MARKET RESEARCH ON BRAND AWARENESS FOR BRANDED P.C SUMITTED BY:- SHRIKANT S PANIKAR (Roll No # 46) SIDDHARTH VYAS (Roll No # 47) SHAKTI KUMAR SINGH (Roll No # 45) SUNIL KUMAR (Roll No # 48) IN FULFILLMENT OF PGDM (MARKETING) SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND RESEARCH S. No. 40/4A+4B1, NEAR PMC OCTRIO POST KONDHWA – SASWAD ROAD KONDHWA (BK) PUNE-48SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND RESEARCH, KONDHWA (BK)
DECLARATIONWe hereby declare that the project titled “To Determine the Brand Awareness forBranded P.C” is an original piece of research work carried out by us under the guidance andsupervision of Mr. Pankaj Nandurkar. The information has been collected from genuine &authentic sources. The work has been submitted in partial fulfillment of the requirement ofPGDM (MRKT).Place: Signature:Date: Name of thestudents: SHRIKANT S PANIKAR SIDHARTH VYAS SHAKTI KUMAR SINGH SUNIL KUMAR
AcknowledgementWe would like to acknowledge all the help and guidelines received by our Respected andWell informed Marketing Faculty at SIBAR (Sinhgad Institute of Business Management andResearch) as this Marketing Research would not have been possible without they expertguidance.In short we would like to thank the following for all their Efforts and Support: Mr Pankaj Nandurkar (Marketing Research Faculty at SIBAR) Mr Vishal Bhole (Marketing Faculty at SIBAR) All our Teammates and Colleagues.
Executive summaryResults of a controlled experiment on the role of brand awareness in the consumer choiceprocess showed that brand awareness was a dominant choice heuristic among awareness-group subjects. Subjects with no brand awareness tended to sample more brands and selectedthe high-quality brand on the final choice significantly more often than those with brandawareness. Thus, when quality differences exist among competing brands, consumers may"pay a price" for employing simple choice heuristics such as brand awareness in the interestof economizing time and effort. However, building brand awareness is a viable strategy foradvertising aimed at increasing brand-choice probabilities.Brand awareness can be measured by showing a consumer the brand and asking whether ornot they knew of it beforehand. However, in common market research practice a variety ofrecognition and recall measures of brand awareness are employed all of which test the brandnames association to a product category cue, this came about because most market researchin the 20th Century was conducted by post or telephone, actually showing the brand toconsumers usually required more expensive face-to-face interviews (until web-basedinterviews became possible). This has led many textbooks to conceptualize brand awarenesssimply as its measures, that is, knowledge that the brand is a member of a particular productcategory. Brand awareness consists of both brand recognition, which is the ability ofconsumers to confirm that they have previously been exposed to your brand, and brandrecall, which reflects the ability of consumers to name your brand when given the productcategory, category need, or some other similar cue.Aided awareness occurs when you show or read a list of brands and the person expressesfamiliarity with your brand only after they hear or see it.Top-of-mind awareness occurs when you ask a person to name brands within a productcategory and your brand pops up first on the list.Primary objective: To research whether Brand awareness in Branded PC’s affects the sales orhelps the Retailer in making a sale.Secondary objective: To research and see which Brand is ahead in “Top-of-the-MindAwareness” among Branded PC’s.
Table of Contents1. Introduction.2. Objectives.3. Research Methodology.4. Company Profile.5. Data Presentation. 5.1 Data Collection. 5.2 Data Analysis.6. Conclusions7. Limitations / Future scope.8. Recommendations.9. Bibliography10. Annexure
1. IntroductionThe research Project is on the topic of “Brand Awareness of Branded PC’s (PersonalComputers)”.Now first let us look at the definition of a Brand:The definition of brand: A brand is an identifiable entity that makes specific promises ofvalue.In its simplest form, a brand is nothing more and nothing less than the promises of value youor your product makes. These promises can be implied or explicitly stated, but none-the-less,value of some type is promised.Now let us further define Brand Awareness:Brand awareness is when people recognize your brand as yours. This does not necessarilymean they prefer your brand (brand preference), attach a high value to, or associate anysuperior attributes to your brand, it just means they recognize your brand and can identify itunder different conditions.Brand awareness consists of both brand recognition, which is the ability of consumers toconfirm that they have previously been exposed to your brand, and brand recall, whichreflects the ability of consumers to name your brand when given the product category,category need, or some other similar cue.Aided awareness occurs when you show or read a list of brands and the person expressesfamiliarity with your brand only after they hear or see it.Top-of-mind awareness occurs when you ask a person to name brands within a productcategory and your brand pops up first on the list.When you think about facial tissue, gelatins, and adhesive bandages, do the brandsKleenex®, Jell-O®, and Band-Aid® come to mind? These brands enjoy strong top-of-mindawareness in their respective categories.
The Purpose of this research to evaluate the amount of Brand Awareness enjoyed bydifferent brands of PC’s in the market.Historical & Technical Background of BrandsBrands identify the source of market of a product and allow consumers-either individuals ororganizations-to assign responsibility to a particular manufacturer or distributor. Consumers mayevaluate the identical product differently depending on how it is branded. Consumers learn aboutbrands through past experiences with the product and its marketing program. They find out whichbrands satisfy their needs and which ones do not. As consumers’ lives become more complicated,rushed,and time-starved,the ability of a brand to simplify decisions making and reduce risk isinvaluable.Brands also perform valuable functions for firms. First, they simplify product handling or tracing.Brands help to organize inventory and accounting records. A brand also offers the firm legalprotection for unique features or aspects of the product. The brand name can be protected throughregistered trademarks; manufacturing processes can be protected through patents; and packaging canbe protected through copyrights and designs.These intellectual property rights ensure that the firm cansafely invest in the brand and reap the benefits of a valuable asset.Brands can signal a certain level of quality so that satisfied buyers can easily choose the productagain. Brand loyalty provides predictability and security of demand for the firm and creates barriers toentry that make it difficult for other firms to enter the market. Loyalty also can translate into awillingness to pay a higher price—often 20 to 25 percent more. Although competitors may easilyduplicate manufacturing processes and product designs, they cannot easily match lasting impressionsin the minds of individuals and organizations from years of marketing activity and productexperience. In this sense, branding can be seen as a powerful means to secure a competitiveadvantage.To firms, brands thus represent enormously valuable pieces of legal property that can influenceconsumer behavior, be sought and sold, provide the security of sustained future revenues to theirowner. Large earning multiple have been paid for brands in mergers or acquisitions, starting with theboom years of the mid-1980s. The price premium is often justified on the basis of assumptions of theextra profits that could be extracted and sustained from the brands, as well as the tremendousdifficulty and expense of creating similar brands from scratch. Wall Street believes that strong brandsresult in better earnings and profit performance for firms, which, in turn, creates greater value forshareholders. Much of the recent interest in brands by senior management has been result of thesebottom-line financial considerations. “Marketing Memo: The brand Report card” lists 10 keycharacteristics based on a review of the world’s strongest brands.
Scope of studyIs to check that does Brand Awareness among Branded PC’s affects the sales or creates aspecific image about the brand which helps the Brand in gaining an advantage over thecompetitors. As the Research Methodology used for this research would be PersonalInterview or Telephonic Interviews of the Targeted Masses using a set of questionnairesdesigned to get the response which would help in achieving the objective of the research. TheLimitations faced in this research would be that it would be constituted on the data gatheredfrom an already decided Target audience, which would be very small (namely 30-50consumers). Hence we would not be able to come to a strong recommendation as the numberof the responses would be limited. However, on the other hand the data gathered would bevery accurate and not vague, which would help us come to conclusion which in turn will helpus to reach the objective of this research.Importance/Relevance of the Market ResearchThe importance of this market research would be, that it will help us to determine whichcomputer Brands enjoy different benefits due to their Brand Awareness in the mind of theconsumers. Our research work will help us define how does brand awareness helps thecustomer to pick or choose that specific brand and get a clear picture as in is BrandAwareness really important part of the marketing strategy or is it just a burden on themarketing system.Brand awareness is an important way of promoting commodity-related products. This is because forthese products, there are very few factors that differentiate one product from its competitors.Therefore, the product that maintains the highest brand awareness compared to its competitors willusually get the most sales, our research findings will help us in determining those factors.We would also be able to gauge which brand enjoys the top spot in “Top-of-the-MindAwareness” among Branded PC’s.
2. ObjectivesPrimary objective: To research whether Brand awareness in Branded PC’s affects the sales orhelps the Retailer in making a sale.The following point would be addressed:1. Brand Awareness for Branded PC’s in consumer minds.2. Effect on sale.Secondary objective: To research and see which Brand is ahead in “Top-of-the-MindAwareness” among Branded PC’s.The Following points would be addressed: 1. To check which Brand enjoys the top spot in ‘Top-of-the-mind’ Brand Awareness. 2. Impact of the same on sales.
3. Research Methodology Step.1 The decision alternative and the research objectives -Marketing management must be careful not to define the problem too broadly or too narrowly for the marketing researcher. Not all research projects can be specific. Some research is exploratory- its goal is to shed light on the real nature of theroblem and to suggest possible solutions or new ideas. Step-2 Develop the Research Plan The second step of marketing research calls for developing the most efficient plan for gathering the needed information .The marketing manager needs to know the cost of the Research plan before approving it. Designing a research plan calls for decision on data sources, research approaches, research instruments, sampling plan, and contact methods. DATA SOURCES- The researcher gather secondary data, primary data, or both. Secondary Data are data that were collected for another purpose and already exists Somewhere. Primary Data are data freshly gathered for a specific purpose or for a specificesearch Project. Researchers usually start their investigation by examining some of the rich variety of secondary data to see whether the problem can be partly or wholly solved without collecting costly primary data. Secondary data provide a starting point and offer the advantages of lower cost and ready availability. When the needed data do not exists or are dated, inaccurate, or unreliable, the researcher will have to collect primary data. Most marketing research projects involve some primary data collection. The Normal procedure is to interview some people individually or in group.
RESEARCH APPROACHES- Primary data can be collected in 5 ways 1. OBSERVATIONAL RESEARCH-Data can be gathered by observing the relevant actors Consumers can be unobtrusively observed as they shop or as they consume products. 2. FOCUS GROUP RESEARCH-A focus group is a gathering of 6 to 10 people who are Carefully selected based on certain demographic, psychographic, or otheronsiderations and brought together to discuss at length various topics of interest. Participants are normally paid a small sum for attending. 3. SURVEY RESEARCH-Companies undertake surveys to learn about people knowledge, beliefs, preferences, and satisfaction, and to measure these magnitude in the general population. 4. BEHAVIORAL DATA-Customers leave traces of their purchasing behavior in store scanning data, catalog purchases, and customer database. Much can be learned by analyzing these data. Customer’s actual purchase reflects preferences and often are more reliable than statements they offer to market researchers. 5. EXPERIMENTAL RESEARCH-The most scientifically valid research is experiment- -tal research. The purpose of this research is to capture cause and effect relationships by eliminating competing explanations of the observed finding. Experiments call for selecting matched groups of subjects, subjecting them to different treatments, controlling extraneous variables and checking whether observed response differences are statistically significant. RESEARCH INSTRUMENTS QUESTIONNAIRES-A questionnaire consists of a set of questions presented toespondent. Because of its flexibility, the questionnaire is by far the most common instrumentsed to collect primary data. In preparing a questionnaire, the researcher carefully chooses the questions and their form, wording, and sequence. The form of the question can influence the response. Marketing researchers distinguish between closed-end and open-end questions. Closed-end questions specify all the possible answer and provide answer that are easier to interpret and tabulate. Open-end questions allow respondents to answer in their own words and often reveal more about how people think. QUALITATIVE MEASURES-Some marketers prefer more qualitative methods for
gauging consumer opinion because consumer action do not always match theirnswers to survey questions. Qualitative research technique is relatively unstructuredmeasure- ment approaches that permit a range of possible responses, and they are a creative means of ascertaining consumer perception that may otherwise be difficult to ncover. the range of possible qualitative research technique is limited only by the creativity of the marketing research. MECHANICAL DEVICES-Mechanical devices are occasionally used in marketing research. E.g.-galvanometer can measure the interest of emotions around by exposure to a specific ad or picture. The techistoscope flashes an ad to a subject with and exposure interval that may range from less than one hundredth of a second to several seconds. After each exposure, the respondent describes everything he or she recalls. SAMPLING PLAN 1. Sampling unit: Who is to be surveyed? The marketing researcher must define the target population that will be sampled. Once the sampling unit is determined, a sampling must be developed so that everyone in the target population has an equal or known chance Of being sampled. 2. Sample size: How many people should be surveyed? Large samples give more reliable result than small samples. However, it is not necessary to sample the entire target population or even a substantial portion to achieve reliable results. Samples of less than I % of a population can often provide good reliability, with a credible sampling procedure. 3. Sampling prodcdure: How should the respondents be chosen? To obtain a representative sample, a probability sample of the population should be drawn. Probability sampling allows the calculation of confidence limits for sampling error non-probability samples are very useful in many circumstance ,even though they do not allow sampling error to be measured
CONTACT METHOD Mail Questionnaire: The mail questionnaire is the best way to reach people who would not give personal interviews or whose responses might be biased or distorted by the interviewers, Mail questionnaires require simple and clearly worded questions. Unfortunately: the response rate is usually low or slow Telephone Interview: It is the best method for gathering information quickly. The Interviewer is also able to clarify questions if respondents do not understand them.The Response rate is typically higher than in the case of mailed questionnaires. The main drawback is that the interviews have to be short and not too personal. Personal interview: It is the most versatile method. The interviewer can ask more questions and record additional observations about the respondents, such as dress and body language. At the same time, personal interviewing is the most expensive method and requires most more administrative planning and supervision than the other three. It is also subject to interviewer bias or distortion. Online interview: There are so many ways to use net to do research. A company caninclude a questionnaire on its website and offer an incentive to answer the questionnaire, or it can place a banner on some frequently visited site such as yahoo, inviting people to answer some questions and possibly win a prize.STEP 3.Collect The Information The data collection phase of marketing research is generally the most expensive and the most prone to error. In the case of surveys, four major problem arise. Some respondents will not be at home and must be contacted again . Other respondents will refuse to cooperate. Still others will give biased or dishonest answers. Finally some interviewers will be biased or dishonest. Getting the right respondent is critical.
STEP 4. Analyze the Information The next to last step in the process is to extract finding from the collected data. The researcher tabulates the data and develop frequency distribution. Averages and measures of dispersion are computed for the major variables. The researcher will also apply some advanced statistical techniques and decision models in the hope of discovering additional findings.STEP 5. Present the Finding As the last step, the researcher presents the findings. The researcher should present Finding that are relevant to the major marketing decisions facing management.Step 6. Make the Decision A growing number of organizations are using a marketing decision support system tohelp their marketing managers make better marketing decisions.In our research we would be using the Research Approach of ‘Survey Research’ with thehelp of the Research instrument in the form of ‘Questionnaires’ and the Contact Methodused will be ‘Personal Interview’. 4. Company Profiles
Company Profiles for some of the leading companies in the field of Branded PC’sType Public(NASDAQ: DELL) & (SEHK: 4331)Founded Austin, Texas (November 4, 1984) (as "PCs Limited"). IPO on June 22, 1988, at$8.50/share: approximately 3 years and 7 months after founding Founder Michael S. DellHeadquarters Round Rock, Texas United States Area served Worldwide Key people Michael S. Dell(Chairman & (CEO)Industry Technology Products DesktopsServersNotebooksPeripheralsPrinters Market cap US$ 45.09 Billion (2008) Revenue ▲ US$ 61.133 Billion (2008)Operating income ▲ US$ 3.440 billion (2008) Net income ▲ US$ 2.947 billion (2008)Total assets ▲ US$ 27.561 billion (2008) Total equity ▼ US$ 3.735 billion (2008)Employees 82,700 (2008)Subsidiaries AlienwareASAP SoftwareEqual LogicWebsite Dell.com Contd….The multinational technology company Dell, Inc. develops, manufactures, sells, and supportspersonal computers and other computer-related products. Based in Round Rock, Texas, Dellemploys more than 88,000 people worldwide.
Dell grew during the 1980s and 1990s to become (for a time) the largest seller of PCs andservers. As of 2008 it held the second spot in computer-sales within the industry behind theHewlett-Packard Company. The company currently sells personal computers, servers, datastorage devices, network switches, software, computer peripherals and televisions.In 2006, Fortune magazine ranked Dell as the 25th-largest company in the Fortune 500 list,8th on its annual "Top 20" list of the most-admired companies in the United States. In 2007Dell ranked 34th and 8th respectively on the equivalent lists for the year. A 2006 publicationidentified Dell as one of 38 high-performance companies in the S&P 500 which hadconsistently out-performed the market over the previous 15 yearsHistoryBackground and originsWhile a student at the University of Texas at Austin in 1984, Michael Dell founded thecompany as PCs Limited with capital of $1000. Operating from Michael Dells off-campusdorm-room at Dobie Center , the startup aimed to sell IBM PC-compatible computers builtfrom stock components. Michael Dell started trading in the belief that by selling personalcomputer-systems directly to customers, PCs Limited could better understand customersneeds and provide the most effective computing solutions to meet those needs. Michael Delldropped out of school in order to focus full-time on his fledgling business, after getting about$300,000 in expansion-capital from his family.In 1985, the company produced the first computer of its own design — the "Turbo PC", soldfor US$795 — which contained an Intel 8088-compatible processor running at a speed of8 MHz. PCs Limited advertised the systems in national computer-magazines for sale directlyto consumers, and custom-assembled each ordered unit according to a selection of options.This offered buyer’s prices lower than those of retail brands, but with greater conveniencethan assembling the components themselves. Although not the first company to use thismodel, PCs Limited became one of the first to succeed with it. The company grossed morethan $73 million in its first year.The company changed its name to "Dell Computer Corporation" in 1988. In 1989, DellComputer set up its first on-site-service programs in order to compensate for the lack of localretailers prepared to act as service centers. Also in 1987, the company set up its firstoperations in the United Kingdom; eleven more international operations followed within thenext four years. In June 1988, Dells market capitalization grew by $30 million to $80 millionfrom its initial public offering of 3.5 million shares at $8.50 a share. In 1990, Dell ComputerCorporation tried selling its products indirectly through warehouse clubs and computer
superstores, but met with little success, and the company re-focused on its more successfuldirect-to-consumer sales model. In 1992, Fortune magazine included Dell ComputerCorporation in its list of the worlds 500 largest companies.In 1996, Dell began selling computers via its web site.In 1999, Dell overtook Compaq to become the largest seller of personal computers in theUnited States of America with $25 billion in revenue reported in January 2000.In 2002, Dell attempted to expand by tapping into the multimedia and home-entertainmentmarkets with the introduction of televisions, handhelds, and digital audio players. Dell hasalso produced Dell-brand printers for home and small-office use.In 2003, at the annual company meeting, the stockholders approved changing the companyname to "Dell Inc." to recognize the companys expansion beyond computers.In 2004, the company announced that it would build a new assembly-plant near Winston-Salem, North Carolina; the city and county provided Dell with $37.2 million in incentivepackages; the state provided approximately $250 million in incentives and tax breaks. In July,Michael Dell stepped aside as Chief Executive Officer while retaining his position asChairman of the Board. Kevin Rollins, who had held a number of executive posts at Dell,became the new CEO.In 2005, the share of sales coming from international markets increased, as revealed in thecompanys press releases for the first two quarters of its fiscal 2005 year. In February 2005Dell appeared in first place in a ranking of the "Most Admired Companies" published byFortune magazine. In November 2005 Business Week magazine published an article titled"Its Bad to Worse at Dell" about shortfalls in projected earnings and sales, with a worse-than-predicted third-quarter financial performance — a bad omen for a company that hadroutinely underestimated its earnings. Dell acknowledged that faulty capacitors on themotherboards of the Optiplex GX270 and GX280 had already cost the company $300million. The CEO, Kevin Rollins, attributed the bad performance partially to Dells focus onlow-end PCs.In 2006, Dell purchased the computer hardware manufacturer Alienware. Dell Inc.s plananticipated Alienware continuing to operate independently under its existing management.Alienware expected to benefit from Dells efficient manufacturing system.On January 31, 2007, Kevin B. Rollins, CEO of the company since 2004, resigned as bothCEO and as a director, and Michael Dell resumed his former role as CEO. Investors andmany shareholders had called for Rollins resignation because of poor company performance.
At the same time, the company announced that, for the fourth time in five quarters, earningswould fail to reach consensus analyst-estimates.In February 2007 Dell became the subject of formal investigations by the US SEC and theUnited States Attorney for the Southern District of New York. The company has not formallyfiled financial reports for either the third or fourth fiscal quarter of 2006, and several class-action lawsuits have arisen in the wake of its recent financial performance. Dell Incs lack offormal financial disclosure would normally subject the company to de-listing from theNASDAQ, but the exchange has granted Dell a waiver, allowing the stock to trade normally.On March 1, 2007, the company issued a preliminary quarterly earnings report which showedgross sales of $14.4 billion, down 5% year-over-year, and net income of $687 million (30cents per share), down 33%. Net earnings would have declined even more if not for theeffects of eliminated employee bonuses, which accounted for six cents per share. NASDAQextended the companys deadline for filing financials to May 4.PersonnelOn January 31, 2007 Michael Dell returned to the company as CEO. As chairman of theboard, Mr. Dell had significant input into the companys operations during Rollins years asCEO. However with the return of Michael Dell as CEO, the company saw immediate changesin operations, the exodus of many senior vice-presidents and new blood brought in fromoutside the company.Departures announced include: • Kevin Rollins, CEO • James Schneider, CFO • John Medica, senior vice president, consumer products • Joe Marengi, senior vice president, Americas • John Hamlin, senior vice president, worldwide online operations • Paul McKinnon, senior vice president, human resources • Rosenda Parra, senior vice president/general manager, home and small business group • Glenn E. Neland, senior vice president, procurement
Additions announced include: • Michael Dell, CEO and co-Chairman of the Board (previously Chairman of the Board) • Don Carty, CFO and co-Chairman of the Board (previously Board member) • Michael R. Cannon, former CEO of Solectron, as President, Global Operations • Ron Garriques, who formerly headed Motorolas mobile phone unit, as President, Global Consumer Group • Stephen F. Schuckenbrock, Senior Vice President, Global ServicesMr. Dell announced a number of initiatives and plans (part of the "Dell 2.0" initiative) toimprove the companys financial performance. These include: • elimination of 2006 bonuses for employees with some discretionary awards • reduction in the number of managers reporting directly to Mr. Dell from 20 to 12 • in a noted departure from previous years, "build, partner, and buy" to increase services capabilities • reduction of "bureaucracy"On April 23, 2008, Dell announced the closure of one of its biggest Canadian call-centers inKanata, Ontario — terminating approximately 1100 employees, with 500 of thoseredundancies effective on the spot, and with the official closure of the center scheduled forthe summer. (The call-center had opened in 2006 after the city of Ottawa won a bid to host it.Less then a year later, Dell Inc planned to double its workforce to nearly 3,000 workers andto add a new building. Journalists cited a high Canadian dollar and suggested high pay-ratesas among the reasons for the cuts. The company had also announced the shutdown of itsEdmonton, Alberta office, losing 900 jobs. In total, Dell announced the ending of about 8,800jobs in 2007-2008 — 10% of its workforce.ProductsScope and brandsThe corporation markets specific brand names to different market segments: • Business Class: including OptiPlex, Latitude, and Precision, where the companys advertising emphasizes long life-cycles, reliability and serviceability: • OptiPlex - office desktop computer systems • n Series - desktop and notebook computers shipped with Linux or FreeDOS installed • Vostro - small-business desktop and notebook systems • Latitude - commercially-focused notebooks
• Precision - workstation systems and high-performance notebooks. (Some of them including Linux pre-installed.) • PowerEdge - business servers • PowerVault - direct-attach and some network-attached storage (NAS) • PowerConnect - network switches • Dell EMC - storage area networks (SANs) • EqualLogic - enterprise class iSCSI SANs • Home/Consumer Class: including Inspiron and XPS brands, emphasizing value, performance and expandability: • Inspiron - consumer desktop and notebook systems • Studio - medium-end consumer slim hybrid desktop and laptop systems • XPS - enthusiast and high-performance desktop and notebook systems • Alienware (XPS Extreme) - high-performance gaming systems • Peripherals: Dell has also diversified its product line to include peripheral products such as USB keydrives, LCD televisions, and printers. • Dell monitors LCD TVs, plasma TVs and projectors for HDTV and monitors • Services and support: • Dell On Call - extended support services (mainly for the removal of spyware and computer viruses) • Dell Support Center - extended support services (similar to "Dell On Call") for customers in the EMEA. The Solution Centers also support hardware for customers outside of warranty. • Dell Business Support - a commercial service-contract that provides an industry-certified technician with a lower call-volume than in normal queues; it covers hardware- and some software-support. • Your Tech Team - a new support-queue available to home users who purchased their systems through either Dells website or Dell phone-centers. These customers gain access to a specialized queue currently located in Tampa, Florida. Customers can requesting a technician with whom they have worked previously, and the technicians can troubleshoot a wider range of problems — including some that would fall under the "Dell on Call" category. Data backup and virus removal remain out-of-scope for this queue.Dell also offers Red Hat and SUSE Linux for servers; as well as "bare-bones" computerswithout pre-installed software (available on n Series by default and by request on XPS andInspiron systems) at significantly lower prices. Due to Dells licensing contract withMicrosoft, Dell allegedly cannot offer those systems on their website and customershave to request them explicitly. (Dell does offer those systems on their web site at
http://www.dell.com/content/products/features.aspx/precn_n?c=us&cs=04&l=en&s=bsd&redirect=1 ). Dell has to ship such systems with a FreeDOS diskincluded in the box and must issue a so-called "Windows refund" or a merchandise creditafter sale of the system at the "regular" retail price. • Discontinued products/brands: • Axim - PDAs using Microsofts Windows Mobile (discontinued on April 9,  2007 ) • Dimension - home and "small office, home office" desktop computers (discontinued July 2007; replaced by Inspiron desktops) • Dell Digital Jukebox - MP3 players (discontinued August 2006) • Dell PowerApp - application-based severs • Dell Omniplex - 486- and Pentium-based desktop and tower computers previously supported to run server and desktop operating systems.Commercial aspectsTraditional business-modelTraditionally, Dell has sold all its products — whether to end-use consumers or to corporatecustomers — using a direct-sales model via the Internet and the telephone-network. Dellmaintains a negative cash conversion cycle (CCC) through use of this model: in other words,Dell Inc. receives payment for the products before it has to pay for the materials.Dell also practices just-in-time (JIT) inventory-management, profiting from its attendantbenefits. Dells JIT approach utilizes the "pull" system by building computers only aftercustomers place orders and by requesting materials from suppliers as needed. In this way Dellmirrors Toyota by following Toyota Way Principle #3 ("Use pull systems to avoidoverproduction"). Since the days of the original dominance of telephone-ordering, theInternet has significantly enhanced Dell’s business model, making it easier for customers andpotential customers to contact Dell directly.This model also has enabled Dell to provide very customizable systems at an affordable rate,since Dells manufacturing arm builds specifically for each customer. Other computer-manufacturers, including Gateway and Hewlett-Packard, have attempted to adapt similarbusiness-models, but due to timing and/or retail-channel pressures they have not achieved thesame results as Dell.A Dell executive writes
Analysts say: They (Dell) have a negative 45 days CCC, which means that their sales areconverted in hard cash 45 days BEFORE the sale.I say: They have a negative 45 days CCC, which means that their sales are converted in hardcash 45 days BEFORE Dell needs to pay for purchase invoices to vendors.Dell has also sold at retail, as explained in the "Marketing" section of this article.OrganizationA board of directors of nine people runs the company. Michael Dell, the founder of thecompany, serves on the board. Other board members include Don Carty, William Gray, JudyLewent, Klaus Luft, Alex Mandl, Michael A. Miles, and Sam Nunn. Shareholders elect thenine board members at meetings, and those board members who do not get a majority ofvotes must submit a resignation to the board, which will subsequently choose whether or notto accept the resignation. The board of directors usually sets up five committees which haveoversight over specific matters. These committees include the Audit Committee, whichhandles accounting issues, including auditing and reporting; the Compensation Committee,which approves compensation for the CEO and other employees of the company; the FinanceCommittee, which handles financial matters such as proposed mergers and acquisitions; theGovernance and Nominating Committee, which handles various corporate matters (includingnomination of the board); and the Antitrust Compliance Committee, which attempts toprevent company practices from violating antitrust laws.The corporate structure and management of Dell extends beyond the board of directors. TheDell Global Executive Management Committee sets the strategic direction for how thecorporation keeps customers at the forefront, from designing and manufacturing computersystems to offering products that meet customers requirements to providing sufficient serviceand support. Dell has regional senior vice presidents for countries other than the UnitedStates, including David Marmonti for EMEA and Stephen J. Felice for Asia/Japan. As of2007, other officers included Martin Garvin (senior vice president for worldwideprocurement) and Susan E. Sheskey (vice president and chief information officer).MarketingDell advertisements have appeared in several types of media including television, theInternet, magazines, catalogs and newspapers. Some of Dell Incs marketing strategiesinclude lowering prices at all times of the year, offering free bonus products (such as Dellprinters), and offering free shipping in order to encourage more sales and to stave offcompetitors. In 2006, Dell cut its prices in an effort to maintain its 19.2% market share.However, this also cut profit-margins by more than half, from 8.7 to 4.3 percent. To maintainits low prices, Dell continues to accept most purchases of its products via the Internet and
through the telephone network, and to move its customer-care division to India and ElSalvador.A popular United States television and print ad campaign in the early 2000s featured the actorBen Curtis playing the part of "Steven", a lightly mischievous blond-haired kid who came tothe assistance of bereft computer purchasers. Each television advertisement usually endedwith Stevens catch-phrase: "Dude, youre gettin a Dell!"A subsequent advertising campaign featured interns at Dell headquarters (with Curtischaracter appearing in a small cameo at the end of one of the first commercials in thisparticular campaign).A Dell advertising campaign for the XPS line of gaming computers featured in print in theSeptember 2006 issue of Wired Magazine. It used as a tagline the common term in Internetand gamer slang: "FTW", meaning "For The Win". However, Dell Inc. soon dropped thecampaign.In the first-person shooter game F.E.A.R. Extraction Point, several computers visible ondesks within the game have recognizable Dell XPS model characteristics, sometimes evenincluding the Dell logo on the monitors.In 2007 Dell switched advertising agencies in the US from BBDO to Mother. In July 2007,Dell released new advertising created by Mother to support the Inspiron and XPS lines. Theads featured music from the Flaming Lips and Devo who re-formed especially to record thesong in the ad "Work it Out".Type Public (NYSE: HPQ) Founded Palo Alto, California (1939)Founder Bill Hewlett,Co-founderDavid PackardHeadquarters Palo Alto, California, USAKey people Mark V. Hurd, Chairman, CEO and PresidentCathie Lesjak, CFO and EVPAnn Livermore, EVP TSG
Randall D. Mott, CIO and EVPMichael Holston, General Counsel and EVPIndustry Computer SystemsComputer PeripheralsComputer SoftwareConsultingIT Services Market cap $124.57B USD (2008) Revenue ▲$104.3 billion USD (2007) Netincome ▲$7.3 billion USD (2007) Employees 172,000 (2008) Divisions Snapfish, HPLabs, ProCurve, Compaq, EDSWebsite www.hp.comwww.hpshopping.comwww.Compaq.comwww.EDS.comwww.voodooPC.comwww.lightscribe.comHP is a technology company that operates in more than 170 countries around the world. Weexplore how technology and services can help people and companies address their problemsand challenges, and realize their possibilities, aspirations and dreams. We apply new thinkingand ideas to create more simple, valuable and trusted experiences with technology,continuously improving the way our customers live and work.No other company offers as complete a technology product portfolio as HP. We provideinfrastructure and business offerings that span from handheld devices to some of the worldsmost powerful supercomputer installations. We offer consumers a wide range of products andservices from digital photography to digital entertainment and from computing to homeprinting. This comprehensive portfolio helps us match the right products, services andsolutions to our customers specific needs.Management • Chairman of the Board, CEO, and President: Mark Hurd (March 29, 2005 - current, appointed Chairman September 22, 2006)History • Co-founder: David Packard (President: 1947; Chairman: 1964–1969; Chairman 1971—1993) • Co-founder: William Hewlett (Vice President: 1947; Executive Vice President: 1957; President: 1964; CEO: 1969; Chairman of the Executive Committee 1978; Vice Chairman 1983—1987) • CEO: John A. Young (1978—October 31, 1992)
• CEO: Lewis Platt (November 1, 1992—July 18, 1999; Chairman 1993—July 18, 1999) • Chairman: Richard Hackborn (January, 2000—September 22, 2000; Lead Independent Director September 22, 2006—) • CEO: Carly Fiorina (July 19, 1999—February 9, 2005; Chairwoman September 22, 2000— February 9, 2005) • Interim CEO: Robert Wayman (February 9, 2005—March 28, 2005) • Chairwoman: Patricia C. Dunn (February 9, 2005—September 22, 2006). • CEO: Mark Hurd (CEO: April 1, 2005—; Chairman: September 22, 2006—)Technology and products"The new Hewlett-Packard 9100A personal computer" is "ready, willing, and able ... to relieve you ofwaiting to get on the big computer."A HP Compaq computer and a Hewlett-Packard Deskjet 5740 printer owned by the HoustonIndependent School District
A modern HP Pavilion LaptopA modern HP digital camera; the HP Photosmart R817.A camera that uses the SDIO interfaceHP has successful lines of printers, scanners, digital cameras, calculators, PDAs, servers,workstation computers, and computers for home and small business use computers; many ofthe computers came from the 2002 merger with Compaq. HP today promotes itself assupplying not just hardware and software, but also a full range of services to design,implement and support IT infrastructure.
The three business segments: Enterprise Storage and Servers (ESS), HP Services (HPS), andHP Software are structured beneath the broader Technology Solutions Group (TSG).Imaging and Printing Group (IPG)According to HPs 2005 U.S. SEC 10-K filing, HPs Imaging and Printing Group is "theleading imaging and printing systems provider in the world for printer hardware, printingsupplies and scanning devices, providing solutions across customer segments from individualconsumers to small and medium businesses to large enterprises." This division is currentlyheaded by Vyomesh Joshi.Products and technology associated with the Imaging and Printing Group include: • Inkjet and LaserJet printers, consumables and related products • Officejet all-in-one multifunction printer/scanner/faxes • Large Format Printers • Indigo Digital Press • HP Web Jetadmin printer management software • HP Output Management suite of software, including HP Output Server • LightScribe optical recording technology that laser-etches labels on disks • HP Photosmart digital cameras and photo printers • HP SPaM Hosted within IPG, SPaM is an internal consulting group that supports all HP businesses on mission-critical strategic and operation decisions.Personal Systems Group (PSG)HPs Personal Systems Group claims to be "one of the leading vendors of personal computers("PCs") in the world based on unit volume shipped and annual revenue."Personal Systems Group products/technology include: • Business PCs and accessories • Consumer PCs and accessories including the HP Pavilion, Compaq Presario and VoodooPC series • Workstations for Unix, Windows and Linux systems • Handheld Computing including iPAQ Pocket PC handheld computing devices (from Compaq) • Digital "Connected" Entertainment including HP MediaSmart TVs, HP MediaSmart Servers, HP MediaVaults, and DVD+RW drives. HP resold the Apple iPod until November 2005. • Home Storage Servers
Type Public (NASDAQ: AAPL, LSE: 0HDZ, FWB: APC) Founded California, United States (April1, 1976, as Apple Computer, Inc.)Headquarters 1 Infinite Loop, Cupertino, CaliforniaKey people Steve Jobs, CEO & Co-founderSteve Wozniak, Co-founderTimothy D. Cook, COOPeter Oppenheimer, CFOPhilip W. Schiller, SVP MarketingJonathan Ive, SVP Industrial DesignTony Fadell, SVP iPod DivisionRon Johnson, SVP RetailSina Tamaddon, SVP ApplicationsBertrand Serlet, SVP Software EngineeringScott Forstall, SVPiPhone software Industry Computer hardwareComputer softwareConsumer electronics Products MaciPodiPhoneApple TVMac OS XMac OS X ServeriLifeiWorkCinema DisplayAirPort Revenue US$24.01 billion ▲ (TTM FY 2007) Operating income US$4.41 billion ▲
(18.37% operating margin) Net income US$3.50 billion ▲ (TTM FY 2007)(14.56% profit margin) Employees Approximately 28,000 (July 3, 2008) Website Apple.comHistoryApple was established on April 1, 1976 by Steve Jobs, Steve Wozniak and Ronald Wayne,to sell the Apple I personal computer kit. They were hand-built by Wozniak   and firstshown to the public at the Homebrew Computer Club.  The Apple I was sold as amotherboard (with CPU, RAM, and basic textual-video chips)—less than what is todayconsidered a complete personal computer. The Apple I went on sale in July 1976 and wasmarket-priced at US$666.66.Apple was incorporated January 3, 1977 without Wayne, who sold his share of the companyback to Jobs and Wozniak for $800. Mike Markkula provided essential business expertise andfunding of US$250,000 during the incorporation of Apple.The Apple II was introduced on April 16, 1977 at the first West Coast Computer Faire. Itdiffered from its major rivals, the TRS-80 and Commodore PET, because it came with colorgraphics and an open architecture. While early models used ordinary cassette tapes as storagedevices, they were superseded by the introduction of a 5 1/4 inch floppy disk drive andinterface, the Disk II.The Apple II was chosen to be the desktop platform for the first "killer app" of the businessworld—the VisiCalc spreadsheet program. VisiCalc created a business market for the AppleII, and gave home users an additional reason to buy an Apple II—compatibility with theoffice. According to Brian Bagnall, Apple exaggerated its sales figures and was a distant thirdplace to Commodore and Tandy until VisiCalc came along.By the end of the 1970s, Apple had a staff of computer designers and a production line. TheApple II was succeeded by the Apple III in May 1980 as the company competed with IBMand Microsoft in the business and corporate computing market.Jobs and several Apple employees including Jef Raskin visited Xerox PARC in December1979 to see the Xerox Alto. Xerox granted Apple engineers three days of access to the PARCfacilities in return for US$1 million in pre-IPO Apple stock.  Jobs was immediatelyconvinced that all future computers would use a GUI, and development of a GUI began forthe Apple Lisa
HeadquartersApple Inc., 1 Infinite Loop, Cupertino, CA.Apple Inc.s world corporate headquarters are located in the middle of Silicon Valley, at 1Infinite Loop, Cupertino, California. This Apple campus has six buildings which total850,000 sq ft (79,000 m²) and was built in 1993 by Sobrato Development Cos.In 2006, Apple announced its intention to build a second campus on 50 acres assembled fromvarious contiguous plots. The new campus, also in Cupertino, will be about one mile (1.6 km)east of the current campus.CEOs • 1977–1981: Michael "Scotty" Scott • 1981–1983: A. C. "Mike" Markkula • 1983–1993: John Sculley • 1993–1996: Michael Spindler • 1996–1997: Gil Amelio • 1997–Present: Steve Jobs (Interim CEO 1997-2000)Current Board of Directors • Bill Campbell, Chairman of Intuit Inc. • Millard Drexler, Chairman and CEO of J.Crew • Al Gore, Former Vice President of the United States • Steve Jobs, CEO and Co-founder of Apple; also a director of The Walt Disney Company • Andrea Jung, Chairman and CEO of Avon Products • Arthur D. Levinson, Chairman and CEO of Genentech • Eric E. Schmidt, Chairman and CEO of Google • Jerry York, Chairman, President, and CEO of Harwinton Capital
Current executives • Steve Jobs, Chief Executive Officer • Timothy D. Cook, Chief Operating Officer • Peter Oppenheimer, Chief Financial Officer • Philip W. Schiller, Senior Vice President of Worldwide Product Marketing • Tony Fadell, Senior Vice President of the iPod Division • Jonathan Ive, Senior Vice President of Industrial Design • Bertrand Serlet, Senior Vice President of Software Engineering • Ron Johnson, Senior Vice President of Retail • Sina Tamaddon, Senior Vice President of Applications • Scott Forstall, Senior Vice President of iPhone Software • Daniel Cooperman, Senior Vice President, General Counsel and SecretaryCurrent products See also: List of products discontinued by Apple Inc. See also: Timeline of Apple productsMac and accessoriesThe Mac mini, low-cost desktop computer. • Mac mini, consumer sub-desktop computer introduced in January 2005. • iMac, consumer all-in-one desktop computer that was first introduced by Apple in 1998. Its popularity helped revive the companys fortunes.  • Mac Pro, workstation-class desktop computer introduced in August 2006. • MacBook, consumer notebook introduced in 2006, available in white and black variants. • MacBook Air, ultra-thin, ultra-portable notebook, introduced in January 2008. • MacBook Pro, professional portable computer alternative to the MacBook, introduced in January 2006. • Xserve, rack mounted, dual core, dual processor 1U server.
Apple sells a variety of computer accessories for Mac computers including the AirPortwireless networking products, Time Capsule, Apple Cinema Display, Mighty Mouse, theApple Wireless Keyboard computer keyboard, and the Apple USB Modem.iPod iPod NanoOn October 23, 2001, Apple introduced the iPod digital music player. It has evolved toinclude various models targeting the needs of different users. The iPod is the market leader inportable music players by a significant margin, with more than 100 million units shipped asof April 9, 2007. Apple has partnered with Nike to introduce the Nike+iPod Sports Kitenabling runners to synchronize and monitor their runs with iTunes and the Nike+ website.Apple currently sells four variants of the iPod. • iPod classic, portable media player introduced in 2001, with 120GB capacity. • iPod nano, portable media player introduced in 2005, available in 8 and 16 GB models. • iPod shuffle, digital audio player introduced in 2005, available in 1 and 2 GB models. • iPod touch, portable media player introduced in September 2007, available in 8, 16 and 32 GB models.iPhone
At the Macworld Conference & Expo in January 2007, Steve Jobs revealed the longanticipated iPhone, a convergence of an Internet-enabled smartphone and iPod. TheiPhone combines a 2.5G quad band GSM and EDGE cellular phone with features found inhand held devices, running a scaled-down versions of Apples Mac OS X, with various MacOS X applications such as Safari and Mail. It also includes web-based and Dashboard appssuch as Google Maps and Weather. The iPhone features a 3.5-inch (89 mm) touch screendisplay, 4 or 8 GB of memory, Bluetooth, and Wi-Fi (both "b" and "g"). The iPhone firstbecame available on June 29, 2007 for $499 (4 GB) and $599 (8 GB). On June 9, 2008, atWWDC 2008, Steve Jobs announced that the iPhone 3G would be available on July 11, 2008. This version added support for 3G networking and assisted-GPS navigation, among otherthings.Apple TVAt the 2007 Macworld conference, Jobs demonstrated the Apple TV, (previously known asthe iTV), a set-top video device intended to bridge the sale of content from iTunes with high-definition televisions. The device links up to a users TV and syncs, either via Wi-Fi or awired network, with one computers iTunes library and streams from an additional four. TheApple TV incorporates a 40 GB hard drive for storage, includes outputs for HDMI andcomponent video, and plays video at a maximum resolution of 720p. On May 31, 2007 a160 GB drive was released alongside the existing 40 GB model and on January 15, 2008 asoftware update was released, which allowed media to be purchased directly from the AppleTV.SoftwareApple develops its own operating system to run on Macs, Mac OS X, the latest version beingMac OS X v10.5 Leopard. Apple also independently develops computer software titles for itsMac OS X operating system. Much of the software Apple develops is bundled with itscomputers. An example of this is the consumer-oriented iLife software package whichbundles iDVD, iMovie, iPhoto, iTunes, GarageBand, and iWeb. For presentation, page layoutand word processing, iWork is available, which includes Keynote, Pages, and Numbers.iTunes, QuickTime media player, and Safari web browser are available as free downloads forboth Mac OS X and Windows.Apple also offers a range of professional software titles. Their range of server softwareincludes the operating system Mac OS X Server; Apple Remote Desktop, a remote systemsmanagement application; WebObjects, Java Web application server; and Xsan, a Storage
Area Network file system. For the professional creative market, there is Aperture forprofessional RAW-format photo processing; Final Cut Studio, a video production suite;Logic, a comprehensive music toolkit and Shake, an advanced effects composition program.Apple also offers online services with MobileMe (formerly .Mac) which bundles personalweb pages, email, Groups, iDisk, backup, iSync, and Learning Center online tutorials.MobileMe is a subscription-based internet suite that capitalizes on the ability to storepersonal data on an online server and thereby keep all web-connected devices in sync.According to surveys by J. D. Power, Apple has the highest brand and repurchase loyalty ofany computer manufacturer. While this brand loyalty is considered unusual for any product,Apple appears not to have gone out of its way to create it. At one time, Apple evangelistswere actively engaged by the company, but this was after the phenomenon was already firmlyestablished. Apple evangelist Guy Kawasaki has called the brand fanaticism "something thatwas stumbled upon". Apple has, however, supported the continuing existence of a network ofMac User Groups in most major and many minor centers of population where Mac computersare available.Mac users meet at the European Apple Expo and the San Francisco Macworld Conference &Expo trade shows where Apple introduces new products each year to the industry and public.Mac developers in turn gather at the annual Apple Worldwide Developers Conference.Apple Store openings can draw crowds of thousands, with some waiting in line as much as aday before the opening or flying in from other countries for the event. The New York CityFifth Avenue "Cube" store had a line as long as half a mile; a few Mac fans took theopportunity of the setting to propose marriage. The Ginza opening in Tokyo was estimated inthe thousands with a line exceeding eight city blocks.John Sculley told The Guardian newspaper in 1997: "People talk about technology, butApple was a marketing company. It was the marketing company of the decade."Market research indicates that Apple draws its customer base from an unusually artistic,creative, and well-educated population, which may explain the platform’s visibility withincertain youthful, avant-garde subcultures. 5.Data PresentationFor our Market Research we used 2 Market surveys: 1. Consumer Survey
2. Retailer Survey We have attached the actual questionnaire used for the Market Research so that you can getan idea as in which Questions are being asked, what do we achieve by the response receivedand how to interpret the same data to attain our primary and secondary objectives.After you have gone through the Survey Form attached a Data analysis for the same datagathered is represented through Graphical Representations wherever required.The data gathered was from a target audience of 50 consumers and 10 retailers through theform of Questionnaires by the means of personal interview conducted by our group members. Data AnalysisFrom Customer survey Question 1 we were able to derive the following graphicalrepresentation:
%of Consum with P s ers C Don’t Have, 14, 14% Ha P s ve C Don’t Have Ha P s ve C , 86, 86%From Customer survey Question 2 we were able to come to the following graphicalrepresentation:
Market share of Branded Vs Assembled. 27% Branded Assembled 73%However the following data was gathered mostly from Professionals and students and hencethe strong inclination was towards assembled PC as the youth mostly chooses to define theirown configuration and specifications.In Customer survey Question 3 did put forward the need to be represented in any graphicalform hence moving forward….From Customer survey Question 4th we were able to come to the following graphicalrepresentation:
Types of Media used for Brand Awareness 35 30 TV commercials 25 News paper 20 &Magazines Outdoor 15 Advertsisement Reatil Pamphlets 10 Internet 5 Sales Calls 0 1st Qtr Types of Marketing communiicationsFrom Customer survey Question 5th we were able to come to the following graphicalrepresentation:
Top 5 Preffered Brands for Branded PCs 120 100 80 %of the 60 Market 40 20 0 Proffesionals Students Retailers Compaq 5 46 28 IBM 28 7 2 Apple 9.5 4.5 5 Hp 18 11.5 39.5 Dell 39.5 31 26.5 Name of the CompaniesFrom Customer survey Question 6th we were able to come to the following graphicalrepresentation:
C um Prefrences ons ers 100 80 60 Others 40 Brand Popularity Price 20 Looks 0 Prefrences Various PrefrencesCustomer survey Question 7th and 8th did not put forward any need to be represented in anygraphical form hence moving forward….From Customer survey Question 9th we were able to come to the following graphicalrepresentation:
Customers Choice in Brands VS Price 29% BRAND 49% PRICE BOTH 22%From Retailer Surveys Question 2nd we were able to come to the following graphicalrepresentation:
Top 5 Selling Brands Of PCs 50 Compaq 40 49 Hp 30 Apple Dell 20 28 HCL 6 Dell 10 14 3 0 C pa om q 6.ConclusionNow through the research conducted we have gathered the information that Brand Awarenessdoes impact the customer’s mindset especially the Brands which enjoy the Top-of-the-mindAwareness.According to IDC (IDC is the premier global provider of market intelligence, advisoryservices, and events for the information technology, telecommunications, and consumer
technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy. More than 1,000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 100 countries. For more than 44 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the worlds leading technology media, research, and Events Company.) , in the third quarter of 2004, the sum total of branded PCs has exceeded that of assembled PCs in the overall PC market, with the former accounting for 50.5 percent and the latter 49.5 percent. However, in the consumer PC market, the assembled PC is still ahead of branded PCs, although the percentage has dropped from 70 percent to less than 55 percent towards the end of 2004. The figure below (Fig 10) shows us the Leading Brands in terms of sales in the Branded PC’s section. (Primary Objective)Leading Brands Units Marketshare(percent) Units (2004) Percentage of Units Shipped Year-on-Year Growth (percent) (2003)HCL 232,169 9.2 4,43,535 13.7 91.04HP 221,964 8.8 3,84,058 11.9 73.03IBM 132,582 5.3 1,98,973 6.2 50.8 Source : IDC India However in the Top-of-the-Mind Awareness category the scene is quite different , the figure below will illustrate.
Top-of-the-mind Brand Awareness for Branded PCs 100 90 80 70 60 %of the 50 Market 40 30 20 10 0 Proffesionals Students Retailers IBM 28 7 2 Apple 9.5 46 22 Hp 22 15 39.6 Dell 40.5 32 35.4 Name of the Companies 7. Limitations / Future Scope.The limitations faced by the Branded PC’s in the market are mainly due to many issuesregarding to their price, parts availability, etc. According to IDC, in the third quarter of 2007,
the sum total of branded PCs has exceeded that of assembled PCs in the overall PC market,with the former accounting for 50.5 percent and the latter 49.5 percent. However, in theconsumer PC market, the assembled PC is still ahead of branded PCs, although thepercentage has dropped from 70 percent to less than 55 percent towards the end of 2007.Now by the help of our research we were able to find that Brand Awareness in Branded PC’sdoes affect the consumer’s choice while making the final decision, which in turn helps theretails in making the sale, however sometimes it also backfires as the customers tend to drivetowards a brand which does not make a sound profit for the retailer, however the customer isaware of the image that brand carries with it and hence only chooses that specific brand.As the No. of interviews carried on for this Market Research was limited to only 50consumers and 10 Retailers it is difficult to gauge the overall market tendency toward theparticular brands based on their Brand Awareness.There were also some difficulties in getting the particular information about the sales infofrom the Retailers as they were either incompetent in providing the info or they simplyrefused to do so. Some retailers even refused to talk to us as they were of the idea that wewere going to reveal their marketing strategies in the market or even worse, share it with theircompetitors.Future recommendations in this research would be to carry out an e-survey (Surveyconducted on any particular website) as it was discovered during the interviews that most ofthe consumers before buying a pc always do some research regarding the same on the web,hence we can target these audiences in giving us a better and a clear picture on this giventopic. 8. RecommendationsAs for growth verticals, education and e-governance were the hot segments for PCpenetration and volumes. In an effort to drive volumes, vendors should adopt Brand
Awareness by penetrating the consumer minds through different marketing channels andalso by low-cost pricing policies in these sectors.HCL Info systems, for instance, has already pushed the price barrier down with the launch ofthe HCL Ezeebee Pride at Rs 12,990. Hence they are already enjoying the Top Spot in termsof sales the Market.Top 5 Recommendations: Companies should use multiple marketing channels to create Brand Awareness among the targeted segments. Retailers should have through knowledge about the Brands and the products they deal in(sometimes retailers do not provide complete info about the product which in turn drives the customer to different brand and that creates a negative impact on the Top- of-the-mind Brand Awareness towards that product). Having Live Demos for the particular Brands which do not have enough Brand Awareness among the masses to make them aware what that Brand offers. Retailers should be aware which market audiences their Brands target and should focus all of their marketing strategies on the same. Companies should try and use low-cost pricing policies as cost-effectively as they can. 9. BibliographyPublished Book: - Marketing Management By, Philip Kotler & Kevin Lane Keller.
Publisher: - Prentice Hall of India Private Limited.Place: - New Delhi.Year of Publications: - 2006.Edition: - 12th.Published Articles:- Company profile of Dell from www.Wkipedia.com Company profile of HP from www.Wikipedia.com Company profile of Apple from www.Wikipedia.com Figure no.10 from www.idc.com