Onida

Title of the Project Report: BUSINESS FAMILIARIZATION
REPORT ON INTERNSHIPAT ONIDA OWNER’S PRIDE.
Submitted in Partial fulfillment of the requirement for the award of the
Degree of Master of Business Administration.
Name of the Candidate : Manojit
Reg. No. : 1686697070
Name of the Specialization : Marketing
Partner Institution : International Institute of Business Studies
Under the guidance of
Name of the guide : PROF. XXXXXXXX
Centre for Participatory and Online Programmes
Bharathiar University
Coimbatore – 641 046
October 2013- 2015

DECLARATION
We hereby declare that this Business Familiarization Report of Internship at XXXXXX.
submitted in partial fulfillment of the requirement for III Semester MBA Degree Examinations
2014 of Bharathiar University, through International Institute of Business Studies, Bangalore is
our original work and not submitted to any other university. This work has been done under the
supervision of Prof. XXXXXX .
Place : Bangalore
Date : ………....
XXXXXXXXXX XXXXXXXX ……..................

ONIDA OWNER’S PRIDE
ACKNOWLEDGEMENT
We take this opportunity to express our profound gratitude and deep regards to our guide
Prof. XXXXXXX for his exemplary guidance, monitoring and constant encouragement
throughout the course of this project. The blessing, help and guidance given by him time
to time shall carry us a long way in the journey of life on which we are about to embark.
We also thank our college IIBS Bangalore for their continuous support throughout the
project. We would like to thank especially Mr. Jwala Singh, Regional HR, Bonanza
Portfolio Ltd. Koramangla, Bangalore for his continuous support and guidance which he
showed during the preparation of this report without whom it was ever going to get
accomplished.
Last but not least, we thank almighty God, our parents and friends for their constant
encouragement without which this assignment would not be possible.

CHAPTER TITLE PAGE NO
EXECUTIVE SUMMARY 1
Chapter I INDUSTRY PROFILE 2-6
Chapter II COMPANY PROFILE 7-18
Chapter III ORGANIZATIONAL HIERARCHY 19-25
3.1 Organizational Structure
3.2 Organizational Chart
3.3 Organizational Outlook
3.4 Duties and Responsibilities
Chapter IV STUDY OF FUNCTIONAL DEPARTMENTS 26-34
4.1 Accounts Department
4.2 Marketing Department
4.3 Human Resource Department
4.4 Information Technology Department
Chapter V SWOT ANALYSIS 35-38
5.1 Porter’s Five Forces Model 39-46
Chapter VI
6.1
6.2
FINDINGS AND SUGGESTIONS
Findings
Suggestions
47-51
Chapter VII CONCLUSION 52-53
Chapter VIII BIBILIOGRAPHY 54-55

CHAPTER 1
Industry Profile

Industry Profile
“Onida” is one of the most popular Indian-grown electronics brand.
The origin of the ‘Onida‘ is trademarked to Monica Electronics, a company
which was incorporated in 1975 and which was owned by the Mirchandani
family and which was acquired in 1981 by Mirc Electronics (also owned by
the Mirchandanis). In 1982, Gulu Mirchandani and his brother – in – law
Vijay Mansukhani along with Sonu Mirchandani started assembling
television sets at their factory in Andheri, Mumbai. Since then, Onida has
evolved into a multi-product company in the consumer durables and
appliances sector. After few years, Onida also achieved a 100% growth in
ACs and microwave ovens and a 40% growth in washing machines.
1.1Global Electronics Industry:
In the 1990s Monica Electronics had allowed Onida International
(through a letter) to use the “Onida” trademark since the company was set up
by the Mirchandanis themselves to export “Onida” electronic products to the
Middle East. Sonu Mirchandani owns 80% of the stake in Onida
International while a minority stake is held by his brother Gulu Mirchandani.
Mirc Electronics won an Award for Excellence in Electronics in‖
1999, from the Ministry of Information Technology, Government of India.
The shipments to the Gulf contribute almost 65 per cent of Onida's export
revenue, while shipments to the fast growing East African market (Uganda,

Tanzania, Kenya and Ethiopia) and the SAARC countries accounted for 16
per cent of export revenues. In addition to the Gulf countries ONIDA has a
presence in Russia, Ukraine and neighbouring CIS countries. Apart from
Television Exports to Russia, Onida also exports DVD Players and High end
LCD Televisions.
1.1.1. Wide range of products:
• LCD / LED TVs/ Monitors
• Plasma TVs
• Televisions
• DVD and Home Theatre Systems
• Air Conditioners
• Washing machines
• Microwave Ovens
• Presentation Products
• Inverters
• Mobile phones
• LCD
1.2. Brand Philosophy:
Onida is a brand best remembered for its unique mascot—the green
devil with horns, long nails and spiky tail slithering across television screens.
Onida was synonymous with the devil that represented the electronics
company‘s public image. The consumers loved the devil and identified
Onida with the devil. The tag line, Neighbor’s Envy, Owner‘s Pride, was as
catchy as the mascot.

1.2.1. Techniques of branding:
The devil became the most popular technique to brand the products of
Onida.
1. The devil turned out to be an angel in disguise—his mischievous
message stood the brand in good stead in times that saw many of
its rivals capitulate under market pressure. The Devil was
originally created by Mr Gopi Kukde of Avenues in 1982. It was
a welcome break from the boring TV industry. Onida was the first
brand to advertise in Television that is to create a TVC about TV
in Television.
2. ONIDA came out with the famous caption 'Neighbor’s envy,
Owner's Pride' a popular theme of which has created larger than
product‘s impact when released on air during the 1980‘s. This
slogan or tag-line was instrumental in giving the brand an identity
or class in the market. It immediately opened the doors for the
brand among the middle-class consumer market.
3. The base line or the copywriting proved successful because it was
derived from the analysis of middle-class mentality prevailing
during those days. During the 1980‘s and early 1990‘s buying just
to show off or to establish self-esteem in the society was the in
thing. People were tuned into buying things just to bloom their

pride and flash their life styles. Those were times when
installments and other feasible finance options had entered the
consumer durable market and hence, people could change and
buy at more frequent intervals.
4. Color TV was considered a part of elite lifestyle and whosoever
owned one was but naturally envied by the others. This famous
tagline of Onida very precisely targeted this insecure mentality
and inferior complexity of the middle class and upper middle
class. The hammer rightly hit the nail and the sale of Onida TV
escalated beyond imaginations. For over 2 decades, it continued
to deliver good results for the brand.
5. A unique conceptualization with an equally creative and
ingenious tag line was the highlighting feature. Onida was not
only recalled just for its tagline but because of its catchy
advertisements featuring a devil incarnate (as a bald man with two
horns and a tail) in the 1980s.
1.3Brand Personality:
Though the primary concern at this point for brand Onida is to revive the
brand via superior newer relevant product to relevant market, effective
distribution channel integrated marketing communication, in all these
reworking on the logo may not appear to be of primary importance but we
suggest a logo that captures both the original devil horns and today’s times.

1.3.1 Issues faced during the branding:
The customers of Onida have grown older with times and the brand
has failed to connect itself to the current generation. The devil in the
advertisements is not helping them either. ONIDA has reached a stage of
Brand amnesia in which when a venerable, long-standing brand tries to
create a radical new identity, such as when Onida tried to replace its
original tagline with new one, the brand forgets what it is supposed to
stand for and it runs into trouble.
1.4 Size of the industry:
Onida came out with the famous caption 'Neighbor’s Envy, Owner's
Pride'. Another popular theme of the ads was a devil complete with horns
and tail in the 1980s. The devil was replaced by a married couple later.
[5] Onida has a network of 33 branch offices, 208 Customer Relation
Centers and 41 depots spread across India.[6] As on 31 March 2005, Onida
had a market capitalization of 3014.6 million.

Total revenue of the company till date is $15284.6 million
(US$250 million), where the total employees around the world serving for
the company are 1500.

CHAPTER 2
Company profile

Company Profile
Onida was started by G.L. Mirchandani and Vijay Mansukhani in
1981 in Mumbai. In 1982, Onida started assembling television sets at their
factory in Andheri, Mumbai. Since then, Onida has evolved into a multi-
product company in the consumer durables and appliances sector. Onida
achieved a 100% growth in ACs and microwave ovens and a 40% growth
in washing machines last year.
2.1 MANAGEMENT:

1. Mr. Gulu Mirchandani - (Chairman & Managing Director)
2. Mr. Vijay Mansukhani - (Managing Director)
3. Mr. G. Sundar - (Chief Executive Officer)
4. Mr. Vipul Mathur - (Vice President - Marketing)
5. Mr. Sanjeev K Jain - (Vice President - Sales & Service)
6. Mr. Manish Desai - (Vice President - Finance)
7. Mr. S.K Dhoot - (Vice President - Operations)
1. VISION:
To build a brand around substance. To become a leader in our
chosen field through Synergistic businesses investment, Differentiation
through innovation. Through economies of scale and world class
systems and procedures.

2.3 MISSION:
To benefit society at large through innovation, quality &
productivity, human development and growth, to generate sustained
surpluses and always striving for excellence.
2.4 MILESTONE:
1981: MIRC Electronics Pvt. Ltd. was established
1982: CTV production started at Nand Bhavan, Mumbai
1983: Technical collaboration with JVC, Japan for CTV
1985: Established in-house R&D wing
1986: Production expanded and moved to a new factory at Kalina
1987: Moved to our own factory building "ONIDA HOUSE“
1990: Tuner plant commences operation
1991: Akasaka, PCB plant commences its operation
1992: Crossed 1 million CTV sales
1994: Moved to a fully automated Plant of 600K CTV per year at Wada
1994: Moved to a fully automated Plant of 600K CTV per year at Wada
1995: ISO 9001 certification obtained from BVQI
1998: Award for excellence in electronics by ministry of IT
1999: First in India to develop Internet enabled CTV

2000: Launched the KY Thunder, Profile Series.
2001: AV Max award for best CTV Launched Onida Black, flat CTV
range.
2002: Completed plant expansion project to increase capacity from
600K CTVs to 1.2 million CTV's per year.
2003: Launched world's first LCD remote ‘ i-Control ’
2004: Launch of the 'Oxygen Series' CTV
2004- 05: Achieved 1.20 million CTV sales
2005: Launch of 'POISON' range of CTV's
2009: ONIDA's Brand relaunch campaign ‘Tumko Dekha Toh Yeh
Design Aaya' to communicate its philosophy of thoughtful product
features that are designed keeping customers in mind.
2010: Launched LED TVs with I-Care Technology.
2.5 INNOVATIONS:
Onida is the first to launch:
1. The Web cruiser TV, the world’s first built-in Internet TV which
offers the benefits of a personal computer and a TV, and that too,
equipped with a modem, printer port and a cordless keyboard with it.
2. The Onida Twister was the first TV that turned to face the viewer;
Onida is the first to introduce:

1. SRS technology for surround sound in Audio port.
2. In 1999, we were the first to introduce the pure flat TV in the
country. The Candy was the first instance of any brand providing a
multi-colored cabinet option to its customers.
2.6 TOTAL ELECTRONICS MARKET:

The Rs 35,000 crore durables and electronics segment in India.
0
2,000
4,000
6,000
8,000
10,000
12,000 10,891
9500
5702
1855
1515
TURNOVER-2010
TURNOVER-2010
COMPANY NAME TURNOVER 2010
LG 10891

VIDEOCON 9500
SUMSUNG 5702
GODREJ 1855
ONIDA 1515
Table of Turnover-2010
2.7 BUSINESS OBJECTIVES:
2.7.1Growth:
To ensure a steady growth by enhancing the competitive
edge of Onida‘s Sales Force in existing business, new areas and
international operations.
2.7.2 Customer focus:
To build a high degree of customer confidence by
providing increased value for their money through a set standard
of prospect quality, sales rep performance and superior service.
2.7.3 People orientation:
To enable each employee to achieve their potential,
improve their capabilities, perceive their roles and responsibilities
and participate and contribute positively to the growth and
success of the company.
2.7.4 Technology:

Achieve technological excellence in operations by
development of indigenous technologies and efficient absorption
and adaptations of imported technologies to suit business need
and priorities and provide the competitive advantages to the
company.
2.7.5 Strategy:
The target market is and an office in India where there
never is a deficit for skilled labor. Apart from the location the
company also has a good management policy that keeps the
employees motivated and focused at what they do. This has
helped the company grow in the past seven years at a rapid rate.
2.8 FUNCTIONAL UNITS:
The various functional units or business verticals at Onida are as
follows:
2.8.1 Marketing:
1. In 1980‘s and 1990‘s the brand had a wonderful time and
was in the top three brands in market share behind BPL and
Videocon.
2. Then the Koreans came and Onida too became a victim of
liberalization. Korean heavyweights such as LG Electronics
and Samsung came to India with aggressive pricing and
distribution strategies and conquered the consumer electronics
market.

3. The older players, such as Mirc, Videocon and BPL,
couldn‘t match their ability to scale up operations and cut
prices while playing the volumes game. Most companies went
into the red and rest became history.
4. Onida stopped using the devil as its icon but after seeing
the sales and brand identity suffer, was even replaced by a
married couple- Siddharth and Ritu, but even then the brand
could not survive. Onida now has a new tagline- "Tum Ko
Dekha to ye design aya" meaning "Designed with you in
mind".
5. The company thought of re-introducing the devil in 2004.
The devil was a memorable mascot for Onida reintroducing
the devil in 2004 was a wise decision. They observed that a lot
of misbranding was the result of not using the devil as Onida‘s
face for eight years.
2.8.2 Finance:
The brand ailment is clearly reflected in the financials of the brand
wherein its profits for the first time is wandering in the negatives.
It stands at -41.61 crores. A tough economic condition manned by
slow growth and negative perception both amongst investors and
consumers Also the recent fire at the Onida plant at uttarakhand
in Haridwar further gave a severe blow to the brand and its
operations and profits.
FINANCE CHART OF ONIDA

2.8.3 R&D:
Onida Launched LED TVs with I-Care Technology and
launched Pre cool range of Air Conditioners Dealers Meet Onida has
been trying to maintain a good relation with dealers meet though
sporadic to say the least.
2.8.4 HR:
The HR team focuses on functions such as recruitment,
manpower planning, job rotation, rewarding employees, etc.
2.8.5 Admin:

The Admin team is responsible for the maintenance of the
company property, food and transport services for the employees of
the company as well as sales & quality check of the products. They
also ensure that there are no faulty equipments in the company.
2.9 REASONS OF BRANDS AILMENT:
2.9.1 Internal Management Problem: A Brother’s Envy Owner’s
Pride
Clearly the “Onida” trademark has turned out to be A Brother‘s Envy
Owner‘s Pride. Given the popularity of the brand in the 1990’s it was but
obvious that the “Onida” trademark and the goodwill associated with it is
an extremely valuable asset to Mirc Electronics. The “Onida” trademark
soon became the subject of an interesting legal battle between the
Mirchandani brothers. The fight between the brothers: Gulu and Sonu
Mirchandani and their brother -in-law Vijay Mansukhani over the control
of the Onida group, destroyed the brand image of ONIDA. Gulu bought
out Sonu’s holding in their company Mirc Electronic and Sonu started
launching a range of electronic products under the “Onida” brand and
through a company – Onida International in which Sonu has an 80%
stake. But Sonu did not intend to manufacture the electronic products
himself instead he entered into a joint venture with a Japanese company
to market their products under the “Onida” trademarks. Onida tried to
stage a recovery after the successful re-launch of the brand and the return
of the Devil. But the family feud made things difficult for the brand all
the time.

2.9.2 Changing Advertising and Taglines: Problem worsened
with changing Ad agencies
The fight had severely eroded the share of the brand and even the
marketing of Onida. In the face of India's changing consumer tastes and
their financial capabilities, Onida has decided to say goodbye to their
good old "Devil" mascot or their so called brand ambassador. With the
stiff competition from international brands like LG and Samsung, Onida
decided to rebuild its brand and to build a complete new brand mascot to
grab the attention of India's new consumers. And therefore, the creative
duties of the brand have partly moved from Rediffusion to McCann
Erickson. But as usual, when the agency changed, the entire brand
elements got changed. Things are consistent till the same agency handles
the account. But when the agency moves on, the new agency resist
continuing the existing strategy since it was crafted by the competitor. So
whatever be the quality of the existing branding strategy, the new agency
will try to change it. Same happened with Onida, as soon as they changed
their ad agency; it resulted in a drift from a time-tested successful theme
to uncharted territory and sink in further confusion with an unnecessary
change in the positioning strategy. Even the brand was not been able to
consolidate the earlier theme based on 'truth', the brand got repositioned
again.
For Onida, the quote ―Change is always good proved to be the‖
worse. When O&M took the brand from Rediffusion, the famous tagline
"Neighbor's Envy, Owner's Pride" and the Devil was taken off. The brand
suffered for almost 10 years and has never recovered since .The change
of agency again changed things and Devil returned in a new avatar and a
new tagline "Nothing but the truth" came into existence. But the new
arrangement did not made things better. And therefore in 2007, Onida

launched a new campaign for its A/C and with a new tagline again "Enjoy
in your life".
And then a new campaign for the air conditioner features a new Devil
and the tagline has again changed to “Experience the desire”. They
thought of changing their Tagline to a newer one to attract more
customers but whenever it tried to replace its original tagline with new
one, the results were disastrous. And this how Onida proved best for the
case study about "How to Mess up a wonderful brand".
2.9.3 Aging Customers Base: Brand Amnesia
The customers of Onida have grown older with times and the brand has
failed to connect itself to the current generation. The devil in the
advertisements is not helping them either. ONIDA has reached a stage of
Brand amnesia in which when a venerable, long-standing brand tries to
create a radical new identity, such as when Onida tried to replace its
original tagline with new one, the brand forgets what it is supposed to
stand for and it runs into trouble.
2.9.4 No after Sales Service Provided
Onida TV‘s got regular problems of complaints from different
customers, but there was no one to listen to customer‘s complaints and
which had created a great dissatisfaction amongst customers. The regular
feedback of poor after sales service posted by customers on social media,
have ultimately resulted in reducing the brand sales from the market.
2.10 Market share & competitors of Onida:

Onida has got a 14 per cent share in the split air-conditioning
market and overall 9 per cent in this segment in 2011 and is also targeting
to double its TV flat panel and mobile phone market shares to 6 per cent.
Market share In CTV (%)
BPL 20.30
Videocon 19.00
Onida 13.00
LG 11.00
Aiwa 10.00
Samsung 9.00
Philips 5.50
Sony 3.00
Sharp 3.00
Akai 2.00
Thomson 2.00
Others 2.20

The competitors of Onida in the market are companies such as
given below:
• LG
• Sony
• Samsung
• Panasonic
• Videocon
• Micromax

CHAPTER- 3
Organization hierarchy

Organizational Hierarchy
The flowchart given below shows the organizational hierarchy at
AAyuja Technologies. It can be observed that it‘s a pyramid structure. This
flat organizational structure gives the advantage for the employees to reach
out to higher level authorities easily and vice versa.
3.1 Organization chart

Fig 3.1: Organizational hierarchy at ONIDA
Mr. Gulu Mirchandani is the Founder Chairman of the Onida Group.
The flagship company of the Onida Group is MIRC Electronics. He is also
Co-founder & Chairman of Akasaka Electronics, Iwai Electronics and
Gulita Securities. Mr. Mirchandani is also Chairman at Fractal Analytics. He

was appointed as the President of Consumer Electronics & TV Manufacturer
Association (CETMA) for two years in 1992 & 1994. He was also the
Chairman of the Bombay chapter of the World Presidents' Organisation
(WPO). He is on the Boards of VIP Industries Limited and KEC
International Limited among others. He is an alumnus of BITS Pilani and
holds a degree in BE (Mechanical).
Mr Vijay J Mansukhani is a co-promoter of Mirc Electronics Limited
which he founded in 1981. Currently he is the Managing Director of the
company. A graduate from the college of Marine Engineering, Mumbai, Mr
Mansukhani has over 30 years of experience and proven expertise in driving
organizational growth through the enhancement of existing growth areas and
development of potential opportunities.
He is a key member in devising and implementing corporate growth
strategy for Mirc Electronics. As the Managing Director of Adino Telecom
Limited, he is involved in the Telecom sector as a wireless solution provider.
A Finance Professional having completed his CA, CS and ICWA,
Sundar has been with the Company since 1985. Having joined as the Head
of Finance, he transformed the Company from a privately held organization
to a public listed Company with a successful IPO in 1992. Since 1998, he
has been elevated to the post of COO and then CEO in 2005.He has been
elevated as Director Strategy in July 2013.
Sundar has in various capacities handled Finance, Marketing and
Operations besides driving new product development. With his keen acumen
and drive, he has led the organization from the front. He has successfully

initiated Onida’s entry into several new categories, leading to overall growth
of the organization.
3.2 PRODUCT PROFILE:
3.2.1 Foray into LED Lighting category:
Mirc Electronics Ltd, the maker of the Onida brand of consumer
durables, has made a foray into the LED lighting space with the Onida
and Igo brands. While Onida targets the urban sector (metro and mini
metro markets), Igo plans to improve rural penetration.
“The opportunity in lighting is immense, in urban as well as rural
India, where LED lights can replace conventional sources,” says Avnish
Jauhari, business head; Mirc Electronics Ltd. Onida and Igo are looking
at revenues worth Rs 500 million each in the first year of their operations
in the LED space.
“We took the right opportunity to venture into this sector as LED
lighting is an upcoming market and holds immense business potential,
both in urban and rural areas”, says Avnish Jauhari. Both Onida and Igo
started manufacturing streetlights, flash lights and LED lanterns in
September 2010, at Mirc‘s Wada (Maharashtra) and Roorkee (UP)
facilities.

“We already have Igo, a rural centric brand, as we used to sell low
cost TVs in rural areas”, says Sanjay Kumar, head marketing, Igo.
3.2.2 Onida Launched LED TVs with I-Care Technology and
launched Pre cool range of Air Conditioners :
According to Sanjay Kumar, the marketing strategies of Onida and
Igo are very different. The right product is a big part of a successful
marketing strategy. The products should be suitable for the market you
are targeting. Igo products have been developed keeping the rural markets
in mind, where out of 7 lakh villages, around 4 lakh villages either don't
have electricity or don't have proper electrical suppliants. So, we cannot
sell them products that require electricity. Onida is developing LED
streetlights and other lighting fixtures which will replace normal
electrical light fittings like tube lights, bulbs, etc, that are used in homes
and commercial areas. Igo, on the other hand, is developing LED lanterns
and flashlights, which are back-up lighting products; they will run on
stored electricity in batteries (dry cells, rechargeable cells and solar
rechargeable cells). In other words, they are the inverters of rural areas.
Igo products, predominantly sold in rural areas, aim to replace kerosene
lamps.

Fig 3.2.2- Indian TV market
COMPANY NAME TURNOVER 2010
LG 28
SAMSUNG 18
VIDEOCON 24
ONIDA 11
OTHER 19
Table of turnover-2010

Fig 3.2.2 Indian washing machine market share
COMPANY NAME WASHING MACHINE SHARE
LG 32%
SAMSUNG 21%
VIDECON 18%
WHIRLPOOL 18%
ONIDA 4%
GODREJ 7%
Table of washing machine share

3.2.3 RISE OF ONIDA:
"We are trying to break into the MBOs (multi-brand outlet) in
Mumbai as well and are present in Vijay Sales and Reliance Digital.
"Being an Indian company, it’s insights are better which lead to useful
innovation. It is the fourth largest air-conditioner brand in the country
with 10% share in the market, fifth in washing machines with 8% share,
and sixth in flat panel TVs with 6% share.
"They tactically withdrew from categories where they thought that
they will not be able to match the product strengths of their Korean
counterparts. However, they did not let go of their core competencies.
Instead of spreading themselves too thin, they maintained focus on their
main categories," A brand like Onida resorted to re-branding in an
attempt to project a more youthful image, Moving away from its iconic
'Devil' (Neighbors' envy, Owners' pride) advertising more investment in
R&D.
3.2.4 FALL OF ONIDA:
In late 90s The Koreans mapped the strength and weaknesses of each
Indian player across categories eating into the share of established brands
like BPL and Onida in color TVs, and Godrej and Videocon in
appliances.
Lack in investment in R&D hurt them badly.
Lack in systems and processes with poor marketing.

CHAPTER-4
Study of functional department

Study of functional department
The various departments that have been studied at Onida are listed below:
1. Production Department
This Department is where all the production activities of the company
to produce the particular services are taken care of.
This consists of various processes like:
• Lead Generation
• Quality Check
• Sales Closure
• Setting of Business Meetings
2. Finance and Accounts Department
The Finance Department deals with aspects like:
• Payment of wages

• Work and service bill
• Bills payable and stores review
• Internal Audit
• Budgeting and Costing
• Sale and Collection
• Books and Purchase
3. Marketing Department
Under this department various activities take place with the permission
from headquarters like :
• Getting orders
• Tendering and quotations
• Preparing annual budget and projection
• Market exploration
4. Admin Department
The Admin Department is concerned with the maintenance of the
factory premises and physical assets of the company such as work cabins and
utilities. Their activities include:
• Building maintenance
• Repair works
• Electrical works, AC, etc.
• Utility maintenance – water supply

• Food facility for employees
• Transport facilities for employees
• Logistics
5. Sales Department
The sales Department are concerned with the offers and promotions of
the products and lucky draw offers for the special occasions like Dussehra
and Diwali. Their activities include:
• Sales growth
• Advertising campaign
• Promotional activities
• Stock clearance offers
• Festival offers
4.1 PRODUCTION DEPARTMENT
The production department focuses on three major areas which are
content syndication, High Quality Leads and New Business Development.
4.1.1 Lead generation:
Though the primary concern at this point for brand Onida is to revive
the brand via superior newer relevant product to relevant market,
effective distribution channel integrated marketing communication, in all
these reworking on the logo may not appear to be of primary importance

but we suggest a logo that captures both the original devil horns and
todays times, so we tinkered just a little bit and suggest the following.
4.1.2 Quality check:
This concept successfully utilized by brands like LG could be the
capsule making the difference since the market that it will try and tap
would definitely appreciate bundling and since ONIDA is already into
making of other consumer electronics it is in a position to try this
specially this offer can be made available during festivals of various
regions. Air conditioners washing machines micro waves and television
are already being manufactured and should be bundled together.
4.1.3 Country Wide extensive consumer research:
To give a fresh lease of life to the brand Onida should start at the
very basic and grass root level and have a soul search about the
perceptions of the brand the market of tier 2 and tier 3 cities in general
the current mood amongst the consumers the trends their aspirations
behaviour and purchasing patterns. It can probably outsource an outside
research agency to maintain the objectivity and have a wider perspective
one that will give brand truth market truth and competition truth.
4.1.4 Targeting and Positioning:
What we as a group thought that brand ONIDA should take stock of
the current situation and target the Tier 2 – Tier 3 cities at the outset the
brand recall is still present which will further help the product. The
market potential is huge with growing consumerism and also digitization
of television and set top boxes television and other electronic products

have become more of a basic need even to the lowest strata of the society.
It can later after successfully tapping into this segment think of further
penetration into higher SEC‘s. We recommend it to concentrate on air
conditioners and washing machines apart from LED televisions, Onida
has been coming with Android television but it should concentrate more
on providing a basic LED television set with flat screen higher quality
picture and sharper image superior sound because tier2 and tier3 cities
still appreciate the basic television with contemporary looks sleek design
at an affordable price hence enhancing their value for money. It can even
look at providing a greater choice in terms of screen size by coming out
with 14 inches 21inch and other such varieties. Onida TV should be
positioned as a medium for entertainment providing advanced technology
at affordable prices. The focus of the company would be to allow those
people to upgrade who want to upgrade but do not have the means. Target
consumers should see it as an aspirational home appliance. Onida TV
should continue to be ‗neighbor‘s envy – owner‘s pride‘! Onida owners
are regarded in high esteem –they are special, and this can act as a strong
differentiator.
4.2 FINANCE DEPARTMENT:
The finance department at Onida keeps an appropriate record of the
organization. Records are well maintained and all necessary payments are
done on time. The finance department assures that all the expenses that the
company occurs are duly paid and written off.
When it comes to management decision making, the finance department
gives the management an idea on how much can be spent on future projects
and undertakings.

The accounts of the company are managed by two accountants and
periodically checked by an auditor. Apart from this every employee is to
submit a time sheet and End of Day (EOD) report which shows in detail the
number of billable hours of an employee and he/she is paid accordingly.
4.2.1 Costing:
The main function of costing is to calculate the material cost and
production cost, monitoring inventory, monitoring of work in progress,
reporting for short shipments, reports on profitability of project.
In the calculation of material cost the components and materials are
checked with moving price and previous orders and the costing is
prepared by considering the shipment time, import or indigenous
purchase.
4.2.2 Purchase finance :
Purchase Finance deals with Finance Concurrence of all Purchase
Files. Purchase Requisition / Material Requirement summary are
verified with the Final proposal quantity.
4.2.3 Indigenous bills:
The types of bills handled in the indigenous section are shop bills,
bills of material directly dispatched to customer, freight bills of
purchase materials.
The other activities of indigenous bill section is to do creditors
review, advanced review, TDS certification issues. Updating is done by
web based bill tracking system for vendors to ensure transparency.

4.3 MARKETING DEPARTMENT:
4.3.1 Marketing Mix:
Onida is facing a marketing problem and more than a branding
problem. Everything is fine with the brand. People recognize the
brand. The issue is on a larger perspective. It needs to concentrate on
its entire marketing mix not just the brand elements. Onida needs to
convince the consumers that its products are better designed and
technologically superior. It is about managing perception .Features
can be copied by competitors easily but changing perception is a
difficult task.
4.3.2 Work on R & D:
This is another important initiative that ONIDA has to work on
if it wants to survive in today‘s dynamic and rapidly changing
technological market. It needs to convey this message to both
consumers and dealers and distributers so that the positioning of a
brand focused on continuously innovation is conveyed to all stake
holders. The conveyance to the dealers should be done via brochures
pamphlets rational means of communication that it is a brand that
seeks to reinvent itself always and through its R&D efforts is always
looking to give the consumer a better product adapted to the latest
technology.
4.3.3 Pricing Strategies :
Incentives to dealers: The pricing doesn‘t need to be altered
much. They should keep the Landed Retail Price (LRP) of TVs the
same but give more margins to dealers. The price for 14 and 21ʺ ʺ

should be kept 600 – 1,500 more than Videocon and BPL, so as to
maintain its superior image (Videocon is generally priced lowest of
all). In the LCD segment, the price should be 15-20% less than Sony
and Samsung. This will help in grabbing the aspirational customers
who would not like to spend much in their TV purchase. We suggest
the brand not to try too much and adopt a basic strategy and do not
complicate things do not go by too much textual and strategic
principles but attune themselves to the market realities at ground zero.
What Onida has been stuck up with is too much of thinking trying to
change and getting influenced by what others are doing rather than
what they themselves are doing.
4.3.4 Relation building with channel members dealers:
They play a role in the ultimate purchase of the consumers
especially in tier 3 cities and incentives to the channel members in the
form of rewards like foreign trips may be thought of amongst others.
Retail malls and exclusive stores need to be tapped as well. Incentive
schemes to channel partners spread over a longer period is required.
4.41 ADMIN DEPARTMENT:
The Admin Department at Onida focuses on the maintenance of the
company premises and the daily activities that are to be carried out at the
premises of the company. They mainly ensure that facilities such as transport
and food are available for the employees. They closely work with the HR
department to understand the needs of the employees at the company and
also with the administration that provides the sanction to carry out any of
their functions.

The Admin Department also carry out or manage activities like repair
works, electrical works, utility maintenance, logistics, etc. Any issues related
to food or transport for the employees are brought to the attention of the
admin and they do the needful such that the employee‘s views are always
valued and given heed to. They also work with the IT Department to provide
necessary transport for and technical product being brought into the
company.
4.5 SALES DEPARTMENT:
Timeline proposed by us is to start the pre-launch buzz from
September and keep the launch period for the Diwali festivals and extend
and sustenance phase till other festivities, and the start of the sporting
seasons like the T20 world cup extending up to IPL season.
• Initial buzz would be via a relaunch of the brand with a customized
LED TV with sleek design.
• Social media can also be tapped by completely working on Facebook
page giving it new features they do not have a twitter page as well
create the buzz and encourage communication by asking what you
would do if you encounter the devil this Diwali.
• A press conference with the top honchos of the brand, the proposed
ambassador and the devil communicating to the press.
• Strategic news items and print ads in all the news-papers, prints
banners and billboards communicating that the brand is coming in a
new avatar this Diwali.
• Also can go for guerrilla marketing by putting innovative product
items at streets and setting up real devil models at malls which would
be interacting with the shoppers and grabbing eye balls.

• Teasers in Television that the devil is coming this Diwali beware can
be put forth.
4.5.1 Launch Phase (Diwali and Dhanteras): Elements
• Mall and store décor (mall to be lit up every night for 15 days with
trellis lights)
• Contests like ‗Guess the Price‘
• Trolley Procession and Cavalcade.
• Backpack hoardings.
• Gate Arch in the form of trolley.
• Hoardings, pole kiosks across prominent areas.
4.5.2 Post-Launch Plan: Keep them coming
• Promoter activity: Residential contact program at key residential
areas. Singing and Dancing contest over the weekend.
• Weekend Promoter activity: Trolley procession, Cavalcade, Weekend
Events
• IPL cricket event showing at pubs clubs malls market place live
cricket matches.

CHAPTER-5
SWOT Analysis

SWOT Analysis
A SWOT analysis is a way of evaluating the strengths, weaknesses,
opportunities and threats that affects a company. This chapter talks about the
SWOT analysis carried out on Onida.
5.1Strengths of Onida:
• High brand recall (the devil).
It is ranked among the top in the brand trust report in appliances
category.
• Premium pricing (the price value strategy).
There is always fairly strong distributor network.
• Good distribution facility.

Tie up is there with JVC helped it get the technological knowhow.
• High quality LCD TVs (Less service requirements).
The company has good brand presence through ads.
• Strong in shop training & demonstration
Wide product portfolio like TVs, washing machines, inverters etc are
explained with presentation to the interns.
5.2 Weaknesses of Onida:
• Less promotion.
Consumers not aware of all products from Onida compared to global
brands.
• Volatility in positioning.
Rapidly changing technology in the segment and unable to keep pace
with it due to limited resources.
• Weak after-sales service points.
Lost sheen in its promotions compared to giant brands.
• Hitherto known for superior technology.
• Not much focus in R&D.
5.3 Opportunities in Onida:
• Growing middle class.
Changing distribution channels (e-commerce sites).
• Replacement market (CRT to fat screen, LCD).

Technological advances in electronics can give opportunity for Onida
to become more popular by introducing new features.
• Growing semi-urban and rural market.
There is huge potential to expand owing to low penetration.
• Easier financial assistance from banks.
There are increased possibilities of export to middle-east and African
nations.
• Increase in consumerism leading to increase in entertainment needs.
5.4 Threats in Onida:
• Increased competition from MNCs.
There is increased competition from Korean majors like Samsung,
LG which have better scales and more power across the channels.
• High bargaining power of specialty stores.
There is continued pressure on margins leading to eroding margins.
• Increase in salary of technician in the industry.
• Obsolescence of technology, esp. in the LCD.
• Large manufacturers might benefit from their scale, resulting in
powering of prices.

CHAPTER-6
Summary of the findings

Summary of the findings
Onida was started by G.L. Mirchandani and Vijay Mansukhani in
1981 in Mumbai. G.L. Mirchandani is the Chairman and Managing Director
of M/s Mirc Electronics Ltd. He was educated in Colonel Brown Cambridge
School and Harvard University. In 1982, Onida started
assembling television sets at their factory in Andheri, Mumbai. It was
established as "Mirc Electronics" in 1981. Since then, Onida has evolved
into a multi-product company in the consumer durables and appliances
sector. Onida achieved a 100% growth in ACs and microwave ovens and a
40% growth in washing machines last year.
Onida came out with the famous caption 'Neighbour's Envy, Owner's
Pride'. Another popular theme of the ads was a devil complete with horns
and tail in the 1980s. The devil was replaced by a married couple later.
[5] Onida has a network of 33 branch offices, 208 Customer Relation

Centers and 41 depots spread across India. As on 31 March 2005, Onida had
a market capitalization of 3014.6 million.
Mirc Electronics won an “Award for Excellence in Electronics” in
1999, from the Ministry of Information Technology, Government of
India. Onida with its Sales & Marketing office in Dubai reported a 215 per
cent export growth in two years, setting the base for an increased robust
international presence.
The shipments to the Gulf contribute almost 65 per cent of Onida's
export revenue, while shipments to the fast-growing East African market
(Uganda, Tanzania, Kenya and Ethiopia) and the SAARC countries
accounted for 16 per cent of export revenues. In addition to the Gulf
countries, ONIDA has a presence in Russia, Ukraine and neighboring CIS
countries. Apart from Television Exports to Russia, Onida also exports DVD
players and high-end LCD televisions.
Our responsibility is to express an opinion on these consolidated
financial statements based on our audit. We conducted our audit in
accordance with the Standards on Auditing issued by the Institute of
Chartered Accountants of India. Those Standards require that we comply
with ethical requirements and plan and perform the audit to obtain
reasonable assurance about whether the consolidated financial statements are
free from material misstatement.
An audit involves performing procedures to obtain audit evidence
about the amounts and disclosures in the consolidated financial statements.
The procedures selected depend on the auditor’s judgment, including the
assessment of the risks of material misstatement of the consolidated financial
statements, whether due to fraud or error. In making those risk assessments,

the auditor considers internal control relevant to the Company’s preparation
and presentation of the consolidated financial statements that give a true and
fair view in order to design audit procedures that are appropriate in the
circumstances but not for the purpose of expressing an opinion on the
effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the
reasonableness of the accounting estimates made by management, as well as
evaluating the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our audit opinion.
Management’s responsibility for the consolidated financial
statements:
Management is responsible for the preparation of the consolidated
financial statements that give a true and fair view of the consolidated
financial position, consolidated financial performance and consolidated cash
flows of the Company in accordance with accounting principles generally
accepted in India. This responsibility includes the design, implementation
and maintenance of internal control relevant to the preparation and
presentation of the consolidated financial statements that give a true and fair
view and are free from material misstatement, whether due to fraud or error.

Recommendation:
In our opinion and to the best of our information and according to the
explanations given to us, the consolidated financial statements give a true
and fair view in conformity with the accounting principles generally
accepted in India:
a. In the case of the consolidated Balance Sheet, of the state of affairs
of the Company as at March 31, 2014;
b. In the case of the consolidated Statement of Profit and Loss, of the
loss for the year ended on that date; and
c. In the case of the consolidated Cash Flow Statement, of the cash
flows for the year ended on that date.

CHAPTER-7
Conclusions and suggestions

Conclusion & Suggestions
In our detailed analysis of Brand Onida we think that the brand due to
its turbulence internal structure and getting too much influenced by others
and trying to do too many thing all this while not having a uniform
positioning nor a integrated marketing communication went from an admired
Indian brand to virtually a brand in oblivion. It committed basic and glaring
marketing blunders on the way and also was a victim of the heightened
competition owing to the entry of great many foreign players who had a
great set of product line in place which were technologically superior at
competitive prices they continuously innovated had an effective sales and
distribution the central in channel in place a uniform communication strategy
in place overarching to the central value system in the organization. Brands
like Samsung LG and even to an extent Videocon went ahead in the race.
Essence MADE IN INDIA brand not inferior in any way but fresh
revitalized vitality and vigor just like the youth of today‘s INDIA.
Considering all these details all is still not lost for Onida if it considers to put
its best foot forward with reviving its brand the essence of brand revival
should be to look at itself work on its products first work on its brand

internalize it work on the R&D to present to its customers with
contemporary stylish and relevant products. It needs to work on the after
sales services and use its experience of being an experienced and indigenous
brand to penetrate into the proposed Tier 2 and Tier 3 cities with fresh
launch and communication strategy in place via conventional as well as non-
conventional communication in place. The vision statement of ―made in
India brand better understanding the Indian market and having innovation to
provide a greater consumer experience should be incorporated from spirits‖
to actual actions.
What brand Onida is facing is not a branding but a marketing problem it
needs to go back to the drawing board and chalk out an aggressive marketing
campaign after proper market research and finding truths about the market
its own product and about the competition at large, apply proper
segmentation and try and have a uniform positioning and not get mixed up
by trying out too many things. Indian market still presents itself with a huge
opportunity to tap into and the brand recall and emotional connect of the
brand is still very high. The only thing missing is the stewardship and strong
will.
This campaign as such would definitely act as a trigger to penetrate into the
Tier2 and Tier 3 cities and result in a Onida competing and grabbing a
significant market share and later look to expand further.

CHAPTER- 8
Bibliography
Bibliography:

The information present on this report is a collective set of
information from a study on the below listed websites and a 2 month
internship program at Onida Electronics LTD.
Websites:
www.onida.com
www.slideshare.net
www.mbaskool.com
www.wikiwealth.com
www.studymode.com
www.wikipedia.org
www.investopedia.com
www.indiainfoline.com

Onida

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