Today, companies like G4S, SIS, Tops, SDB CISCO, Peregrine, and Checkmate, Premier, GI
Security and some others operate through their various regional and city offices to offer protection
services nationwide. However, smaller companies dotting the landscape, in a bid to carve out a
share of the market, resort to cost-cutting, which in turn brings down the quality of service
provided. Large players, on the other hand, provide in-house training facilities, job orientation
programs which reflect in the quality of service they provide. Interestingly, the concept of Central
Monitoring Services (CMS) of alarms has not really caught on in India, as the end-user expects a
private response rather than a police or a state response. As of now, there are less than 5 companies
offering CMS and Response services, the majority of them, including G4S having started such
services in the last couple of years. The reason for the poor growth of this sector is not hard to find.
As Mr. Suresh Sawhney, the Vice President & Country Head of Ingersoll-Rand International
(India) puts it, “Inherently the Indian society is not crime prone. The general population does not
perceive this to be a threat area as also the fact that the education level of the decision makers
about security systems is low. This would change in the next 5 – 10 years.” In a bid to regulate the
manned guarding sector, the Indian Government recently passed the 2005 Private Security
Agencies Regulation Act which, in reality, is yet to take off.
The Systems Sector:
The height of terrorism in the 70’s saw the birth of the systems sector with nondescript Bank Alarm
manufacturers and installers trying to outdo each other with substandard, locally-assembled
alarms. Import liberalization in the mid 80’s saw the emergence of System Integrators (SI), with
rapid acceleration in the 90’s. While most systems worth the name were imported, indigenously
assembled systems in those days too were largely import based. Further trade liberalization
resulted in the influx of global players like Honeywell, GE, BOSCH, Tyco, Siemens and HID.
Othe international companies are making their presence felt by appointing distributors, and more
recently, opening their Indian offices and offering sales and after-sales support. Large government
and infrastructure security system projects are beginning to happen as end users realize the
advantages of electronic protection.
Page 2

1.2 The Indian Electronic Protection Systems Industry
The Indian market for electronic security equipment is categorized into the electronic sector and
non-electronic sectors and organized and informal sectors. While the total number of players in
the organized electronic sector is around 50, the unorganized sector accounts for about 800 units.
Many Indian companies have collaborated with foreign manufacturers and are marketing foreign
products in India. Security equipment is imported mainly from USA, UK, Germany, Singapore,
Italy, Hong Kong, Israel, Japan, Korea, China, and Taiwan.
1. 3 Some Major Brands in India
As far as CCTV equipment is concerned, companies like Bosch, Honeywell, GE, Pelco, Samsung,
Yoko, Meritt Lilin, Hanse, Hi Sharp, CBC, Sanyo, American Dynamics, Vicon and more recently
Sony, Axis, DVTel, and Verint control the major portion of the market. The Access Control market
is dominated by players like HID, Europlex, Cardax, GE (Casi Rusco), Lenel, Syris, Poris,
Pegasus, Elid, IDTEK, Tyco (Sensormatic), JCI (Card Key) Solus, MBux and Kantech. The
relatively much smaller Intrusion detection systems market is catered to by names like Jablotron,
GE (Caddx), Tyco (DSC), Securico, Texecom, Magal, Senstar Stellar and Gallagher. While this
list is purely indicative, there is definitely room for more players to come in.
How business gets transacted?
The manufacturer typically sells to the distributor, who usually is also a system integrator
(although recently a few pure distributors such as ADI (Honeywell) have emerged). The distributor
markets the products to other SI’s, installers and end-users, does sales promotion, renders technical
assistance and after sales & warranty services on behalf of the manufacturer. The distributor at
times also sells components that are part of an overall security system to Original Equipment
Manufacturers who further sell to installers and end-users. Recently some local and off-shore
(Hong Kong & Singapore based) traders have entered the scenario.
Fig 1 Distribution Model
Page 3

These entities typically source, supply and often finance the transaction between the manufacturer
and the distributor. With the market expanding and looking more promising, a more recent trend
has been for manufacturers to establish their wholly owned subsidiary and open local office/s. The
Staff employed by them does product promotion with the System Integrators, Consultants,
Specifies and End-Users. Amongst the multinational brands, perhaps Honeywell has the best
broad-based and structured set-up in India. It has a software development center in Bangalore
serving its global needs, a systems integration unit (Honeywell Building Solutions) in Pune, a
dedicated distribution unit in Gurgaon (selling to big SI’s for large and middle level projects), a
general distribution unit (ADI), located on Gurgaon, Mumbai & Bangalore, selling to small and
medium level independent installers and a manufacturing unit in Gurgaon producing fire alarm
systems.
1.2 Major Market Areas
While North India (Delhi, NCR, Haryana, Punjab, part Uttranchal & West UP, NE Rajasthan),
have the largest proportion on security installations, the Southern India (Hyderabad, Bangalore,
Chennai, Coimbatore, Mangalore, Trivandrum) are a close second. Western parts of the country
(East Gujarat, Mumbai, Goa, Maharashtra) follows next with the Eastern part of the country being
somewhat deprived of the security cover it demands.
Fig 2 Market areas
Page 4

1.3 Market Assessments
As no coordinated, structured and research-based assessment has yet been made about the status
and the girth of the Indian Protection Systems Industry, the results of a mini-survey conducted
recently by Security Today give a fairly good indication of the size of the major market areas.
Estimated at USD 350 million, the systems sector in India can broadly be divided into five
categories. The largest amongst these is the CCTV segment, commanding some 55 percent of the
entire market. With the high-success rate of CCTV surveillance equipment worldwide, security
conscious organizations (both government and non-government) in India are setting aside budgets
for implementing CCTV surveillance, reflecting an annual expected growth rate of around 45
percent.
Fig 3 Market assessments
The market of fixed Dome type cameras is nearly 4 times that of Box type ‘C/CS’ mount cameras.
Acceptance of Speed Dome cameras is fast increasing as costs get reduced. Access Control
systems account for about 30 percent of the market share. While access regulation is definitely
very desirable, the cost factor restricts the installation of good access controls systems to only large
organizations. Unlike the rest of the world, Intrusion Detection Systems have not found a very
good market in India, presumably due to lack of awareness as well as education. The majority of
installations are purely residential.
Page 5

Table 1 – product sector, market size and growth
Growth Drivers
As mentioned before, economic liberalization and development has been, and continues to be the
largest single factor contributing to the growth of the security systems industry, with the falling of
prices of electronic systems worldwide coming in a close second. Compared to the prohibitive
250% Import Customs Duty of the 80’s, the current rate of 35% is also be considered as growth
driver for the industry. Rapid growth in sectors such as telecom, ports, airports, aviation, railways,
roads, energy, construction and retail, coupled with the influx of multinational companies also
contributed to a large extent. Furthermore, increased Government allocations to modernize Police
services witnessed the recent setting up of city surveillance projects in almost all the metros. What
is needed? To ensure a healthy growth, “The security industry must follow some quality
certifications. While standards should be formulated for equipment, suppliers and installers should
be certified as per their performance and professionalism,” says Mr. Mann. “The market is in a
mess,” says Mr. Sawhney. “If it is to improve to attain an industry status, the crying need is for
self-realization and commencement of accreditation programmer sponsored within the industry by
brand leaders like Ingersoll-Rand, Honeywell, GE, Tyco, etc., to bring the skills and maturity
levels to world standards,” he hastens to add.
Page 6

Future Trends
 Trend towards one-stop shopping in the commercial and industrial markets as customers seek
to decrease their systems integration costs
 Move from Analog to Digital
 IP Based systems gaining ground. Players such as Axis, Sony, Verint, DVTel, Lenel increasing
awareness
 Convergence of IT and Physical Security
 Arrival of IT network players such as CISCO and D-Link. into the security systems arena
 Intelligent Facility Management Systems
 Emergence of Security Industry Publications.
 More Exhibitions and Seminars
 Industry Associations getting professionally active
1.4 POTERS FIVE FORCE MODEL IN INTRUSION SECTOR:
The Five Forces model of Porter is an outside-in business unit strategy tool that is used to make
an analysis of the attractiveness (value...) of an industry structure. It captures the key elements of
industry competition
Porter’s Five Forces are designed for traditional for-profit commerce and industry scenarios.
Which equally applicable to the Electronic Security Industry; an examination of these will
highlight the implicit vulnerabilities of organisations working in this sector. Where Porter’s model
looks at the way the forces can affect profit, the Electronic Security Industry adaptation of his
model is more concerned with how the forces impact an organisation’s ability to perform its
mission effectively and efficiently.
Fig 4 - Porter’s Five Force Model
Page 7

Porter’s Five Forces are:
1. The power of large customers
2. The power of large suppliers
3. The level of rivalry among organizations in an industry
4. The potential for entry into the industry
5. The threat of substitute products
The significance of each of these will be individually engaged in a general discussion of the
Electronic Security Industry. This discussion will close with the presentation of an Electronic
Security Industry adaptation of Porter’s Five Forces model.
Fig 5 - Porter’s Five Force
Threat of New Entrants
• Economies of Scale
• Product Differentiation
• Capital Requirements
• Customer Switching Costs
• Access to Distribution Channels
• Government Policy
• Expected Retaliation
Page 8

Power of Suppliers
Suppliers exert power in the industry by: Threatening to raise, prices or to reduce quality, Powerful
suppliers can squeeze industry profitability if firms are unable to recover cost increases
Suppliers are likely to be powerful if:
• Supplier industry is dominated by a few firms
• Suppliers’ products have few substitutes
• Buyer is not an important customer to supplier
• Suppliers’ product is an important input to buyers’ product
• Suppliers’ products are differentiated
• Suppliers’ products have high switching costs
Power of Buyers
Buyers compete with the supplying industry by: Bargaining down prices, Forcing higher quality,
playing firms off of each other
Buyer groups are likely to be powerful if:
• Buyers are concentrated
• Purchase accounts for a significant fraction of supplier’s sales
• Products are undifferentiated
• Buyers face few switching costs
• Buyer presents a credible threat of backward integration
• Buyer has full information
Threat of Substitute Products
• Products with similar function limit the prices firms can charge
• Keys to evaluate substitute products: Products with improving price/performance tradeoffs
relative to present industry products
Example:
• Electronic security systems in place of security guards
Rivalry among Existing Competitors
Intense rivalry often plays out in the following ways:
• Using price competition
• Staging advertising battles
• Increasing consumer warranties or service
• Making new product introductions
Page 9

Occurs when a firm is pressured or sees an opportunity:
• Price competition often leaves the entire industry worse off
• Advertising battles may increase total industry demand, but may be costly to smaller
competitors
Competitive Advantage
• The Competitive Advantage model of Porter learns that competitive strategy is about taking
offensive or defensive action to create a defendable position in an industry, in order to cope
successfully with competitive forces.
• Companies can combat the pressure of the five forces and create competitive advantages.
• There are 2 basics types of Competitive Advantage :
1. Cost leadership (low cost)
2. Differentiation
Strengths of five forces model:
• The model is strong tool for competitive analysis at industry level.
• It provides useful input for performing a SWOT analysis.
Page 10

2.1 Introduction:
Halma is a leading international safety, health and environmental group. Its wholly owned but
independently run companies offer advanced technology in specialised areas. These companies
make products for:
Fig 6
Halma companies make products that provide innovative solutions for many of the key problems
facing the world today. We are a remarkable success story. Without realising it, you will encounter
our products daily. We have nearly 50 businesses in 23 countries and major operations in Europe,
the USA and Asia.
At a Glance
 A FTSE 250 company quoted on the London Stock Exchange
 Founded in 1894
 Headquarters near London, United Kingdom
 Around 5600 employees worldwide
 Customers in 160 countries
 Revenues of over £807.8 million in 2015/16
 ≥5% dividend growth for 35+ years
History:
Halma’s origins began in Asia in 1894. As The Nahalma Tea Estate Company Limited, it operated
in Ceylon (renamed Sri Lanka in 1972). The company later switched to rubber production and in
1937 became the Nahalma Rubber Estate Company Limited.
During the 1950s the Sri-Lankan government nationalized many of the island’s businesses,
including the rubber industry. In 1956 the Nahalma Rubber Estate Company Limited became
Halma Investments Limited. The company ended its connections with rubber and its role changed
to an investment management and industrial holding company.
Page 11

Halma was listed on the London Stock Exchange in January 1972 and became a publicly-traded
company. A series of acquisitions was made of mechanical, electrical and electronic engineering
companies and successful management generated strong organic growth. This created the basis for
the international manufacturing group that Halma is today. The company changed its name to
Halma Limited in 1973 and registered as a public limited company in 1981, becoming Halma plc.
Halma has grown to be an established FTSE 250 business and currently comprises nearly 50
subsidiary companies operating worldwide. Today, Halma’s technology centres on sensors, its
markets are primarily the protection of human and capital assets, and the Group continues to grow
through organic expansion and acquisition.
Halma Business:
Halma’s business is about protecting life and improving the quality of life for people worldwide.
Halma products provide innovative solutions for many of the key problems facing the world today.
Halma’s four specialist business sectors are:
Process safety
Products which protect assets and people at work. Specialized interlocks which safely control
critical processes. Instruments which detect flammable and hazardous gases. Explosion protection
and corrosion monitoring products.
Infrastructure safety
Products which detect hazards to protect assets and people in public spaces and commercial
buildings. Fire and smoke detectors, fire detection systems, security sensors and audible/visual
warning devices. Sensors used on automatic doors and elevators in buildings and transportation.
Medical
Products used to improve personal and public health. Devices used to assess eye health, assist with
eye surgery and primary care applications. Fluidic components such as pumps, probes, valves and
connectors used by medical diagnostic OEMs.
Environmental & Analysis
Products and technologies for analysis in safety, life sciences and environmental markets. Market-
leading opto-electronic technology and gas conditioning products. Products to monitor water
networks, UV technology for disinfecting water, and water quality testing products.
These four operating sectors offer
 relatively non-cyclical markets
 sustained growth underpinned by strong, resilient drivers
 signiﬁcant barriers to entry for potential competitors
Page 12

2.2 Organization Structure:
Halma has a highly decentralised structure which delivers real competitive advantage. Halma
places its operational resources close to the customers through locally-managed, autonomous
businesses.
Halma Operating companies
Operating companies have their own board of directors and are given considerable freedom for
entrepreneurial action. Research and development, manufacturing, sales and marketing, and
human resources are all managed at operating company level.
Halma subsidiary boards are empowered to make timely decisions in the best interests of their
business. With an intimate knowledge of their market dynamics and customer needs they are best
placed to make local resource allocation decisions swiftly in response to market changes.
Halma Sectors
Halma’s subsidiary companies are grouped into four operating Sectors: Process Safety,
Infrastructure Safety, Medical and Environmental & Analysis. Each sector is an autonomous
business unit responsible for its own growth organically and by acquisition.
Sectors are managed by Sector Chief Executives and Sector Vice Presidents who are Chairmen of
the subsidiaries. Their primary role is to provide insight, inspiration and leadership for the local
management boards. Sector Chief Executives understand the market needs of their companies and
contribute broadly to their strategies. They set objectives and targets, measure performance and
incentivise their managements.
Sector Chief Executives are also responsible for acquiring new businesses and the recruitment of
high calibre managers to run our companies. Sector Chief Executives are members of the Halma
Executive Board and through regular interaction between Executive Board members, common
challenges and opportunities are identiﬁed.
Head office
A small head office team focuses on corporate strategy and maintains an overall framework of
financial planning, reporting and control. Head office also provides a limited range of central
financial services, including treasury, pensions, insurances and share plans, and leads Group
strategic initiatives such as driving improvements in sales processes, innovation and people
development.
Values:
Halma values help to ensure a consistent set of standards and behaviours throughout the Group.
This is particularly important given the Group’s decentralised structure.
Page 13

Halma’s core values are:
 Achievement
 Innovation
 Empowerment
 Customer Satisfaction
Halma employees are required to act fairly in their dealings with fellow employees, customers,
suppliers and business partners; these principles are included within our Code of Conduct which
has been signed by each Group employee.
Halma performance culture is underpinned by the alignment of reward and incentive plans.
Acquisitions:
Halma acquires companies in its existing business sectors that are successful, growing and
profitable.
Organic growth funds Halma acquisitions. Acquisitions add value to Halma’s portfolio of
businesses through new intellectual assets, new management talent and a wider technological and
geographic footprint.
Halma’s acquisition strategy is to buy businesses and intellectual assets that:
 extend existing activities
 fit with our entrepreneurial culture
 deliver strong financial performance
Halma’s acquisitions are highly targeted. Halma usually acquire companies operating in markets
Halma are familiar with, or they may be in closely allied sectors which it understands. Halma
acquires both stand-alone businesses and ‘bolt-ons’. Halma have financial resources to invest in
acquisitions to accelerate growth.
After acquisition, companies usually operate independently under their local management within
Halma decentralized management structure. They immediately benefit from access to the
resources of a larger multinational parent. Entrepreneurs often remain and manage their business
after acquisition.
Halma CSR:
Commitment to Corporate Responsibility
Halma companies are involved in the manufacture of a wide range of products that protect and
improve the quality of life for people worldwide. This section of the website focuses on areas of
progress and our performance for all areas of corporate responsibility which are considered to be
material by our stakeholders and are also important to the success of our Group’s business. Halma
has developed meaningful key performance indicators (KPIs) that reflect the importance the Group
places on corporate responsibility and enable the Board to monitor the Group’s progress in meeting
its objectives and responsibilities in these areas.
Page 14

These areas of emphasis include health and safety, employee engagement and development,
human rights and ethics, corporate responsibility and sustainability.
Halma has been a member of the FTSE4Good UK index since its establishment in July 2001.
2.3 Halma India Management Team:
Fig 7
INDIA - Team
Prasenjit Datta – Managing Director
Location: Bengaluru, India
Sunil Balan – Marketing Manager
Location: Mumbai, India
Ishita Bhowmick – HRD Manager
Binsu Anu John – Manager Accounts
Page 15

Business model and strategy:
Creating long-term sustainable value
Business model objective
Our objective is to double every five years. We aim to achieve this through a mix of acquisitions
and organic growth. Return on Sales in excess of 18% and Return on Capital Employed over 45%
ensure that cash generation is strong enough to sustain investment for growth and increase
dividends without the need for high levels of external funding.
What resources our business model relies on
Financial - Our strongly cash generative businesses support investment for growth
Product Innovation - Developing and delivering the right products across our markets
Human Capital - Investing in our people to enable talent leadership throughout our businesses
Intellectual Assets - Building competitive advantage through investment in R&D and new
product development
Relationships - Empowering our businesses to work closely with customers, suppliers and each
other
Sustainability - Minimising the impact that our operations have on the environment
What we do
Through innovation and acquisition, we have a portfolio of market-leading companies within our
four sectors:
 Process Safety
 Infrastructure Safety
 Medical
 Environmental & Analysis
Demand for our products is underpinned by resilient, long-term growth drivers:
 Increasing health and safety regulation
 Increasing demand for healthcare
 Increasing demand for life-critical resources (such as energy and water)
Competitive advantage
Each business builds strong application knowledge and technology by focusing on its specific
market niche where there are often barriers to entry. We place our operational resources close to
our customers through autonomous locally managed businesses. We reinvest cash into acquiring
high performance businesses in, or close to, our existing markets.
Page 16

A sustainable strategy driving value creation
Fig 8
Our strategy
To acquire and grow businesses in relatively non-cyclical, specialised global niche markets. The
technology and application know-how in each company delivers strong competitive advantage to
sustain growth and high returns.
Our chosen markets have significant barriers to entry. Demand for our products is underpinned by
resilient, long-term growth drivers.
We place our operational resources close to our customers through autonomous locally managed
businesses.
We reinvest cash into acquiring high performance businesses in, or close to, our existing markets.
Our four operating sectors, Process Safety, Infrastructure Safety, Medical and Environmental &
Analysis were chosen because they offer markets where sustained growth is underpinned by
strong, resilient drivers.
Many of our markets are highly regulated. Halma products frequently satisfy demand created by
health, safety and environmental legislation. Regulation is a powerful driver which stimulates non-
discretionary purchasing.
When we acquire, we only invest in companies exposed to relatively non-cyclical markets, with
strong growth drivers, and where high barriers to entry deter new market entrants. More about
acquisitions.
Page 17

Our values
 Achievement
 Innovation
 Empowerment
 Customer satisfaction
Our investment priorities
 Innovation
 International expansion
 Talent development
Key beneficiaries of our value creation
 Customers
 Communities
 Employees
 Shareholders
 Suppliers
 Governments
Measuring and protecting value creation
 KPIs
 Risks and uncertainties
 Sustainability
 Governance
2.4 Financial highlights
Table 2 Financial highlights
Page 18

Table 3 – Revenue and Profit growth
Table 4 – Geographic Revenue growth
Process safety
Table 5 – Process safety contribution to group
Page 19

Infrastructure safety
Table – 6 Infrastructure safety contribution to group
Medical
Table – 7 Medical contribution to group
Page 20

Environmental & Analysis
Table -8 Environmental & Analysis contribution to group
Page 21

2.5 Texecom
Texecom is Europe’s largest independent security alarm specialist providing bespoke design
solutions that protect people and property throughout the world.
Established in 1986, Texecom’s award-winning products cover every aspect of external and
internal security requirements.
Fig 9
Award Winning Products
Texecom’s extensive portfolio of electronic security products includes a full range of motion
detectors, control panels, perimeter protection devices, fire detectors and external sounders.
Texecom has recently launched a new ground breaking wireless technology, Ricochet mesh
networking, to universal acclaim.
Page 22

Fig 10
With a passion and a focus on performance, simplicity of operation, style and reliability, product
requirements are engineered into leading edge designs, outstanding in both quality and innovation.
Internationally Certified
Texecom is firmly committed to providing products that exceed the demands of international
standards. Texecom prides itself on producing innovative products, designed to exceed
expectations.
UK Manufacturing for Complete Control
Complete control for all aspects of development is ensured through design, manufacture and
thorough testing of all products in state-of-the-art UK facilities.
Texecom Product Range:
 Wired and Wireless – Intruder Alarm Panels
 GSM/IP/PSTN Communicators
 Magnetic Contacts. Glass Break Detectors, Motion Sensors
 External Sounders
 Smoke Detectors , Panic Buttons
 Central Monitoring & Diagnostics Software
 Smartphone Apps (IOS & Android)
Page 23

Fig 11
Key Product Features:
Some of the Key Features of Texecom’s Range of Wired/Wireless Intruder Alarms
 Advanced Control Panel Hardware for a variety of Application – 8 Zone – 640 Zone
Control Panels
 Aesthetically Superior Metal and Polymer Flush and Surface Mount Keypads
 Complete Control of the Security System through Mobile Apps on Android and IOS
platform
 Variety of Communicators – PSTN/GSM/GPRS for faster and reliable alarm
communication
 Dedicated Software for Installation, Commissioning and Maintenance
 Award Winning Wireless Mesh Based technology – Ricochet in Wireless Intrusion alarm
systems
Page 24

Fig 12
Application Areas:
 Commercial
Banks , ATM’s,Retail Shops, Jewellery Stores, Museums
 Residential:
Independent Homes, Villas, Apartments
 Industrial
Airports and Large Industrial Plants
Certifications:
 Compiance with the PD6662:2010 update.
 EN Grade 2 and Grade 3 certified products
Texecom in India
Texecom products are being sold in India through various distributors since early 2000’s. Texecom
primary presence is in Mumbai and Delhi with Sales Representatives, Technical Support and
Research and Development team.
Texecom Alarm panels and accessories have been installed in thousands of locations across India
and are saving lives and property everyday
Texecom is committed to providing quality solutions in Intruder Alarm Detection for the Indian
market and will continue to invest and expand its resources and presence across India.
Page 25

2.6 Marketing
Push Strategy
The term 'push strategy' describes the work a manufacturer of a product needs to perform to get
the product to the customer. This may involve setting up distribution channels and persuading
middle men and retailers to stock your product. This term now broadly encompasses most direct
promotional techniques such as encouraging retailers to stock your product, designing point of sale
materials or even selling face to face. New businesses often adopt a push strategy for their products
in order to generate exposure and a retail channel. Once your brand has been established, this can
be integrated with a pull strategy.
Distribution Channels
Company: ADI
ADI has a vast distribution network and over 200 branches across the world. With our global
relationships and 30 locations across India, ADI provides a long-term trading assurance to its
customers.
ADI is dedicated to helping your business grow, and as the leading global distributor for
fire, safety & security products we have the expertise and resources to make it happen.
Product Range
Fig. 13
Services Offered
Fig. 14
Page 26

Branches in India
Fig.15
2.7 Competitors
Major Competitors (Texecom – India)
1. Honey well
2. Securico
3. Tyco
4. UTC
5. Myra digital
6. Secureye
7. Bentel
8. Rosslore
9. Bosch
Page 27

Other brands:
1. DSC
2. LifeSos
3. Co- Max
4. Godrej
5. Legrand
2.8 SWOT Analysis:
Strengths
 High growth rate
 Barriers of market entry
Weaknesses
 Competitive market
 Small business units
 Tax structure
 Productivity
Opportunities
 Growth rates and profitability
 Venture capital
 Global markets
 New acquisitions
 Growing demand
Threats
 Technological problems
 Price changes
 Growing competition and lower profitability
 Increasing costs
 Financial capacity
 External business risks
 Rising cost of raw materials
Page 28

Chapter III
Tasks Accomplished During
Internship

3.1 Roles and Responsibilities
The internship tenure at Halma India Pvt. Ltd. was chalked out for 8 weeks (4th
April 2016 – 7th
June 2016). Following were the certain roles and responsibilities I had carried out during the
Internship:
 To understand Security Consultants, Architect, and Builders for Texecom.
 The project was about meeting the Security Consultant, Architect and Builders across India
(South & West Zone) and understanding the market penetration for Texecom in the Burglar
alarm for the premium residential projects.
 Understanding the set of activities Texecom should do to gain confidence of the
infrastructure safety consultants.
 Understanding what is important for the security consultants, architect and builders to get
business from the clients and also the challenges faced by them in this process.
 Provide the competitive research and analysis.
 Help with collected quantitative and qualitative data from the client.
 Prepare a weekly report for weekly meetings.
 Cold calling.
3.2 Description of Task Handled.
 The project was concentrate south & west zone of India majorly concentrating on nine
different cities- Bangalore, Cochin, Coimbatore, Salem, Hyderabad, Vijayawada, Baroda,
Mumbai & Pune
 Accounting mapping.
 The project involved meeting Security consultant (Integrators), Architect and Builders.
 Data was collected in the form of pre-defined questionnaire and personal interviews.
 Out of the 53 days 40 days were spent on field for collection of data from various integrators,
architect and Builders across various cities.
 Feedback collected from the existing client.
 Understand the working function of the ADI Global distribution channel.
 Understand the challenges face by architect, integrators and builders.
 Analyze the factors contributions towards buying pattern of the intrusion market.
Page 29

3.3 Contribution to the Organization
The following recommendations were given to the organization based on the findings of the
project:-
 The organization has to make the Integrators, Architect and Builders aware about
Texecom.
 Research leads to account mapping of Texecom.
 The company has to participate in seminars and conferences and trade shows
 Analysis of the data which will helpful to take the business decisions
 The company has to create tech support with sound technical knowledge person across the
nation.
Page 30

Chapter IV
Analysis of the Research
Undertaken

4.1 Introduction:
Marketing research is the process that links the producers, customers, and end users to the marketer
through information. Collected information used to identify and define marketing opportunities
and problems, improve, and evaluate marketing actions, monitor marketing performance, and
improve understanding of marketing as a process. Marketing research specifies the data required
to address these issues, designs the method for collecting information, manages the data collection
process, analyzes the results, and communicates the findings and their implications.
It is the systematic gathering, recording, and analysis of quantitative and qualitative data about
issues relating to marketing products and services. The objective of marketing research is to
identify and assess how changing elements of the marketing mix impacts customer behavior, in
that market research is concerned specifically with markets, while marketing research is concerned
specifically about marketing processes.
Marketing research is divided into two types
Target market:
1. Consumer marketing research, and
2. Business-to-business (B2B) marketing research
Methodological approach:
 Qualitative marketing research, and
 Quantitative marketing research
Consumer marketing research is a form of applied sociology that concentrates on understanding
the preferences, attitudes, and behaviors of consumers in a market-based economy, and it aims to
understand the effects and comparative success of marketing campaigns.
Thus, marketing research may also be described as the systematic and objective identification,
collection, analysis, and dissemination of information for the purpose of assisting management in
decision making related to the identification and solution of problems and opportunities in
marketing.
4.2 Research Design
Statement of the problem:
Understand the architect and security consultant and their role in premium residential market for
Texecom Ltd
Objective:
1. To study and understand the security consultants, architect and builders.
2. To understand and analyze challenges faced by the architect, builder and security
consultants while designing anti-intrusion system for the projects.
3. To identify the functionality with respect to client( architect and Security consultant)
4. To determine how sales happen through architect, builder and security consultant.
Page 31

Scope of Study:
The scope of the project is to understand the security consultant (Integrators), Architect and
Builders and their role in the premium residential market, in South and west zone of India. The
project mainly focus on the premium residential market penetration and suitably position itself on
customer. This project undergone for the period of 2 months. The geographical location chosen
for this project is south and west zone of India.
Limitation:
Place : India (West & South Zone)
Period : 2 Months
Focus area : Premium Buildings/villas (Anti-intrusion/ burglar alarms)
Respondents : Integrators, Architect and Builders
4.3 Methodology:
Research Method – Empirical Research
Empirical research is been used to identify the need of Security consultant, Architect and Builder
in Premium residential market for burglar alarm system.
1. Exploratory research – From the data collected we gained knowledge about the various
buying behaviors of burglar alarm through Security consultant, Architect and Builder.
2. Descriptive research – The data collected through structured questionnaire gives the
information about the factors which affected decision making when plan for security
accepts of a premium residential projects.
Target population : Security consultant (Integrators), Architect and Builders.
Sample units : Residential projects services provider from India (South and West Zone).
Sampling technique : Non-probability sampling (convenience sampling)
Sample size : 50
Place : India (West & South Zone)
Period : 2 Months
Focus area : Premium residential projects
Data collection:
Primary data – the primary data has been collected through questionnaire.
Page 32

4.4 Analysis of Data
1. No. of meetings in each city
Table – 9 No. of meetings in each city
Graph 1
Analysis:
From the above table, we can see that 11 respondents 22% are builders, 16 respondents 32% are
architects and 23 respondents 46% are Security consultant.
Inference:
The majority of response is from Security consultants.
Page 33
22%
32%
46%
Members from each category
Builders
Architect
Security
consultant

2. What kind of project you deal with?
Table -10
Type of projects
Residential Commercial Both
Builders 0 0 11
Architect 0 0 16
Security Consultant 23 0 0
Graph 2
Analysis:
From the above table, we can see that 23 respondents are security consultant chosen the residential
projects, 11 respondents are builders and 16 respondents are architects.
Inference:
Majority of the respondents are dealing with the residential projects, and all majority responses
contribute towards the residential projects from security consultant.
Page 34
0 0
11
0 0
16
23
0 0
0
5
10
15
20
25
Residental Commercial Both
Axis Title
Project Type
Builders Architect Security Consultant

3. Are you register with ADI?
Table 11
ADI register members
Builders 0
Architect 0
Security Consultant 23
Graph 3
Analysis: From the above table, we can see that all positive respondents are security consultant
who register with ADI (Global distribution channel)
Inference: The majority of the responses from the architect, no builder and architect been using
the ADI to procure the electrical security products.
Page 35
0
5
10
15
20
25
Buiders Architect Security
Consultant
ADI register members
ADI register
members

4. How many projects on an average you deal with in a year?
Table 12
No of Projects
<5 5 to 10 10 to 15 >15
Builders 2 2 6 0
Architect 14 2 0 0
Security consultant 0 0 0 23
Graph 4
Analysis: From the above table, we can see that 23 respondents are security consultant are deal
with greater than 15 projects in a year, 16 respondents are builders and architect are deal with less
than 5 projects, 4 responses are in between 5 to 10 projects 6 respondents are builders are deal
with 10 to 15 projects.
Inference: The majority of the responses from the security consultant, no builder and architect
been using the ADI to procure the electrical security products.
Page 36
2 2
6
0
14
2
0 00 0 0
23
0
5
10
15
20
25
<5 5 to 10 10 to 15 >15
No of Projects
Builders Architect Security consultant

5. Do you Prefer security System for your Project?
Table 13
Frequency Percent Valid
Percent
Cumulative
Percent
Valid Yes 50 98.0 100.0 100.0
Missing System 1 2.0
Total 51 100.0
Graph 5
Analysis: From the above table, we can see 50 respondents 100% are responding positive
Inference: All respondents (Builders, architects and Builders) are ready to accept the new
technology.
Page 37

6. What kind of Security systems you deal with for your projects?
Table 14
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Fire Safety 27 52.9 54.0 54.0
Burglar
Alarm
23 45.1 46.0 100.0
Total 50 98.0 100.0
Total 51 100.0
Graph 6
Analysis: From the above table we can see, 52.9% respondents are select the fire alarms and 45.1%
respondents are select the burglar alarm as security devices.
Inference: The responses are select the both fire alarm and burglar alarm as a security system for
their projects they deal.
Page 38

7. Do you entertain new brands for burglar alarms?
Table 15
Frequency Percent Valid Percent Cumulative Percent
Valid
Yes 44 86.3 88.0 88.0
No 6 11.8 12.0 100.0
Total 50 98.0 100.0
Total 51 100.0
Graph 7
Analysis: From the above table, we can see 44 respondents 88% are responding to prefer burglar
alarm as a security system to their projects and 6 respondent 12% are responding negatively not
preferring the burglar alarm as a security system.
Inference: The majority of the responses from the above table are select and accept the burglar
alarm as a security system.
Page 39

8. Do you think burglar alarm are more reliable than other security devices?
Table 16
Frequency Percent Valid Percent Cumulative Percent
Valid
Yes 43 84.3 86.0 86.0
No 7 13.7 14.0 100.0
Total 50 98.0 100.0
Total 51 100.0
Graph 8
Analysis: From the above table, we can see 43 respondents 86% are responding to accept the
burglar alarm is reliable as a security system and 7 respondent 14% are responding burglar alarms
are not reliable.
Inference: The majority of the responses from the above table are believe that burglar alarm are
most reliable in security system, and remaining 14% are not vote for non - reliable because they
are more panic about false alarm.
Page 40

9. What are the Factors Influencing buying decision?
Table 17
Factors Responses
Price 30
Tech support 17
Technology 3
Graph 9
Analysis: From the above table, we can see 30 respondents are responding towards price, 17
respondents are responding towards tech support and 3 respondents are responding towards
technology.
Inference: The majority of the responses from the above table are rank the price, tech support and
technology as top three, are the most important factors with contribute towards the buying behavior
of the burglar system.
Page 41
30
17
3
0
5
10
15
20
25
30
35
Price Tech support Technology
AxisTitle
Factors
Factors

4.5 Findings & Observations:
1. Cost of the projects architect deal, basically architect deal with project with respect to the
area of the project.
2. Integrators are take up the project with respect to the number of zone’s involved in the
projects
3. Builder are purely depending on the budget allocated to the project.
4. Texecom is a premium ended product, though it is a premium securico, DSC and Lifesos
are the major competitor for the Texecom in intrusion market.
5. Though Texecom is a UK made, customer are unaware of it.
6. Customer are more believe in the UK brand in this segment.
7. Most of the customer are unaware of the product and brands availability in this segment,
lack of technical knowledge.
8. There are three important factors which impact on the buying decision of the intrusion
alarms are price, tech support and technology.
9. Builder have dedicated team to take decision about the intrusion system, but there are not
technically sound, when it comes to installation face they depend on the Integrators.
10. Architect will recommend the intrusion, the teams who will take care of HVAC work will
lead the intrusion project as well.
11. Integrators are act as a 3rd
party consultant for the architect and Builders of kin of value
added services belongs to intrusion system.
12. External appearance of the product has impact on buying decision
13. Texecom products are high price oriented compare to others brands.
14. Apart from the one minor compliant on the range issue of Texecom product, till now is
under return on sale.
15. Area cover under the sensor is more compare to the other brand of same range.
16. No of sensors used of ideal zone is less when compare to the other brands.
Builders
Decision Makers – Top level management/Finance Manager/Technical Director/Operational
director.
Basic features:
• CCTV
• Video Door Phone
• Security guard
• Intrusion System( As per Customer Preference)
Most influencing Factor
• Price
• Quality
• Look
Page 42

Burglar Alarm - Mandatory
• VIP’s
• Celebrities
• Business personalities
• political background people’s
• Senior citizens – Projects
Installation by
• BMS
• Integrators
Feed back
• Good Technology
• Trust on wire Segment
• No complaints
• Looks Good
Recommendation
• Approach them with a complete solution/are a hybrid Panel, which will provide the
complete solution for the home atomisation
• Pricing – Over all pricing for complete solution is not more than Rs:30/- on an average
• Awareness about technology.
Architect Firms
Decision Maker – Senior Architect (10 – 20 Years of Experience)
• Architect act as a bridge between Builders and client
• Projects – direct from the client end
Fig 16
Average – Above 10 Projects/Year (5 Lakh Sq. ft.)
Page 43
Architect Firm
In-house
HVAC/Security
Consultant
Team
3rd Party
consultant

Technical
• The one who is taking the decision is not the technical person, based on the experience
he/she gain the knowledge.
• HVAC department will take care of all installation’s
• Training – Integrators
Recommendation
• Registration - ADI
• Training programmes
• Support – Layout Approval
BMSS(Building Management & Security Services)
Projects:
• Builders
• Architect
• Direct Client
Role: These people have the role to play from the start of the project to finishing
All safety
Integrator
Fig. 17
Problems
• Pricing
• Training
• Support (Toll Free no.)
• Basic Architecture – Connections
• Product Overview
• Software training(Many options)
• Average (40 – 50 Projects)
• Price Level (Average – 2lakhs/Projects)
• High margins (40%)
• Business per month (2-3 Lakhs)
• Training (regional language – Gujarat, Coimbatore)
• Local Ads(Creating awareness)
Page 44
Integrator’s
Working with all
Brands
Texecom

Recommendation
• On job Training
• Demo Kit
• Product details(broaches)
• Tech support
Problems:
• Pricing
• Margins
• Technical Support – Approving the layout design
• Training
• Touch Screen
• Unware of the product
• Product awareness
• Bulk Purchase
• Marketing campaign
• Online availability (www.ebay.com)
Page 47

Layout design problem:
Fig. 19
The layout show the second floor planning of a building, this is the zone layout plan of a integrator
where he want to install a glass breaking sensor. The challenge he faced during the installation is
how to fix the sensor – leads to lack of training. The challenge he face is how many sensors to be
installed, since the door is two sided open door, which have a centre fixed part. Here in this case
it clearly show the on job training plays a very important role.
Page 48

Solutions Required from Texecom
 Texecom integrate with Crestron, RTI or any other processer
 Bulk Purchase orders.
 Back-up (Storage space)
 All automation can be done through central panel
 Touch screen
Suggestions
 Broaches – Marketing
 Updating about the product can be informed to all customer
 Regular training
 On Job Training
 Free Demo kits has been distributed to all integrators
 Technical Support(directly from Texecom)
 Aware of UK brand recognition
 Technology awareness
 Distributing the T-Shirts and bags to Integrators/Security Consultants – Represent the
Texecom.
4.6 Conclusions:
This study contributes to understanding the architect, security consultant (Integrator) and Builder
and their role in premium residential projects, understand the challenges faced by them, factors
which are affecting the buying behavior of the customer towards intrusion alarm. Texecom has its
own presence on banking sectors in Indian market, there is scope for intrusion alarm in residential
projects, and the best way to penetrate in to this market is through integrators (security consultant)
because Texecom is a part of HALMA India Pvt. Ltd. Company uses push strategy of marketing
through the global distribution channel ADL. Till now only integrators are registers with ADI.
Builder and Architect looking for a complete solution but Texecom will provide a one of the input
among it.
Page 49

4.7 Recommendations:
 On job Training
 Free Demo Kit will install at consultant office where the customer will feel the real look
and feel it, it directly connect to emotions
 Product details(brochures)
 Training (regional language – Gujarat, Coimbatore), since language is the barrier to
communication of this states mention above so, local language training will give the
confidence on both customer and consultant.
 Local Ads(Creating awareness)
 Updating about the product
 On Job Training is necessary to understand the installation in a wider side, to avid the
problem
 Technical Support(directly from Texecom)
 UK brand recognition
 Technology awareness
 Distributing the T-Shirts and bags to Integrators/Security Consultants – Represent the
Texecom.
Page 50

Bibliography
 http://www.halma.com/~/media/Files/H/Halma-Plc-V2/investors/reports/2016/halma-
annual-report-2016.pdf
 http://halma.in/
 http://www.texe.com/int2/
 http://adiglobal.in/
 https://en.wikipedia.org
 https://en.wikipedia.org/wiki/Market_research
 Textbook: Research Methodology By Deepak Chawla & Neena Sondhi (Vikas
Publishing) 2011

Annexure I
Questionnaire
Name:
Company Name:
Phone Number:
Email Id:
Experience:
Designation:
1. What are the kind of projects you deal with?
I. Residential
 Villa.
 Independent Houses.
 Premium Apartments.
 Entry Level Apartments.
 Others
_________________________________________________________________
II. Commercial.
 IT Parks.
 Malls.
 Auditoriums.
 Others ________________________________________________________.
2. How many projects on an average you deal with in a year.
 Less than 5.
 5-10.
 10-15.
 15 and above.
3. What is the cost of projects you deal with?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_________________________________

4. Do you prefer security systems for your projects?
 Yes.
 No.
5. If Yes, What are the security systems you deal with for your projects?
 Fire Safety.
 Burglar Alarm.
 Panic Button.
 Smoke Detectors.
 Gas detectors.
 Others _________________________________________________________.
6. If Burglar Alarms, What are the brands you prefer for your projects?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_________________________________
7. Do you entertain new brands for Burglar Alarms?
 Yes.
 No.
8. What are the reasons due to which you specify a particular Brand to your customers?
 Multi-National.
 Customer Trusted.
 Popular.
 Do not want to take risk.
 Not aware of the New Brands.
 Others ________________________________________________________________.
9. What are the set of activities a New Brand should do in order to gain confidence?
 Good company profile.
 Technical knowledge.
 Sample of the products.
 Training programs.
 Incentive schemes.
 List of Installation Site.
 Visit of Installation Site.
 Conferences.
 Others
_________________________________________________________________.

10. Among the above factor which are the top 3 (descending order) in order of importance and
why?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________
11. What are the challenges a New Brand faces to gain market share?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
________________
12. Is there any third party involved who take care of the security systems for your projects? If
Yes, Name & Contact of the 3rd
party.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
________________________________________________
13. Do you think Burglar Alarm are more reliable than other security devices?
 Yes.
Why_________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_________________________________
 No.
Why_________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_________________________________
14. Does the external appearance of the device influence the customer to buy Burglar Alarms?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_________________________________
15. What differentiate you from your competitors?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
____________________________________________
16. What are the challenges you face for getting projects from your clients?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
____________________________________________

Annexure II - Weekly reports & Attendance sheet
M. S. RAMAIAH INSTITUTE OF MANAGEMENT
PGDM - AICTE - II Semester - Batch 2015-2017
Weekly Report of SUMMER INTERNSHIP (SIP) at
___HALMA India Pvt. Ltd.____
To __Prof. Arul Jyothi
MSRIM
Sir / Madam,
The following tasks were undertaken during the week __04-04-2016_
(starting date) to ___08-04-2016___ (ending date)
Date Task Handled
Observation /
Remarks of
Faculty Guide
04-04-2016 Joining formalities, Briefing about the company
and projects they handling, Project briefing
05-04-2016 Meeting with Marking head(India) from
Texecom. Discuss about the projects, developing
objectives and task for the research study
06-04-2016 Questionnaire Preparation
07-04-2016 Discuss the Questionnaire with Marketing
Manager from Halma India Pvt. Ltd.
08-04-2016 Doing the necessary changes and getting
approval from Sunil (Marketing Manager Halma
India Pvt Ltd.)
09-04-2016 -------Holiday---------
10-04-2016 -------Holiday---------
Student Name: _______Hemanth Kumar Meda_ Reg. No.:_151228 _
Student Signature: _____________________________________________
Faculty Guide Signature: ______________________________

______________HALMA India Pvt. Ltd. ____________
To ________Prof. Arul Jyothi____________
MSRIM
Sir / Madam,
The following tasks were undertaken during the week ___11-04-2016__
(starting date) to _______15-04-2016____ (ending date)
Date Task Handled
Observation /
Remarks of
Faculty Guide
11-04-2016 Generating the data, writing emails, cold calling
and fixing the appointment’s
12-04-2016 4 – Meeting @ Bangalore – Architects
13-04-2016 Meeting @ Bangalore – Security consultant
people, BMS(Building Management security
services)
14-04-2016 Meeting @ Bangalore – Top Builder
15-04-2016 Presenting oral to Marking Manager –
HALAMA India Pvt. Ltd. & Telephonic
Presentation to India Marketing Manager –
Texecom (UK)
16-04-2016 ----------------Holiday--------------
17-04-2016 ----------------Holiday--------------
Student Name: _Hemanth kumar Meda__________ Reg. No.:_151228 _

________HALMA India Pvt. Ltd.____________________
To ______Prof. Arul Jyothi_____________________
MSRIM
Sir / Madam,
The following tasks were undertaken during the week __18/04/2016____
(starting date) to ______22/04/2016_____ (ending date)
Date Task Handled
Observation /
Remarks of
Faculty Guide
18-04-2016 Data Mining & fix the appointment
20-04-2016 Preparing Travel Plan (Cochin, Chennai,
Hyderabad, Pune, Vijayawada…. Etc. – Study
and understand the security consultants need in
Residential Projects( Villa, Premium Independent
Houses )
21-04-2016 Generating leads in Cochin and Chennai
22-04-2016 Presentation reg: Bangalore study and getting
some inputs form both managers – study.
23-04-2016 Holiday
24-04-2016 Holiday
Student Name: ______Hemath kumar Meda_______ Reg. No.:_151228 _

MSRIM
Sir / Madam,
Date Task Handled
Observation /
Remarks of
Faculty Guide
27-04-2016 Presentation and Generating the leads as well as
the Meeting with Global distribution channel –
ADI
28-04-2016 Generating leads in Cochin and Chennai
29-04-2016 Travel Preparation - Cochin
30-04-2016 Holiday
01-05-2016 Holiday

MSRIM
Sir / Madam,
Date Task Handled
Observation /
Remarks of
Faculty Guide
02-05-2016 Meeting with Builders, security Consultant and
Architect in Cochin
Architect in Cochin
Architect in Cochin
05-05-2016 Travel to Coimbatore
Architect in Coimbatore
08-05-2016 Holiday

MSRIM
Sir / Madam,
Date Task Handled
Observation /
Remarks of
Faculty Guide
Architect in Cochin
Architect in Cochin
11-05-2016 Travel to Hyderabad
13-05-2016 Contacts Generating and Fixing the Meetings,
Report Writing.
15-05-2016 Holiday

MSRIM
Sir / Madam,
Date Task Handled
Observation /
Remarks of
Faculty Guide
Architect in Vijayawada
17-05-2016
Travel to Ahmedabad
Report Writing.
Architect in Baroda
Architect in Baroda
Architect in Baroda
22-05-2016 Holiday (Travel to Mumbai)

MSRIM
Sir / Madam,
Date Task Handled
Observation /
Remarks of
Faculty Guide
Architect in Mumbai
Report Writing
Report Writing.
26-05-2016 Travel to Pune
&
Meeting with Builders, security Consultant and
Architect in Pune
Architect in Pune
Architect in Pune
29-05-2016 Return to Bangalore

Intern Report Halma 1

Recommended

Recommended

More Related Content

Similar to Intern Report Halma 1

Similar to Intern Report Halma 1 (20)

Intern Report Halma 1