Index

Chapter Topic Page no.

1. 2. 3. 4. 5. 6. 7. 8. INTRODUCTION LITERATURE REVIEW PROFILE OF ORGANISATION OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY 01 18 38 44 49

DATA ANALYSIS AND INTERPRETATION 51 OBSERVATIONS CONCLUSIONS BIBLIOGRAPHY 62 64

INTRODUCTION

INTRODUCTION
A marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centered around the key concept that customer satisfaction is the main goal. Key part of the general corporate strategy A marketing strategy is most effective when it is an integral component of firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Basic theory: 1. Target Audience 2. Proposition/Key Element 3. Implementation Sectorial tactics and actions A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher3

margin products and services that enhance the consumer's interaction with the low-cost product or service." A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics. Strategic models Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy. Marketing in Practice
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The Consumer-Centric Business There are a many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps. Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable. For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the knowledge of the
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customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists. "Because the purpose of business is to create a customer, the business enterprise has two--and only these two--basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business."
---

Peter Drucker

"The art and science of choosing target markets and getting, keeping and growing customers through creating, delivering, and communicating superior customer value." ---Philip Kotler and Kevin Lane Keller Marketing is everything and everything is marketing. ---Regis McKenna (1991 Harvard Business Review article) McKenna argued that because marketing management encompasses all factors that influence a company's ability to deliver value to customers; it must be "allpervasive, part of everyone's job description, from the receptionists to the Board of Directors."

Even though marketing has been defined and conceptualized in various means, the definition propounded by the American Marketing Association (1995) that marketing is the performance of business activities that direct the flow of goods and services from producer to consumer or user serves a general purpose.
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Nevertheless, over the years other aspects have been augmented to this basic definition to reflect current developments in marketing. According to Kotler (1997), marketing is typically seen as the task of creating, promoting and delivering goods and services to consumers and businesses; it is defined as a societal process by which individuals and groups obtain what they need and want through creating, offering and freely exchanging products and services of value with others. Thus, marketing is based on the following key concepts: # # # # # # # Marketers and prospects. It can be said that all marketing begins with the needs of human beings, which relate to items that satisfy needs in one way or another. Needs, Products Value, Exchange Relationships Markets; wants (goods cost and and and and and demand; services); satisfaction; transactions; networks; and

On the other hand, wants are specific items that satisfy those needs. A further step is when human beings have a demand for certain items, which constitutes the ability and willingness to purchase them. Products (goods and services) refer to items that people use to satisfy their needs or wants. Products are actually bought in view of the service or satisfaction that it offers.

Key concepts of Marketing Product Pricing Promotion Distribution/place Service Retail Brand management Marketing effectiveness Market research Marketing strategy Market dominance

Vertical marketing This relatively recent development integrates the channel with the original supplier - producer, wholesalers and retailers working in one unified system. This may arise because one member of the chain owns the other elements (often called `corporate systems integration'); a supplier owning its own retail outlets, this being 'forward' integration. It is perhaps more likely that a retailer will own its own suppliers, this being 'backward' integration. (For example, MFI, the
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furniture retailer, owns Hygena which makes its kitchen and bedroom units.) The integration can also be by franchise (such as that offered by McDonald's hamburgers and Benetton clothes) or simple co-operation (in the way that Marks & Spencer co-operates with its suppliers).

Alternative approaches are 'contractual systems', often led by a wholesale or retail co-operative, and `administered marketing systems' where one (dominant) member of the distribution chain uses its position to co-ordinate the other members' activities. This has traditionally been the form led by manufacturers.

The intention of vertical marketing is to give all those involved (and particularly the supplier at one end, and the retailer at the other) 'control' over the distribution chain. This removes one set of variables from the marketing equations. Other research indicates that vertical integration is a strategy which is best pursued at the mature stage of the market (or product). At earlier stages it can actually reduce profits. It is arguable that it also diverts attention from the real business of the organization. Suppliers rarely excel in retail operations and, in theory, retailers should focus on their sales outlets rather than on manufacturing facilities ( Marks & Spencer, for example, very deliberately provides considerable amounts of technical assistance to its suppliers, but does not own them).

Horizontal marketing A rather less frequent example of new approaches to channels is where two or more non-competing organizations agree on a joint venture - a joint marketing operation - because it is beyond the capacity of each individual organization alone. In general, this is less likely to revolve around marketing synergy.

Activities and functions

The marketing process model based on the publications of Philip Kotler. It consists of 5 steps, beginning with the market & environment research. After fixing the targets and setting the strategies, they will be realised by the marketing mix in step 4. The last step in the process is the marketing controlling. Marketing management therefore encompasses a wide variety of functions and activities, although the marketing department itself may be responsible for only a subset of these. Regardless of the organizational unit of the firm responsible

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for managing them, marketing management functions and activities include the following: Marketing research and analysis In order to make fact-based decisions regarding marketing strategy and design effective, cost-efficient implementation programs, firms must possess a detailed, objective understanding of their own business and the market in which they operate.[5] In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. Traditionally, marketing analysis was structured into three areas: Customer analysis, Company analysis, and Competitor analysis (so-called "3Cs" analysis). More recently, it has become fashionable in some marketing circles to divide these further into certain five "Cs": Customer analysis, Company analysis, Collaborator analysis, Competitor analysis, and analysis of the industry Context. The focus of customer analysis is to develop a scheme for market segmentation, breaking down the market into various constituent groups of customers, which are called customer segments or market segments. Marketing managers work to develop detailed profiles of each segment, focusing on any number of variables that may differ among the segments: demographic, psychographic, geographic, behavioral, needs-benefit, and other factors may all be examined. Marketers also attempt to track these segments' perceptions of the various products in the market using tools such as perceptual mapping. In company analysis, marketers focus on understanding the company's cost structure and cost position relative to competitors, as well as working to identify a firm's core competencies and other competitively distinct company resources. Marketing managers may also work with the accounting department to analyze the profits the firm is generating from various product lines and customer
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accounts. The company may also conduct periodic brand audits to assess the strength of its brands and sources of brand equity.[6] The firm's collaborators may also be profiled, which may include various suppliers, distributors and other channel partners, joint venture partners, and others. An analysis of complementary products may also be performed if such products exist. Marketing management employs various tools from economics and competitive strategy to analyze the industry context in which the firm operates. These include Porter's five forces, analysis of strategic groups of competitors, value chain analysis and others. Depending on the industry, the regulatory context may also be important to examine in detail. In Competitor analysis, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors. Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. As such, they often conduct market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

Qualitative marketing research, such as focus groups Quantitative marketing research, such as statistical surveys Experimental techniques such as test markets
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Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis. Marketing strategy Once the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm. The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market share, long-term profitability, or other goals. To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: 1) The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and 2) The company has the resources and capabilities to compete for the segment's business, can meet their needs better than the competition, and can do so profitably. In fact, a commonly cited definition of marketing is simply "meeting needs profitably." The implication of selecting target segments is that the business will subsequently allocate more resources to acquire and retain customers in the target segment(s) than it will for other, non-targeted customers. In some cases, the firm may go so far as to turn away customers that are not in its target
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segment. The doorman at a swanky nightclub, for example, may deny entry to unfashionably dressed individuals because the business has made a strategic decision to target the "high fashion" segment of nightclub patrons. In conjunction with targeting decisions, marketing managers will identify the desired positioning they want the company, product, or brand to occupy in the target customer's mind. This positioning is often an encapsulation of a key benefit the company's product or service offers that is differentiated and superior to the benefits offered by competitive products. For example, Volvo has traditionally positioned its products in the automobile market in North America in order to be perceived as the leader in "safety", whereas BMW has traditionally positioned its brand to be perceived as the leader in "performance." Ideally, a firm's positioning can be maintained over a long period of time because the company possesses, or can develop, some form of sustainable competitive advantage.[10] The positioning should also be sufficiently relevant to the target segment such that it will drive the purchasing behavior of target customers.

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Implementation planning

The Marketing Metrics Continuum provides a framework for how to categorize metrics from the tactical to strategic. After the firm's strategic objectives have been identified, the target market selected, and the desired positioning for the company, product or brand has been determined, marketing managers focus on how to best implement the chosen strategy. Traditionally, this has involved implementation planning across the "4Ps" of marketing: Product management, Pricing, Place (i.e. sales and distribution channels), and Promotion. Taken together, the company's implementation choices across the 4Ps are often described as the marketing mix, meaning the mix of elements the business will employ to "go to market" and execute the marketing strategy. The overall goal for the marketing mix is to consistently deliver a compelling value proposition that reinforces the firm's chosen positioning, builds customer loyalty and brand

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equity among target customers, and achieves the firm's marketing and financial objectives. Ngalax said that, In many cases, marketing management will develop a marketing plan to specify how the company will execute the chosen strategy and achieve the business' objectives. The content of marketing plans varies from firm to firm, but commonly includes:

An executive summary Situation analysis to summarize facts and insights gained from market research and marketing analysis

The company's mission statement or long-term strategic vision A statement of the company's key objectives, often subdivided into marketing objectives and financial objectives

The marketing strategy the business has chosen, specifying the target segments to be pursued and the competitive positioning to be achieved

Implementation choices for each element of the marketing mix (the 4Ps)

Project, process, and vendor management Once the key implementation initiatives have been identified, marketing managers work to oversee the execution of the marketing plan. Marketing executives may therefore manage any number of specific projects, such as sales force management initiatives, product development efforts, channel marketing programs and the execution of public relations and advertising campaigns. Marketers use a variety of project management techniques to ensure projects achieve their objectives while keeping to established schedules and budgets.
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More broadly, marketing managers work to design and improve the effectiveness of core marketing processes, such as new product development, brand management, marketing communications, and pricing. Marketers may employ the tools of business process reengineering to ensure these processes are properly designed, and use a variety of process management techniques to keep them operating smoothly. Effective execution may require management of both internal resources and a variety of external vendors and service providers, such as the firm's advertising agency. Marketers may therefore coordinate with the company's Purchasing department on the procurement of these services. Organizational management and leadership Marketing management usually requires leadership of a department or group of professionals engaged in marketing activities. Often, this oversight will extend beyond the company's marketing department itself, requiring the marketing manager to provide cross-functional leadership for various marketing activities. This may require extensive interaction with the human resources department on issues such as recruiting, Study, leadership development, performance appraisals, compensation, and other topics. Marketing management may spend a fair amount of time building or maintaining a marketing orientation for the business. Achieving a market orientation, also known as "customer focus" or the "marketing concept", requires building consensus at the senior management level and then driving customer focus down into the organization. Cultural barriers may exist in a given business unit or functional area that the marketing manager must address in order to achieve this goal. Additionally, marketing executives often act as a

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"brand champion" and work to enforce corporate identity standards across the enterprise. In larger organizations, especially those with multiple business units, top marketing managers may need to coordinate across several marketing departments and also resources from finance, research and development, engineering, operations, manufacturing, or other functional areas to implement the marketing plan. In order to effectively manage these resources, marketing executives may need to spend much of their time focused on political issues and inte-departmental negotiations. The effectiveness of a marketing manager may therefore depend on his or her ability to make the internal "sale" of various marketing programs equally as much as the external customer's reaction to such programs. Reporting, measurement, feedback and control systems Marketing management employs is a variety of metrics to measure progress against objectives. It is the responsibility of marketing managers in the marketing department or elsewhere to ensure that the execution of marketing programs achieves the desired objectives and does so in a cost-efficient manner. Marketing management therefore often makes use of various organizational control systems, such as sales forecasts, sales force and reseller incentive programs, sales force management systems, and customer relationship management tools (CRM). Recently, some software vendors have begun using the term "marketing operations management" or "marketing resource management" to describe systems that facilitate an integrated approach for controlling marketing resources. In some cases, these efforts may be linked to various supply chain management systems, such as enterprise resource planning
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(ERP), material requirements planning (MRP), efficient consumer response (ECR), and inventory management systems. Measuring the return on investment (ROI) of and marketing effectiveness various marketing initiatives is a significant problem for marketing management. Various market research, accounting and financial tools are used to help estimate the ROI of marketing investments. Brand valuation, for example, attempts to identify the percentage of a company's market value that is generated by the company's brands, and thereby estimate the financial value of specific investments in brand equity. Another technique, integrated marketing communications (IMC), is a CRM database-driven approach that attempts to estimate the value of marketing mix executions based on the changes in customer behavior these executions generate.[11] Marketing effectiveness is the quality of how marketers go to market with the goal of optimizing their spending to achieve good results for both the short-term and long-term. It is also related to Marketing ROI and Return on Marketing Investment (ROMI). Marketing effectiveness has four dimensions:

Corporate Each company operates within certain bounds. These are determined by their size, their budget and their ability to make organizational change. Within these bounds marketers operate along the five factors described below. Competitive Each company in a category operates within a similar framework as described below. In an ideal world, marketers would have perfect information on how they act as well as how their competitors act. In reality, in many categories have reasonably good information through

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sources, such as, IRI or Nielsen. In many industries, competitive marketing information is hard to come by.

Customers/Consumers Understanding and taking advantage of how customers make purchasing decisions can help marketers improve their marketing effectiveness. Groups of consumers act in similar ways leading to the need to segment them. Based on these segments, they make choices based on how they value the attributes of a product and the brand, in return for price paid for the product. Consumers build brand value through information. Information is received through many sources, such as, advertising, word-of-mouth and in the (distribution) channel often characterized with the purchase funnel, McKinsey & Company concept. Lastly, consumers consume and make purchase decisions in certain ways.

Exogenous Factors There are many factors outside of our immediate control that can impact the effectiveness of our marketing activities. These can include the weather, interest rates, government regulations and many others. Understanding the impact these factors can have on our consumers can help us to design programs that can take advantage of these factors or mitigate the risk of these factors if they take place in the middle of our marketing campaigns.

There are five factors driving the level of marketing effectiveness that marketers can achieve: 1. Marketing Strategy Improving marketing effectiveness can be achieved by employing a superior marketing strategy. By positioning the product or brand correctly, the product/brand will be more successful in the market than competitors products/brands. Even with the best strategy, marketers must execute their programs properly to achieve extraordinary results.
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2. Marketing Creative Even without a change in strategy, better creative can improve results. Without a change in strategy, AFLAC was able to achieve stunning results with its introduction of the Duck (AFLAC) campaign. With the introduction of this new creative concept, the company growth rate soared from 12% prior to the campaign to 28% following it. (See references below, Bang) 3. Marketing Execution By improving how marketers go to market, they can achieve significantly greater results without changing their strategy or their creative execution. At the marketing mix level, marketers can improve their execution by making small changes in any or all of the 4-Ps (Product, Price, Place and Promotion) (Marketing) without making changes to the strategic position or the creative execution marketers can improve their effectiveness and deliver increased revenue. At the program level marketers can improve their effectiveness by managing and executing each of their marketing campaigns better. It's commonly known that consistency of a Marketing Creative strategy across various media (e.g. TV, Radio, Print and Online), not just within each individual media message, can amplify and enhance impact of the overall marketing campaign effort. Additional examples would be improving direct mail through a better call-to-action or editing web site content to improve its organic search results, marketers can improve their marketing effectiveness for each type of program. A growing area of interest within (Marketing Strategy) and Execution are the more recent interaction dynamics of traditional marketing (e.g. TV or Events) with online consumer activity (e.g. Social Media). (See references below, Brand Ecosystems) Not only direct product experience, but also any stimulus provided by traditional marketing, can become a catalyst for a consumer brand "groundswell" online. (See references below, Groundswell)
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4. Marketing Infrastructure (also known as Marketing Management) Improving the business of marketing can lead to significant gains for the company. Management of agencies, budgeting, motivation and coordination of marketing activities can lead to improved competitiveness and improved results. The overall accountability for brand leadership and business results is often reflected in an organization under a title within a (Brand management) department. 5. Exogenous Factors - Generally out of the control of marketers external or exogenous factors also influence how marketers can improve their results. Taking advantage of seasonality, interests or the regulatory environment can help marketers improve their marketing effectiveness. Criticism and defense of marketing effectiveness The practice of marketing effectiveness is often criticized because it allegedly only focuses on short term revenue gains. When, in fact, by definition, it concentrates on marketing actions that can be taken to improve both short and long term results. Short term results improvements are measured in terms of revenue gains. Long term improvements are typically measured in terms of gains in brand equity in the minds of a companys customers.

Backgrounds of the Study In deciding what or which product (whether goods or services) to purchase, it is vital for the customer to decide on the value of the product that is capable of satisfying his needs.

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In wanting to possess such a product, he has to pay a price (cost). Hence, in making a decision to purchase an item, the customer will consider both the value and the price. After he has decided on the product he wants, it can then be procured via the process of exchange or transactions.

From the above definitions we can draw the following conclusions: It refers to the management process which identifies, anticipates and supplies customer requirements efficiently and profitably. The way a business organization identifies its customers, defines and develops the products or services that its customers want, and sells and distributes those products or services to customers. The total of activities involved in the transfer of goods from the producer or seller to the consumer or buyer, including advertising, shipping, storing, and selling. It means holding for sale or displaying for sale, offering for sale, selling, delivering or placing on the market in any other form.

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LITERATURE REVIEW

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LITERATURE REVIEW Marketing An Introduction An Ancient Art. an Omnipresent Enitity, A Vital function of Business
Marketing is an ancient art and has, since the days of Adam and Eve, been practiced in one form or the other. In the modern world, marketing is everywhere; most of the task we do and most of the thing we handle are linked to marketing. Your morning coffee, your newspaper, your breakfast cereal, the shirt you put on for the day, the bike you drive, the mobile in your pocket, the quick lunch you have at the fast food joint, the PC at your desk, your internet connection, your e-mail ID, almost everything that you use and everything that is around you, has been touched by marketing. marketing has its imprint on them all. depending on the product and the context/experience the imprint may be visible or subtle. but it is very much there. Marketing permeates most of your daily activities. Marketing is an omnipresent entity

Business = Marketing
When we get into the world of business, we are exposed to the fact that marketing is the most vital function of business. It is when this function is practiced to near perfection that best of growth of an enterprise is ensured. In fact, many entrepreneurs assume business = marketing. To quote peter Drucker Business has just two basic function: marketing and innovatio.1

Marketing is the truly entrepreneurial part of business

Marketing is also the real entrepreneurial function of a business. When an entrepreneur starts a business he first thinks through the marketing side of the
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business. This is because he knows that if he succeeds in the entrepreneurial function of marketing ,he will succeed in the enterprise. Before venturing into the business, he takes a close look at marketing . checks whether an adequate market for the product/service exists and figures out how to go about tapping it. It is a known fact that for succeeding in business an entrepreneur, first and foremost, needs good marketing skills. The great entrepreneurs have all been great marketers. To quote Drucker again, marketing is the logic of business.

The truly strategic part as well

Marketing also represent the real strategic activity in a business and the real strategic function of management. While there can be strategies in all function of management, it is in marketing that one sees the full bloom of strategy. This is quite natural because it is only when you have an opponent or competitor that you need to be strategic in the full sense of the term. That is also why business strategy is considered almost synonymous with marketing strategy.

Intricate for practice

Marketing , though interesting, is a tricky subject to practice. It has come to be practiced in many differing ways. No one has been able to put it into one ready to apply and ever winning formula. All firms and all marketing men commit mistakes in marketing. Even global firms known for their time tested and visible success find, on occasions, their marketing recipes going wrong. Explaining the attributes of marketing function Stanton et al. say, marketing is fast paced and dynamic; it is highly visible; it is essential to the survival of organizations; it is rewarding to its successful practitioners. Marketing is also a never ending function of business; in any business marketing is never over. It is a perpetual pursuit.

What is Marketing? what is Marketed?

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Let us try our introduction to marketing by looking at what is marketing and what is marketed

What is Marketing
Marketing is described as An Art A Business Function philosophy A process and many thing more. A reletionship A Science A Practice A system A

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Chart 2.1 selected definitions of marketing

Marketing is primarily concerned with the problem of profitable disposing what is produced. Marketing is the performance of business activities that the direct the flow of goods and services from the producer to the consumer. Marketing is the economic process by which goods and services are exchange between the maker and the user, and their values determined in terms of money prices. Marketing is designed to bring about desired exchanges with target audiences for the purpose of mutual gain. Marketing is a total system of interacting business activities designed to plan, price, promote and distribute need satisfying products and services to existing and potential consumers. Marketing originates with the recognition of a consumer need and terminates with the terminates with the satisfaction of that need by the delivery of a usable product the right time, at the right time, at the right place, and at an acceptable price. The consumer is found both at the beginning and at the end of the marketing process. Marketing is so basic that it cannot be considered as just one of the function of the business. It is actually the whole business. It is the whole business seen from the point of view of the customer. Marketing is a viewpoint, which looks at the entire business process as a highly integrated effort to discover, create arouse and satisfy consumer needs. Marketing is the delivery of a standard of living to society.

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Each of these description is no doubt valid and dose highlight some aspect of marketing. But, none of these give a complete picture of marketing nor the needed practical direction for an actionable understanding of marketing.

Understanding Marketing through Select Definitions

Let us understanding what is marketing through some familiar definitions. Chart 2.1 presents a set of definitions of marketing. They render our understanding of marketing a little broader. They also drive home the point that it takes considerable effort to decode marketing and get at its crux. The definitions make us aware that there are different viewpoints marketing. The diverse set of definitions serve one significant purpose. All of them make us aware that there are many different perspectives /viewpoints about marketing that many differing concepts of marketing have emerged.

None of these definitions bring out the full meaning of marketing

Though the definitions in Chart 2.1 explain well the fact that marketing consists of several activities/elements and make us aware that there are many different viewpoints about marketing, they, however, fail to bring out the meaning of marketing in its entirety.

Understanding Marketing by Checking what does it do

If one wants to get a more concrete, comprehensive and practical understanding of marketing, one has to move away from all the description/definitions above and ask question, what is marketings basic task? Or more plainly, what does it do?
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Marketing is Meeting Human Needs

To start in a simple way, marketing can be thought of as meeting human needs , or more aptly, as meeting customer needs . as it highlights customer needs as central in marketing, it gives us a somewhat better understanding of marketings basic role. To accomplish this, marketing must know: Who are our customers? What are their needs? What must we do to meet their needs? For meeting customer needs marketing must first understand their needs and then respond to their needs. Since customer needs are not static. But keep changing, marketing must also constantly monitor the customer needs

Meeting latent and future needs as well

Marketing meet not only the present (manifest) needs of customers but their latent needs and future needs as well. It searches/spots/visualizes the latent and future needs and in order to meet them takes all necessary steps.

Meeting needs at a profit

The description in the above paragraphs can be further enlarged. Profit is a vital objective of an enterprise. And marketing being the real entrepreneurial part of the enterprise, it is marketings job to ensure profits. Inasmuch as profit is an integral part of marketing /business, the description in the preceding paragraph can be recast as marketing is meeting customer needs at a profit . Marketing

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should get customer and keep customer at a profit. It should generate loyal customer and generate them at a relatively lower cost .

Marketing Means Being Empathetic to Customers

To serve customer needs well, marketing men must be empathetic towards their customers. More than management knowledge, skills in understanding and responding to customers are more important here. In fact, attitude/mindset is even more important here than skills.

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Generating customer satisfaction

It is obvious that the aim of marketing is not to achieve profit by any possible means but to achieve it as a byproduct of doing the job well and generating customer satisfaction. Basically, marketing means making money by generating satisfaction in customers. It is also the measure of the success of the whole endeavour. The satisfaction can come from the product through owning/consuming the product. It can come from the service that accompanies the product. It can come from the ambience that is associated with the product/service. It can even come from the peripheral things some extras/accompaniments thrown in along with the main product or service. Today , time or speed of response is also a major contributor to customer satisfaction. Marketing should produce such satisfactions.

Measuring customer satisfaction

When we talk of generation customer satisfaction we are naturally led to a few more associated tasks of marketing. Customer satisfaction has to be measured; it has to be compared with the satisfaction generated by competitors offers. Again, at the roof of consumers satisfaction lie their expectations. Consumers first from expectations and subsequently compare the benefit they actually received frome the product. So, the expectations too have to be measured/assessed. The satisfaction generated by the firm may fall short of or match or exceed the expectations of customers . Marketing men must know the correct position . thus, measuring the expectations of the consumers and the satisfaction they attained with the offer also become tasks of marketing.

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Is it then correct to assume marketing = customer?

The discussion in the preceding paragraph has led us to the position that Marketing = Customers, is correct to a large extent. But a few more things besides customer are also embedded in marketing.

What Else Besides Customer is Embedded in Marketing?

Demand
Demand is also an important part of marketing. In sense, demand as an entity is also related to the customer. But it needs a separate treatment. In fact marketing incorporates two activities relating to demand: (i) generating the demand, and (ii) meeting the demand by creating products, services and marketing programmes that correctly respond to the demand. Moreover, while managing demand the organisations resources and capabilities need to be kept in view. As supply and demand are the two sides of marketing, marketing has to handle both of them. They not only constantly interact with each other, but their configuration actually sets the basic price levels for the products concerned. Marketing has to appreciate this basic fact.

Competition
Competition is an equally powerful part of marketing. An enterprise has to score over competition in the market place. To serve the customers better than competition is the objective of enterprise. And, it has to remain competitive over time. To accomplish this, it has to understand the enterprise makes strategies to counter the moves of competitors. Creating and sustaining competitive capability is a part of marketings task.

What is Marketing?
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Now, let us understand the concept of marketed. Initially, it would appear that, it is a product or service that is marketed. And , often, they are marketed in the form of brands. Sometimes, what is marketed happens to be a solution, again. In the form of a brand. Careful analysis will however reveal that in all marketing, what is ultimately marketed is the same thing value a concept we will discuss in detail in Chapter 3 and 4. In fact, throughout this text, we will be emphasizing the point that ultimately what is marketed in all marketing, is Value. Let us consider an illustration to support this concept:
A neighbourhood grocery shop sells Channa. What is marketed here is a Commodity. A neighbourhood restaurant sells Channa -Batura. What is marketed here is a Product. MTR, a food company sells MTR ready to eat Channa masala. What is marketed here is a Brand. Tata Consultancy Services (TCS) sells TCS Certainty. What is marketed here is a Solution . As far as the name/from is concerned, what is marketed varies a Commodity, a Product, a Brand, or a solution . But as far as the essence is concerned, what is marketed is the same; in all cases it is Value that is marketed

Understanding what is marketed is an intricate matter

Understanding what is marketed might seem simple. In reality the task is rather intricate. Through careful analysis, however, one can get at it. To understand it properly, one has to view the matter from the customers standpoint. Customer buy benefits/services/ solution , not products. And, what they really seek in benefit/services/solution is Value. We shall see more on this in Chapter 3.

What is Meant by Market?

Now, let us see what market means in marketing. In marketing, market does not mean the shopping zones or the place where goods are sold and bought. It
35

means people, or consumers, with purchasing power. For example, the market for cellphones consist of the present and potential users of the device. Market also refers to demand. For example, the market for cellphones in India in 2008 is projected at 300 million units.

Marketing as a Process
We have looked at marketing from various angles and obtained varying pictures. These pichures help us to conclude that marketing, finally, is a process with multiple dimensions. The key aspects here are: Marketing is a process of exchange Marketing means offering something and getting something in return Marketing involves a buyer and a seller. In other words, it is a transaction between two parties; one party provides to the other something of value in return for something else of value The transaction takes place as per agreed upon conditions The transaction succeeds when both parties involved are satisfied.

Marketing, a Dynamic and Complex Idea

The idea of marketing is expanding and getting increasingly complex. From our earlier discussions, it becomes clear that the ideas relating to marketing are dynamic and continuously expanding and the subject keep moving from simple to complex elements. for getting a more concrete and practical Understanding of marketing, one has to obviously see the subject through multilayers. Moreover, the changes taking place in the environment today
36

further increase the complexity of marketing. Customers have become more empowered and connected; and the balance of power has shifted in favour of them competition
Chart 2.2 the five commonly noted perspectives (Concepts)on marketing The Exchange Concept The sales Concept The Production Concept The marketing Concept The product Concept

too has been intensifying relentlessly. To describe levels of competition and a far more sophisticated consumer. Marketings task has accordingly become more complex.

The Perspectives on Marketing Already in Vogue

Now let us turn to our original question : why, in spite of many perspectives on marketing already in vogue, is there a need for a new one. Marketing theory has already given us quity a few alternative perspectives on marketing (also known as concepts of marketing ). There are in fact five that are commonly referred to. These are listed in chart 2.2 In this section, we will find out: What does each of the concept/perspective signify/represent? What does marketing means and how is it perceived, under each of them? What is marketings basic task according to each of them? How do they differ from one another? What are the flaws of each of these perspective?
37

 How do they all fall short of there requirement ? Four key points deserve to be highlighted right at the outset: Marketing is understood and interpreted in different ways. It is as a result of such differing interpretations that many different concept of marketing have come in vogue That the orientations of the firms towards the marketplace differ is the meat of the matter here The different concept concepts/perspectives directly correspond to the differing orientations of the firms towards the marketplace

The Exchange Concept

The exchange Concept of marketing, as the very term indicates, holds that the central idea in marketing is exchange exchange of a product between the seller and buyer. Some firms operate with the belief that business/marketing is simply a matter of giving a product to someone in exchange of some money from him. The whole idea in this concept is to somehow get the product and the money change hands! While exchange does from a significant part of marketing, to look at marketing as mere exchange. Would be the most shortsighted view of the total process involved. Marketing is much broader than exchange. Several other important aspects of marketing, such as, concern for the customer, generation of value satisfaction, creative selling and integrated action for serving the customer, are involved in marketing they are all completely overshadowed in the exchange concept. Exchange, at best, course, represents the least evolved view on marketing.
38

The production Concept

The second common perspective is production oriented one. There is a category of firms which believes that business can be managed by the maximization of production and the resultant lower unit cost. maximise output, achieve a lower unit cost; and sell at lower price is their Mantra. This is known as the production Concept of marketing. This concept holds that consumers, as a rule, would support product that are produced in great volume at a low unit cost and sold at a low price. In organisations practicing this concept, production dominates the thinking and marketing is a mere appendage to it. While a lower unit cost/price is no doubt a relevant factor, these firms overemphasise its role in the overall scheme. They assume that the lower cost and price will automatically lure the customers. In actual practice, however, it does not happen so. The organizations do not get the assumed customer patronage. Customers, after all, are motivated by a variety of considerations in their purchases, besides price. As a result, the production concept fails to serve as the right business philosophy for an enterprise.

The Product concept

For the third category of companies, an excellent product is the most important criterion. They are obsessed with the product the quality and features of the product more than with the customer and his needs. This is known as the product concept. The product Concept is different from the production Concept. While the production concept seeks to win markets and profits via high volume of production and low unit cost (quantitative), the product concept seeks to achieve the same result via product excellence improved products, new products, and ideally designed and engineered
39

products (qualitative). It also places an emphasis on quality assurance. In general, it tries to achieve business success through product attributes. Firms that subscribe to this concept assume that consumers would automatically vote for products of high quality. They spend their time and money on research and development, and bring out many new products. As they fail to determine consumers needs and satisfaction quotient with precision, these firms also fail to achieve great marketing success despite their turning out a quality product.

40

Marketing Myopia
At this stage, let us turn to the idea known as marketing Myopia.2 this term is coined by Professor Theodore Levitt. He explained it as a coloured or crooked perception of marketing and a shortsighted view of business . Marketing Myopia and the Product Concept go hand in hand the former embodying the pitfalls of the latter. While giving an excessive emphasis to the product , the firm almost tends to forget the fact that the product after all is merely a means for satisfaction a particular need of the customers. This myopia. Levitt pleads that if one wants to get a correct understanding of marketing this myopia is to be avoided. Mocking at firms /marketing men who are totally engrossed with the product, almost forgetting the consumer for whom the product is actually meant, Lavitt says: They dont get as excited about their customer in their own backyard as about the oil the distant Sahara desert.2 It is not as if only companies pursuing the product concept suffer from marketing myopia. Companies pursuing any approach other than the marketing concept suffer from it. Excessive attention to either production or the product or selling at the cost of the customer and his actual need will drive the firm towards this myopia. Marketing myopia, leads a firm to a truncated understanding of the very nature of the business the firm is engaged in and to a wrong definition of it. People buy benefits/services/solutions/value satisfactions, not products. When companies fail to discern this fact and think that it is the product the customer are after, they will define their business in terms of the product. Since customer buy a product for satisfaction of a need, the moment a different/better means of getting the same satisfaction become available, they

41

may bid goodbye to the old product and embrace the new means, which will satisfy the need better.

In defining businesses, the focus is not to be on the product but on the basic human need, the product satisfies
It is a fact that product do become obsolete, yielding place to new ones and businesses do fall from their exalted growth industry status to the declining and extinct categories. While a given business/industry/product may decline over time, the fundamental human need, which the business satisfies through its product does not vanish through the changing times. Wise entrepreneurs/marketing men would recognize this fact and define their businesses in terms of the basic human need, which is fulfilled by his products rather than in terms of the products made by them at a given point in time. They will view, understand, and define them in a broader way and in terms of the basic human need, which their present products fulfil. When the opportune time of meeting the given need of the customers through some other means comes, these companies would adapt themselves and move over to new products and new means providing that satisfaction. Instead of helplessly watching some newcomers or some wiser ones among existing players taking away their business, they themselves would take to the newer ways of meeting the need. Companies would thus do well to adopt need centred definitions of their business rather than product centred ones. Chart 2.3 illustrates this point. We shall see some more dimensions of definition of business in the chapter on Strategic Planning.

Chart 2.3 Definition of Businesses With Product Focus and With Definition With Product Focus definition with Need Need Focus Focus Railway, Bus service, Truck service, etc. Transportation Movies, TV programmes, Audio/Video CDs, etc, Entertainment 42 Beverages of various kinds, fruit juices/fruit Drinks, etc. Nutrition Photostat machines, Fax machines, etc. Office Productivity Fairness cream, cold cream, etc. Beauty Greeting cards, gifts, etc. Social satisfaction

The Sales Concept

There is another category of firms that is oriented heavily to selling . These firms believe that marketings major concern is to aggressively push the products and coax the customer to buy the offered product. High power personal selling, heavy advertising, large scale promotion and heavy price discounts are the tools of sales Concept. And push the product somehow to the customer is the buzzword. Even these organisation do not enjoy the best of customer patronage. Just as the exchange, the production and the products concept do, the sales concept also suffers from severe inadequacies. Companies practising the sales concept assume that selling is synonymous with marketing. In reality, there is a great deal of difference between selling and marketing. Just because a company aggressively promotes and pushes its products, it cannot expect its products to get picked up automatically by the customers.

The Marketing Concept

43

Finally, there are strata of firms who believe that customer is central to business. To them, understanding the needs of customers and meeting them through the firms product/offer is the real job of marketing and it is here that we find the Marketing Concept in operation. We are picking up the Marketing Concept for a detailed discussion, as it is the better evolved one among the various existing concepts of marketing. It answers the question what is marketing, better than the other four concepts. And, it is from this concept that we shall be moving forward to our new perspective of marketing.

The Difference Between Selling and Marketing

Before discussing the marketing concept in detail, let us analyse the difference between selling and marketing. Marketing is much wider and much more dynamic than selling. Selling revolves around the needs and interests of the seller; marketing revolves around the needs and interests of the buyer. The purpose of selling is therefore to sell what is made rather than make what the customer wants. Selling starts with the exiting products of the corporation and views business as a task of somehow disposing them off. Marketing, on the contrary, starts with the customers present and potential and views business as a task of meeting the needs of the customers by producing and supplying those products and services that would meet such needs. In other words, marketing calls upon the corporation to choose products, prices and methods of distribution and promotion, which will meet the needs of customers. It does not unwisely limit its role to persuading the customers to accept what the corporation already has or what it can offer readily.

44

An easy to grasp description of the difference between selling and marketing selling and marketing is provided in Chart2.4

Levitt and Drucker on Marketing

Professor Theodore Levitt and peter F Drucker had been two of the most eloquent exponents of the difference between selling and marketing and the most ardent champions of the marketing concept. In fact, they have best answered the question, what is true marketing and have given the best exposition of the marketing concept. Exhibit 2.1 presents some of the ideas of levitt and Drucker on the true meaning of marketing as well as the difference between selling and marketing. The difference between selling and marketing cannot be described better. Both levitt and Drucker averred that customer orientation was the essence of marketing. Companies with marketing mindsets make sure that they listen to the voice of the customer

45

Chart 2.4 The Difference Between Selling and Marketing

Selling

1. Selling starts with the seller, and is preoccupied all the time with the needs of the sellers existing products. 2. Seller is the centre of the business universe. 3. Emphasis is on saleable surplus available with the corporation. 4. Concernsitself with just the tricks and techniques of getting the customers to part with their cash for the products available with the salesman. 5. Views business as a goods producing process. 6. Overemphasises the exchange aspect, without caring for thevalue satisfaction inherent in theexchange. 7. Sellers requirement and preference dominates the formulation of the marketing mix. 8. The firm makes the product and then figures out how to sell it. 9. Emphasis is on staying with the existing technology and reducing costs. 10. Distribution functions are perceived as mere extensions of the production function. 11. 12. Sellers motives dominate marketing communications. Cost determines the price.

13. Emphasis is on somehow selling; there is no coordination among the different functions of the total marketing task. 14. Selling views the customer as the last link in the business.

46

Is not selling a part of marketing?

After having understood the differences between Selling and Marketing, a doubt might, however, arise as to how selling can be completely dispensed with under the marketing approach. selling is certainly an integral part of marketing . in fact, the aim of understanding selling is to emphasise the futility of the pushing that is inherent in the sales approach. When an orgnisation adopts the marketing approach, there is really no need for pushing products on the consumers.

Does not marketing seek profit just as selling does?

Another clarification would also be in order. It is not as though only selling seeks profits. Both selling and marketing seek profit, but there is a difference in their approach. Selling seeks profits by pushing the product on the buyers while marketing seeks profits by creating value satisfaction for buyers. Marketing calls upon the corporation to choose products, price and pressurize the customers to accept what the corporation already has or what it can offer readily.

How

dies

the

marketing

Concept

Conceive

Marketing?
Key Attributes of the marketing Concept

47

The marketing concept rests on the conviction that a business should start with the determination of consumer wants and end with the satisfaction of those wants. The concept represents the customer- centred orientation towards the marketplace and the business. The key attributes of the concept are:

Exhibit 2.1 Levitt and Drucker on marketing-How Marketing Differs from selling
Prof. Levitt on Differences between selling and marketing The difference between selling and marketing is more than semantic. A truly marketing minded firm tries to create value satisfying goods sand services, which the consumers will want to buy. What it offer for sale is determined not by the seller but by the buyer. The seller takes his cues from the buyer and the product becomes the consequence of the marketing effort, not vice versa. Selling concerns itself with the tricks and techniques of getting the customer to exchange their cash for the companys products; it does not bother about the value satisfaction that the exchange is all about. On the contrary marketing views the entire business as consisting of a tightly integrated effort to discover, create, arouse and satisfy customer needs. Selling focuses on the needs of the seller, marketing on the needs of the buyer. Selling is preoccupied with the sellers needs to convert his products into cash, marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering, and finally consuming it. The entire corporation must be viewed as a customer creating and customer satisfying organism. Management must think of itself not as producing products
48

but as providing customer- creating value satisfaction. It must push this idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of flair that excites and stimulates the people in it. Otherwise the company will be merely a series of pigeonholed parts, with no consolidating sense of purpose or direction. The organization must learn to think of itself not as producing goods or services but as buying customers. As doing the things that will make people want to do business with it.3 Peter Drucker on Differences between Selling and Marketing There will always , one can assume, be need for some selling. But the aim of marketing is to make selling superfluous. Marketing means such a perfect understanding of the customer that the product or service fits him totally and sells itself. Marketing would result in a customer who is ready to buy. All that should be needed then is to make the product available.

49

PROFILE OF ORGANISATION

LG MICROWAVE OVEN

50

MICROWAVE OVEN
Microwave Oven
Microwave ovens are the latest addition to the range of electronic consumer products. These ovens are used to cook, roast, steam, thaw, stew, bake, reheat meltetc. Cooking in microwave oven can be done in about one-third time taken by conventional method. Out of the total, it is understood that about 60% i.e. 1,38,940 number is used by household sector while 40% i.e. 92627 numbers is used by hotels, restaurant etc. As far as future is concerned, it will depend upon the number of families in upper middle and rich classes in urban area. The demand for microwave oven from non house hold sector will also increase with increase in number of hotels, restaurants and also with increasing use of fast foods and ready to eat food. Keeping both these sector in view, the demand for microwave oven is estimated to increase at the rate of 30 percent per annum in next five years. There is wide gap between demand and supply. Any entrepreneur can come in this field.

Features
301 AUTO COOK MENU
Just Prepare the ingredients, put them in the microwave & push the corresponding button on the auto cook menu to have a feast of your favourite recipies. Now prepare your favourite Indian dishes at the touch of a button.

ROTISSERIE FUNCTION
A steel base barbeque that works on motor system to ensure perfect grilling.

STAINLESS STEEL CAVITY

Stainless Steel Cavity enables better reflection and uniformity of heating inside the cavity for better even cooking. This cavity does not peel off like in coated cavities wherein the continuous rubbing of the turntable deteriorates and eventually peels off the coating exposing the base material.

Technical specifications
51

32 LITRES, CHARCOAL LIGHTING HEATERTM, DUAL VFD DISPLAY, 301 AUTO COOK MENU, INDIAN BREAD BASKET, PULL DOWN HANDLE.
HIGHLIGHTS

Type Capacity (Litre) Color Cavity Control Type Auto Cook Menu Indian Auto Cook Menu Convection 32 Silver Stainless Steel Tact/Dial Type Controls 301 211

GENERAL SPECIFICATION
Microwave Frequency(MHZ) Watts Microwave Watts Grill Watts Convection Watts Combination 2450 1400 1250

52

1250 (2450 max) 2600 (max)

COOKING FEATURES
Intellowave Technology Microwave Power Levels Health Plus Indian Cuisine Combination Cooking Child's Favourite Breakfast Snacks Sweets Corner Continental Menu Soup Utility Corner Body Care Baby Food Sea Food Fermentation Chatpat Corner Bakery Menu Charcoal Indian Bread Basket* Steam Chef Rice Delight Go China Next Step Guide Healthy Fry Salad Yes 5 13 33 Yes 15 14 21 16 15 16 6 1 8 7 4 11 14 27 12 16 16 10 Yes

53

12 14

CONVENIENT FEATURES
Turntable Diameter (mm) Cooking Completion Alarm 340 Yes

SAFETY FEATURES
Child Lock Yes

PRODUCT DIMENSIONS
(W*H*D) mm 530*322*500

The Barbeque Comes Home With The New LG Microwave Oven Charcoal Lighting HeaterTM
32 LITRES, CHARCOAL LIGHTING HEATERTM, DUAL VFD DISPLAY, 301 AUTO COOK MENU, INDIAN BREAD BASKET, PULL DOWN HANDLE.

MJ3282BCG AUTO COOK MENU AND INDIAN AUTO COOK MENU CHARCOAL LIGHTING HEATERTM MULTI-COOK TAWA DUAL VFD DISPLAY
WHERE TO BUY

Rs.27290

54

Experience 4 Times Faster Cooking With The Power Of Light

38 LITERS, 151 AUTO COOK MENU, 101 INDIAN AUTO COOK MENU, STEAM CHEF

MP-9889FCR LIGHTWAVE TECHNOLOGY SOLARDOM 151 AUTO COOK MENU WITH 101 INDIAN MENU STEAM CHEF MOTORISED ROTISSERIE
WHERE TO BUY

Rs.37070

The Barbeque Comes Home With The New LG Microwave Oven Charcoal Lighting HeaterTM
38 LITRES, CHARCOAL LIGHTING HEATERTM, GRILL TEMPERATURE CONTROL, HUMIDITY SENSOR, SMART LED DISPLAY, ATTRACTIVE PULL DOWN HANDLE

55

MA3882PQ CHARCOAL LIGHTING HEATERTM GRILL TEMPERATURE CONTROL HUMIDITY SENSOR SMART LED DISPLAY
WHERE TO BUY

Rs.44990
Distribution
Eveready has a wide distribution network all over the country with 15 branches, 40 godowns and 4,000 distributors. Our products are available at grocery, general provision, music, electrical, hardware, stationery, gift /novelty stores, at the chemists shops and at photo studios and printing centres. So much so, that many of our products are even available at the paan and cigarette shops. According to AC Nielsen, Eveready batteries are available in 3.3 million outlets out of a total universe of 7.3 million FMCG outlets. The distribution structure extends coverage out to 5000-population villages. The company employs a strong sales force so that they can operate the extensive sales network successfully. As Eveready walks ahead in second century of existence, we have the following objectives

To consolidate our benchmark supplier position in all traditional outlets for batteries and flashlights. Employ a systematic and scientific approach towards increasing our reach and quality of reach. To leverage our sales & distribution competencies into identified newer channels To service the outlets with a diversified range of products. This includes batteries, flashlights, homelights, packet tea, mosquito repellents, CFLs and bulbs.
56

To constantly explore new selling arrangements in identified markets to improve effectiveness of servicing Range of Eveready Alkaline Batteries Alkaline Batteries Eveready Ultima Alkaline battery is the ultimate energy solution to the powerhungry electronic gadgets of modern times. It is undoubtedly a new benchmark of quality & performance in the category of alkaline batteries. The promise of performance comes with an affordable price tag, making it truly an ultimate choice.

Eveready Ultima Alkaline Batteries are best suited for power-hungry new age gadgets like:

Digital cameras Remote-controlled toys Certain MP3 players High-end portable audio-recording systems etc. More variety of sizes in the Ultima range will be available very soon.

57

 AAA Alkaline - 2112 AA Alkaline - 2115 9V Alkaline - 2116

58

OBJECTIVES THE STUDY

OF

59

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES
To analysis the marketing strategy of Eveready Power Cell

SECONDARY OBJECTIVES
To find specific communication task to be achieved with a specific target audience by market penetration strategy of Eveready Power Cell.

To know need of market penetration strategy of Eveready Power Cell. Effectiveness and performance of Distribution Channel management of Eveready Power Cell.

Usefulness and presentation of Distribution Channel management of Eveready Power Cell. Utility and appearance of Distribution Channel management of Eveready Power Cell.

60

PURPOSE OF THE STUDY

Focuses on an efficient movement of goods from manufacturers to intermediaries and the consumer Provide intermediaries and customers with the right products, in the right quantities, in the right locations, at the right time Effective physical distribution saves cost and improves customer service levels Concerns the balance between cost reduction and meeting customer service requirements Analyze the market in terms of customer service needs and price sensitivity There may be possible conflicts between elements of physical distribution itself

61

SCOPE OF THE STUDY

Scope of the Study is as To know how Marketing Strategy of company work in Bhopal Avoid chaos and maximize efficiency Which channel is supposed to serve which customers? Which channel does what tasks of the sales function, and for which customers? Which channel gets compensated for which customers and for what tasks? Each time a channel is added, the existing relationships, responsibilities, and compensation structures among various channel members are altered Customers reactions to these new relationships and responsibilities are very Important. Confusions and conflicts among various channels should be addressed

62

63

LIMITATION OF THE STUDY

Limitation of the present Study can be summarized below: The respondents were limited and cannot be treated as the whole population. The respondents may be biased. Time was the major constraint. The accuracy of indications given by the respondents may not be consider adequate Due to language Problem it is possible that the respondents are not able to understand the questionnaire and can cause misleading results.

64

RESEARCH METHODOLOGY

65

RESEARCH METHODOLOGY
Sampling :
For carrying out any research or Study on any subject it is very difficult to cover even 10% of the population. Therefore the sample size has to be decided for a meaningful conclusion. For designing the sample size, it was thought proper to cover a very small percentage of population in various age groups.

The method used for sample technique was non probability convemence sampling method. This method was used because it was not know previously as to whether a particular person will be asked to fill the questionnaire. Convenient sampling is used because only those people were asked to fill the questionnaires who were easily accessible and available to the researcher.

Considering the constraints, it was decided to conduct the Study based on sample size of 30 people in specific age groups. Scientific method was adopted in this Study because of financial constraints and also because of lack of time, also the basic aim of doing the research was academic, hence most convenient way was selected. Secondary data: The data which is used for the research is secondary data. The secondary data is the data which is duplicate of primary data. The data (published or unpublished) which have already been collected and processed by some agency or person and taken over from there and used by any other agency for their statistical work are termed as person and taken over from there and used by any other agency for their statistical work are termed as secondary data as far as second agency is concerned. The second agency if and when it publishes and
66

files such data becomes the secondary source to anyone who later uses these data.

67

DATA AND

ANALYSIS

INTERPRETATION

68

DATA

ANALYSIS

AND

INTERPRETATION
Q1. Which product you have taken from Eveready Power Cell ?
Options
Zinc carbon Battery Alkaline battery Other
15 Z inc ca rbon B a ttery Alk a line ba ttery 5 O ther

Tick
15 7 8

10

0 T ick

Interpretation: 48% of the respondents are getting Zinc carbon Battery .

69

Q2. Reasons for making the brand?

Options Margin Demand Others
16 14 12 10 8 6 4 2 0 Marg in Dem and Others

Percentage Respondents 16 8 6

of

Interpretation : 56% of the respondents say that they making the brand.

70

Q3. Which Brand is better?

Options
Zinc carbon Battery Alkaline battery Other

Percentage of Respondents 12 8 10

1 2 1 0 8 6 4 2 0 Percentag e of R es pondents Z inc carbon B attery Alkaline battery Other

Interpretation : Most of the respondents say that Eveready Power Cell provides better.

Q4. Which Brand is better in terms of customer Demand ?

71

Options

Percentage of Respondents

Zinc carbon Battery Alkaline battery Other

10 12 8

12 10 8 6 4 2 0 P ercenta g e of Respondents Z inc carbon Battery Alkaline ba ttery Other

Interpretation: 58% of the respondents say that customers demand more for Alkaline battery.

72

Q5. Do you think that the marketing strategy of company attracts customer?
Options Yes No
70 60 50 40 30 20 10 0 P ercentag e of Respondents Y es No

Percentage Respondents 68 32

of

Interpretation : 68% of the respondents say that material attract retailer and customer.

73

Q6. How is the overall marketing policy of the company?

Options Good Average Poor

Percentage Respondents 36 42 22

of

45 40 35 30 25 20 15 10 5 0 Good Average Poor Series1

Interpretation : 42% of the respondents say that the overall policy of the company is average, 36% of the respondents say that the policy is good.

Q7. Does the company provide you service in time ?

74

Options Yes No

Percentage Respondents 80 20

of

80 70 60 50 40 30 20 10 0 Yes No Series1

Interpretation : 80% of the respondents say that they Get In Time.

75

Q8. Is the service provided by the company are effective in Bhopal ?

Options Yes No

Percentage Respondents 53 44

of

60 50 40 30 20 10 0 Yes No Series1

Interpretation : 56% of the respondents say that service is effective in Bhopal.

76

Q9. Are you facing any problem in distribution?

Options Yes No

Percentage Respondents 24 76

of

Yes No

Interpretation: Most of the respondents are saying that they are not having problem in distribution.

77

Q10. What are the responses of customers toward distribution?

Options Excellent Good Average Poor Can't Say

Percentage Respondents 5 10 12 6 17

of

18 16 14 12 10 8 6 4 2 0 Excellent Average Can't Say Series1

Interpretation:
Most of the respondents saying excellent distribution

78

OBSERVATIONS

79

OBSERVATIONS
1. About half of the respondents are getting Zinc carbon Battery . 2. Most of the respondents say that they making the brand. 3. Most of the respondents say that Eveready Power Cell provides better. 4. 58% of the respondents say that customers demand battery. 5. Majority of the respondents say that material attract retail. 6. 42% of the respondents say that the overall policy of the company is average, 36% of the respondents say that the policy is good. 7. Majority of the respondents say that they get in time. 8. 56% of the respondents say that service is effective in Bhopal. 9. Most of the respondents are not having problem 10. Most of the respondents saying excellent distribution more for Alkaline

80

CONCLUSIONS

81

CONCLUSION
Frequently there may be a chain of intermediaries; each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the 'distribution chain' or the 'channel.' Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important enduser. Recent development integrates the channel with the original supplier - producer, wholesalers and retailers working in one unified system. This may arise because one member of the chain owns the other elements (often called `corporate systems integration'); a supplier owning its own retail outlets, this being 'forward' integration. It is perhaps more likely that a retailer will own its own suppliers, this being 'backward' integration. (For example, MFI, the furniture retailer, owns Hygena which makes its kitchen and bedroom units.) The integration can also be by franchise (such as that offered by McDonald's hamburgers and Benetton clothes) or simple co-operation (in the way that Marks & Spencer co-operates with its suppliers).

Alternative approaches are 'contractual systems', often led by a wholesale or retail co-operative, and `administered marketing systems' where one (dominant) member of the distribution chain uses its position to co-ordinate the other members' activities. This has traditionally been the form led by manufacturers. vertical integration is a strategy which is best pursued at the mature stage of the market (or product). At earlier stages it can actually reduce profits. It is arguable that it also diverts attention from the real business of the organization. Suppliers rarely excel in retail operations and, in theory, retailers should focus on their
82

sales outlets rather than on manufacturing facilities ( Marks & Spencer, for example, very deliberately provides considerable amounts of technical assistance to its suppliers, but does not own them).

83

BIBLIOGRAPHY

84

BIBLIOGRAPHY
BOOK REFERENCES: Kotler, Philip. (1999):Marketing Management Prentice Hall Of India Pvt. Ltd., New Delhi. Kothari, C.R (2001):Research Methodology, Vishwa Publication., New Delhi Sharma,D.D(2002):Marketing Research,Sultan Chand Sons, New Delhi Verma H.V(1993):Marketing Of Services,Gobal Business Press, New Delhi

V.A.AVADHANI (2006): Security analysis and portfolio management, Himalaya publishing house. 6th Edition.

L.M.BHOLE (2005) : Financial institutions and market, Tata Mcgraw hill. FISHER AND JORDEN (2000): Security analysis and portfolio management, Prentice hall. News papers: Business Standard Economic Times WEBSITES:

www.google.com

85

QUESTIONNAIR E

86

QUESTIONNAIRE
The following data will only be used for classification purposes and will be kept strictly confidential

Q1. Which product you have taken from Eveready Power Cell ?
Options Zinc carbon Battery Alkaline battery Other Tick

Q2. Reasons for Selling a particular brand? Options Margin Demand Others Tick

Q3. Which Brand is better in terms of margin ? Options Tick

Zinc carbon Battery Alkaline battery Other

Q4. Which Brand is better in terms of customer Demand ? Options Zinc carbon Battery Alkaline battery Other
87

Tick

Q5. Do you think that the marketing strategy of company attracts retailer?
Options Yes No

Q6. How is the overall marketing policy of the company ?

Options Good Average Poor

Q7. Does the company provide you service in time ? Options Yes No

Q8. Is the service provided by the company are effective in Bhopal ?

Options Yes No

Q9. Are you facing any problem in distribution?

Options Yes No

88

Q10. What are the responses of retailers toward distribution?

Options Excellent Good Average Poor Can't Say

89