SUMMER TRAINING PROJECT REPORT

Dealer/Customer Satisfaction in Fan Market

For Bajaj Electricals Ltd. (New Delhi)

Submitted in partial fulfillment of

Master degree in Business Administration (M.B.A.) Under Guidance of: Mr. Manish Shrivastava (Area Manager, Fans) Submitted by: Rohit Chauhan M.B.A.

Maharaja Agrasen Institute of Management & Technology Kurukshetra University, Kurukshetra

DECLARATION
I Rohit Chauhan student of MBA Programme (Session 2006-08) hereby declare that the project report titled Customer satisfaction in Fan Market is a original piece of work done by me and has been not submitted to any organization in any means possible. The project is the result of my industrial summer training at Bajaj Electricals Ltd., New Delhi.

ROHIT CHAUHAN

ACKNOWLEDGEMENT

I hereby express my gratitude to Mr. Girish Mathur (Regional Manager) for giving me the opportunity to do my project in Bajaj Electricals Ltd.

I am very grateful to Mr. Munish Shrivastava (Area Manager, Fans) for his valuable suggestions and having shared his experiences related to the project.

I would like to extend a special thanks to him for sharing his knowledge and experience related to my project and being a pillar of support throughout my training.

But for their help this project would not have matured the way it has.

ROHIT CHAUHAN

CONTENTS
1. INTRODUCTION TO THE PROJECT INDUSTRY PROFILE HISTORY PRODUCT RANGE

2. COMPANY PROFILE ABOUT BAJAJ ELECTRICALS

3. LITERATURE REVIEW 4. SCOPE OF THE STUDY 5. OBJECTIVE OF THE STUDY 6. RESEARCH METHODOLOGY 7. RESEARCH FINDINGS 8. LIMITAITON OF THE STUDY 9. CONCLUSION 10. DEALERS SUGGESTIONS 11. RECOMMENDATION AND SUGGESTIONS 12. BIBLIOGRAPHY 13. APPENDIX QUESTIONNAIRE

INDUSTRY PROFILE
Though Bajaj Electricals is one of the major player in Electrical product industry and is actively participating in every segment but there are other major and minor players which are its competitors and giving a potential threat to Bajaj Electricals. Crompton Greaves USP : Polar USP : It gives seven year warranty period. Usha USP: It is one of the oldest brand and major player in fan market. Orient USP: Technically very sound and high quality and presence in few regions Havells USP: It is one of the new player which has created a big market for itself due to aggressive promotional strategic and major threat to Bajaj in premium segment. Khaitan USP: It gives full replacement. Local Brands Technically very sound and quality is high. Major competitor of Bajaj Fan .

HISTORY
The Bajaj group of India owes immense gratitude to their founding fathers whose vision and dedication over the years has greatly helped to build a business house that can set standards in Indian Industry. Jamnalal Bajaj was the founding father of the Bajaj Group. The adopted fifth son of Mahatma Gandhi, and the merchant prince who held the wealth he created in trust for the people of his country. Trust a simple word that contains a whole philosophy handed down by Jamnalal Bajaj to his successors. He valued honesty over profit, actions over words and common good over individual gain.

Kamalnayan Bajaj, elder son of Jamnalal Bajaj, followed footsteps of his illustrious father and consolidated the bajaj foundation. With characteristic foresight and pragmatic vision, he launched a steady diversification programme which gave the current name Bajaj both its shape and size. His unique management style created a work culture that matched well with the national spirit he had inherited.

Ramkrishna Bajaj took over the reins of the Bajaj group in 1972 after Kamalnayan Bajaj and steered the Group from strength to strength for over 22 years. He had also actively participated in the freedom struggle of the country. In post independent India, he had led the youth movement. All along, he actively strengthened the foundations of business through ethics and practices both within the group and amongst the business community as well.

Shekhar Bajaj, Chairman & Managing Director of Bajaj Electricals Ltd., started his career with Bajaj Sevashram after which he worked at Bajaj International, the groups export company. Mr. Shekhar Bajaj joined Bajaj Electricals in 1980, became the Managing Director in 1987 and took over as the Chairman and Managing Director in 1994. Mr. Bajaj is the Chairman of Bajaj Group companies Bajaj International and Hercules Hoist Pvt. Ltd. and on the Board of Directors of Bajaj Auto and IDBI Bank. He was the President of ASSOCHAM, former President of Indian Merchant Chambers (IMC) and Council for Fair Business Practices (CFBP)

10

PRODUCT RANGE

BAHAR

Double Ball Bering Sweep 1200, 1400 mm Colours Brown, White

BAHAR DECO

Double Ball Bering Sweep 1200, 1400 mm Colours Brown, White

CROWN DX

Double Ball Bearing Sweep 1200 mm & 1400 mm Colours Ivory, White, Copper Red, Topaz, Jade, Pearl

11

CRYSTAL

Double Ball Bering Sweep 1200mm Colours Blue, White

EURO

Double Ball Bearing Sweep 1200 mm Colours White, Topaz, Pearl

GRACE GOLD DX

Double Ball Bearing Sweep 600, 900, 1050, 1200, 1400 mm Colours Brown, White, Bianco

KALASH

Double Ball Bearing Sweep 1200mm Colours Brown, White, Copper

12

MAGNIFIQUE MX05

Brushed Nickle finish motor housing 6 Plywood Blades in Silver & White Halogen lamp underlight Remote control for speed regulation and light dimmer

Sweep 1200 mm

BP04

Sweep 400 mm Colours Pink, Blue, Natural

BP05

Sweep 400 mm Colours Pink, Blue, Natural </UL< body>

BT-05

Sweep 400 mm Colours Pink, Blue, Natural

13

BW01-12

Double Ball Bering Sweep 300 mm Colours Pink, Blue, Natural

BW04

Pull-Cord Oscillation Control Sweep 400 mm Colours Pink, Blue, Natural

GRACE PEDESTAL 450 FAN

Sweep 450 mm Colours Ivory

GRACE PEDESTAL FAN

Sweep 400 mm Colours Ivory

BAHAR

Sweep 225, 305 mm Colour Metallic Grey

14

FRESHEE MKII

Sweep 225, 305 mm Colour Metallic Grey

15

COMPANY PROFILE
Bajaj Electricals Limited (BEL) is a part of the US$ 3 billion Bajaj Group who are in the business of steel, sugar, two wheelers & three wheelers besides an impressive range of consumer electrical products. BEL is a 68 year old company with a turnover of over Rs. 650 crores aiming to be a Rs. 1001 crore company in the next couple of years. Bajaj Electricals has 19 branch offices, a chain of 600 distributors, 3000 authorised dealers, over 1,20,000 retail outlets and over 200 service franchises spread across the country. BEL today has five major strategic business unit comprising of home appliances, fans, lighting, luminaries and engineering & project. BEL is also in the business of manufacturing erection and commissioning of transmission line towers, telecom tower

16

mobile telecom towers and wind energy towers. Export of all BELs product except of its engineering and projects business unit is taken care of by group company Bajaj International Pvt. Ltd. Time has taken rests in some important business process company few business units while the others Business Units are on the way to obtain the same. Total Quality Management (TQM) has taken roots in some important business processes of the company. Few business units of the company have already received ISO certification while the other Bus are on the anvil to obtain the same. BEL had many technology tie-ups collaborations with major international players, the details of which are given under business activities.

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LITERATURE REVIEW
BAJAJ FANS BEFORE APRIL 2000 Bajaj Electricals limited entered the fans business by distributing fans manufactured by a small fan company called Matchwel Electricals Pvt. Ltd. located in Pune in the 50s. Bajaj Electricals Ltd. acquired a controlling stake in this company in the early 60s and this subsidiary was merged with Bajaj Electricals Ltd in the year 1984. Bajaj fans had the lowest share in the organized sector with a market share of only 7.6 percent and a market share of only 3.6 percent of the total market. Bajaj as also present mainly in the premium ceiling fans segment; that meant that it was targeting only 14 percent of the total organized sector market for fans of which bajaj had a 20 percent market share and was

18

considered as a strong player. The brands advertising share of spend was only 12 percent of the total category spends on advertising. The brand was not in the consideration set of many consumers as word of mouth franchise was weak. The channel used by Bajaj to market the fans was an Indirect distribution Model thanks largely to the legacy of the Appliances business of Bajaj Electricals, which is still based on an indirect distribution model. COMPANYANY DISTRIBUTOR/ RETAlLER /CONSUMER The consumer perception of Bajaj brand in the Electrical trade has been good overall. However, the brands presence in the fans category in the minds of the consumer was missing . As a result the brand as not included in the consideration set of the consumer for fan purchase. Bajaj also has a very strong all Indian logistics with a round 20 branches and a strong after sales service infrastructure with around 200 service franchisees and a good synergy of its appliances product lines in the channel, many of who also sell fans.

MARKETING STRATEGY OF BAJAJ TOWARDS DEALER/CUSTOMER SATISF ACTION BROAD MARKETING DIRECTION 1. The Market Vision To make Bajaj Fans a leading player in the fans market in India, by understanding and effectively meeting the consumers stated and unstated needs, so as to achieve a sustained competitive advantage, while pursuing the path of profitable growth for the Fans BU and its brands. 2. Bajaj Fans The Competitive Stance

19

 Increase the width of the product line and launch new categories / products. Move towards a Direct distribution system. Benchmark the market leaders network reach and expand the retail network aggressively. Price the product competitively with a higher deliverable value. Use the power of the large organization infrastructure good brand quality equity and resources to take on major players head on and invest to grow the business. 4. The product- market segmentation Bajaj Fans was earlier focusing only on the premium segment of ceiling fans and was a niche player in the market. To have a dominating position in the fans market based on the strengths that company had in terms of brand, infrastructure, management capabilities and understanding of the fans market, the company decided to target most of the segments in the fan market by following a micro-segmentation strategy. The company believed that the Right product at the Right Price Point for the Right Target Consumer was the Right approach to creating the Right Competitive Advantage.

THE BRAND POSITIONING 1. Brand Architecture of Bajaj Fans Although Bajaj Fans decided to target nearly all the segments in the fans market, it was imperative to have a differentiation and concentration on a set of customer in each segment, which will value the core benefit, which shall be offered by the Bajaj brand in each segment. 4. Introduction of sub brands As many as five new sub brand were introduced. Bahar as a low price sub economy fan is ceiling table/exhaust fans. Maxima as a medium price sub-economy fan is ceiling and exhaust 20

 Grace as an economy ceiling fan Crown as a premium ceiling fan and TPW fans Bajaj Midea as a premium TPW fans in a tie up with GD Midea holding Co. unique Co branding exercise with the world largest fan manufacturing company based in China. Introduction of multiple sub brand and product has been a key ingredient to the success of Bajaj Fans. Each sub brands signifies a specifies a specific customer expectation and the companys attempts at meeting them.

KEY ELEMENTS OF THE MARKETING STRATEGY 4. Product Strategy Ceiling Fans Launch high quality decorative fans with better design in the premium segment. Launch high quality decorative and non decorative but contemporary fan in the economy segment corresponding to the consumer needs of the segment. Launch basic product without any frills to meet the needs of sub economy segment aimed at providing an up graduation platform to the customer from the unorganized sector. TPW Fans 21

 Launch a new range of TPW fans in the premium and economy segments. Freshair Fans Launch a new range of Freshair fans in the economy and sub economy segments. 2. Pricing Strategy The company follows a competitive pricing strategy in all major markets for all products segments. The strategy to enter the lower price. Segments was executed through launch of differentiated models aimed at the lower price segments. Earlier all Economy and Premium ceiling fans were sold at around Rs 1000 and Rs. 1200 respectively to the customer. Sub. economy ceiling fans were introduced at a customer price of less than Rs. 900. The company introduced their Maxima ceiling fans at a customer price of Rs. 900 and Bahar ceiling fans at a customer price of Rs. 800/-. However, one of the organized sector competitors (say competitor A) introduced a ceiling fan model at a customer price of Rs. 700. Today the sub economy segment is being actively looked at by most major competitors. The pricing innovation aimed at the Bottom of the Pyramid mass market has been a key element of the Bajaj Fans success story. Increased brand visibility at the market place Initiated various ground level activities by hiring promoters in the key wholesale and large retail markets for fans. These promoters were dressed in branded T-shirts and caps and were asked to distribute leaflets of Bajaj fans to potential customer and to detail the products at the point of sale. When visiting the market, they would carry placards with the core communication message of Bajaj fans Subse Tez. This created a lot of excitement in the market and customers started asking for Bajaj fans. Attractive POPs Display schemes and Mystery Customer Contests were also run for the dealers for better display of products and packing on the retail shelves by the retailers and for a channel push.

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Distribution strategy Reach of potential through Mission Excel Initiative. The aim under this initiative was to understand the reach of Potential of the retailers of the company in the total market and ensure presence and high shop share at key retail outlets, which had a high share of the defined market. This enabled the company to explore a larger part of the defined market potential by being present in larger retailers _counters in a stronger manner. This activity leads to an improvement in both the width and depth of distribution. Dealer Loyalty Simply increasing the margins of dealers by offering higher discounts was not the best form to gain dealer loyalty. This was because any other 23rganized sector brand could match the offer immediately and nullify the companys price advantage. Instead, since 2001 the company has introduced a number of programs to increase dealer loyalty towards Bajaj Fans, thereby encouraging them to recommend our fmn over other brands, to the customer. These were:

Summer Hungama Scheme Special gifts to dealers, which included household appliances and travel within the country and abroad. Key dealers were encouraged to qualify for travel incentives and were taken for the trip along with their spouse. This helped in increasing the bonding with key dealers. Trips were arranged to Bangkok, Mauritius and Singapore. Bajaj Fan Dealers Privilege Club I First by any fan company For long term CRM Membership by invitation only Only Crme de la crme fan dealers invited Special rewards, gifts, trophies and certificates Annual conference at a foreign location 23

 Criteria for qualification - Sales volume, Growth, Payment Efficiency. To honour our key dealers and make them feel important and valued. The company invited only 100 top dealers of the country of which 81 dealers qualified. They were taken on a trip to Dubai with the top Management of the company. Dealer meets Dealer and Sub dealer meets were organized to gain their confidence share with them the companys strategies and future plans and obtains their feedback on how to collectively grow in volumes and profits. Most importantly such meets created a strong bond between the company and its dealers and sub dealers and made them feel an important part of Team Bajaj.

4. Conclusion In one of the earlier paras under segmentation it was said that The Company believed that the Right Product at the Right Price Point for the Right Target Consumer was the Right approach to creating the Right Competitive Advantage. Indeed the substantial success achieved by Brand Bajaj Fans, whether it be in terms of the Sales Performance, Market Share gains, Profit performance, Image Improvements, Increase in Consumer Demand, Network related improvements, Dealer Loyalty and the overall Brand strengths, has been a vindication of this firm belief. The Fans Business Unit has been a trail blazer within the company in terms of energinising and electrifying Team Bajaj Electricals with its sterling performance and substantial achievement. In fact, the Fans team has set an example for the rest of the company to follow and emulate. But the greatest tribute to the marketing success are the many Lacs of new customers

24

whom the company has been able to add year after year, who in turn also become the spokespersons for brand bajaj fans. The brand now looks to the future with renewed hope, optimism and confidence.

25

SCOPE OF THE STUDY

The scope of the study is to study the dealer/customer satisfaction in fan market and to reveal the key performance parameter of satisfaction. The study carried out in state of U.P. covering region of NOIDA, GHAZIABAD, MEERUT and MORADABAD resp. due to its heterogeneous demographics. The study provides information about the various attributes of satisfaction of dealer/customer. The units of study are dealers in fan market.

26

27

OBJECTIVES OF THE STUDY

To study satisfaction level of dealer/customer towards different fan companies To check brand loyalty of customer To study satisfaction level of dealer/customer in terms of Service and Quality

28

29

RESEARCH METHODOLOGY
Marketing Research is undertaken to understand a marketing problem in a better way. Before undertaking a marketing research, answer to two questions in required. 1. 2. What Information is required for this research? How can it be produced? The main objective was DEALER / CUSTOMER SATISFACTION IN FAN MARKET and for this a list of information required rate: 1. To determine satisfaction level of companies. dealer/customer towards different fan

30

2. 3.

Attributes of satisfaction of dealers/customers in fan industry. To rank key performance parameters of various brand of fans.

OVERVIEW OF THE METHODOLOGY ENGAGED IN THE QUESTIONNAIRE

Research Design Data Source Research Approach Research Instrument choice questions Sampling Plan Descriptive Research Primary Data Survey Method Questionnaire

Type of questions A mix of open and closed ended, dichotomous, multiple

31

Sampling Unit Sample Area Sample Size Sampling Procedure Contact Method Data Processing

Fan dealers Western UP Dealers of both area Simple random sampling Personal interview

A number of tables & graphs to bring out the main characteristics of collected data. Inferences to be drawn from the collected data.

MARKETING RESEARCH INSTRUMENTS

There are two main instruments in collecting primary data: 1. Questionnaire The eight week program about Dealer/Customer satisfaction in fan market was carried with the objective of bringing out the reasons which play the most vital role during the purchase decisions of the fan and dealer / customer satisfaction towards various brands of fans. REGION SELECTION

32

The whole activity was carried out by selecting two major states which provide the major chunk of business. The area under study were Western U.P where questionnaire was served to the dealer covering regions of Noida, Ghaziabad, Meerut & Moradabad respectively. SAMPLING The study was based on the random sampling method by which sample of 62 users were taken. These three region were selected for under study was because of their different demographic factor which constitute population of the locality.

33

CUSTOMER SATISFACTION IN FAN MARKET(Ghaziabad) TOTAL NO. OF DEALERS=17 Observation 1

The %age of brands in which the dealers are dealing. Brand Bajaj Havells Crompton Usha Orient Khaitan Others Total 6 7 7 10 7 10 10 %age 35.29 41.17 41.17 58.82 41.17 58.82 58.82 34

% A G E N O. O F D E A L E R S

%age no. of dealers deal with 70 60 50 40 30 20 10 0 Bajaj Havells Crompton Usha Orient Khaitan Others

BRANDS

Interpretation: Out of total dealers 35.29% are dealing with Bajaj.

17 17 18 16 Observation 2 14 12 What does the customer expects from different brands in terms of Quality? 10 8 6 Total %age 4 6 Design 17 100 4 Power consumption 6 35.29 2 Speed 17 100 0 Other 4 23.52 Positive Response
De sig n pt io n Sp ee d Co ns um O th er

Po we r

Quality Measures

35

Interpretation: Out of total dealers , in terms of quality 100% expect good design and
speed, 35.29%

Observation 3
What does customer expect from different brands in terms of service? Guarantee Warranty Ready to give spare cost of plastic spare parts within guarantee period Time required to rectify the problem Other Total 16 5 0 11 0 %age 94.12 29.41 0 64.71 0

36

18 16 14 12 10 8 6 4 2 0

16 11

Positive Response

5 0 Cost of plastic spare parts Guarantee 0 Other

Rank 63 60 78 86 74 77 73 35 6 7 2 1 4 3 5 8

Service Measures
Interpretation:- Out of total dealers, 94.12% gives preference to Guarantee in terms of Service

Observation 4
Rank of different brands according to customer satisfaction
Score Bajaj Havells Crompton Usha Orient Khaitan Polar Other

37

Rankwise score of different brands acc customer satisfaction

100 80 60 40 20 0 Usha Crompton Khaitan Orient Polar Bajaj Havells 86

78

77

74

73 63 60

BRANDS

Interpretation:- Usha is the no. 1 brand with respect to its customer satisfaction

Observation 5
Most preferred brand which dealer want to buy Brand Bajaj Havells Crompton Usha Orient Khaitan Other Total 3 4 3 2 2 3 8 %age 17.64 23.52 17.64 11.77 22.22 17.64 47.05

38

Percentage no. of Dealers 50 45 40 35 30 25 20 15 10 5 0 47.05

23.52 17.64 17.64 11.77

22.22

17.64

Ha ve lls Cr om pt on

Ba ja j

n ita Kh a

Us h

ri e nt

Interpretation:- 47.05% of the dealers want to buy Local brands

Satisfaction regarding After Sale Service Observation 6

Satisfaction level of brands according 11 to After Sale Service. 12 Brands Satisfied Not Satisfied Bajaj 8 2 10 8 8 8 8 8 Havells 1 8 Crompton 8 1 8 6 0 Usha 11 6 Orient 6 1 Khaitan 8 1 4 Other 8 1 2

O th

er s

Satisfied Not Satisfied

2 0

Ba ja j Ha v Cr ells om pt on Us ha O rie n Kh t ai ta n O th er s

39

Interpretation:- Bajaj is at the second position after Usha in after sale services.

Observation 7
Overall Satisfaction level of Dealers with respect to brands they buy Brands Bajaj Havells Crompton Usha Orient Khaitan Others Highly satisfied 2 2 4 4 2 4 4 Satisfied 7 7 6 8 8 5 7 Partially satisfied 0 0 0 0 0 0 0 Not satisfied 2 1 1 0 0 1 0

40

Satisfaction level of dealers with brands they buy

9 8 7 6 5 4 3 2 1 0 8 7 7 6 5 4 2 0
Ha ve ll s

8 7 Highly satisfied 4 1 00
nt

4 2 1 0 00

Satisfied Partially satisfied Not satisfied 00

2 2 1 0
pt on

0
O th er s

Us ha

Interpretation:- Most of the dealers are satisfied with the brands they are dealing with.

Willingness of Dealers to purchase the same Brand

Cr om

Observation 8

Willingness of dealer to purchase the same brand.

0% yes no 100%
41

Kh ai ta n

Ba ja j

O rie

Interpretation:- 100% of the dealers are willing to purchase the same brand they are dealing with.

CUSTOMER SATISFACTION IN FAN MARKET(NOIDA) TOTAL NO. OF DEALERS=18 Observation 1

The %age of brands in which the dealers are dealing. Brand Bajaj Havells Crompton Usha Orient Khaitan Others Total 15 8 14 14 11 14 7 %age 83.33 44.44 77.78 77.78 61.11 77.78 38.89

42

%age no. of dealers deal with 90 80 70 60 50 40 30 20 10 0 Bajaj Havells Crompton Usha Orient Khaitan Others 44.44 38.89 83.33

77.78

77.78 61.11

77.78

Interpretation:- Out of total dealers 83.33% are dealing with Bajaj.

Observation 2
What does the customer expects from different brands in terms of Quality? Design Power consumption Speed Other Total 10 11 13 9 %age 55.55 61.11 72.22 50

43

14 12 10 8 6 4 2 0

13 10 11 9

Positive Response

De sig n

pt io n

Sp ee d

Po we r

Co ns um

Quality Measures

Interpretation:- Out of total dealers, 72.22% gives preference to the speed of fan in terms of quality

Observation 3
What does customer expect from different brands in terms of service? Guarantee Warranty Ready to give spare cost of plastic spare parts within guarantee period Time required to rectify the problem Other Total 15 2 1 9 1 %age 83.33 11.11 5.55 50 5.55

O th er

44

16 Positive Response 14 12 10 8 6 4 2 0

15

1 Cost of Time required plastic spare to ractify parts problem Service Measures

1 Other

Guarantee

Warranty

Interpretation:- Out of total dealers, 83.33% gives preference to Guarantee in terms of Service

Observation 4
Rank of different brands according to customer satisfaction
Score Bajaj Havells Crompton Usha Orient Khaitan Other 145 72 153 126 123 133 99 Rank 2 7 1 4 5 3 6

45

Rankwise score of diff brands acc to customer satisfaction

180 160 140 120 100 80 60 40 20 0 153

145

133

126

123 99 72

Crompton

Bajaj

Khaitan

Usha

Orient

Other

Havells

Interpretation:- Crompton is the no. 1 brand according to its customer satisfaction

Observation 5
Most preferred brand which dealer want to buy Brand Bajaj Havells Crompton Usha Orient Khaitan Other Total 9 3 8 5 4 4 2 %age 50 16.66 44.44 27.77 22.22 22.22 11.11 46

Percentage no. of Dealers 60 50 40 30 20 10 0

U sh a Ba ja j ls ri e nt n H av el m pt ita Kh a O th O er s on

50

44.44 27.77 16.66

22.22 22.22 11.11

Interpretation:- 50% of the dealers want to buy BAJAJ

C ro

Observation 6
Satisfaction level of brands according to After Sale Service. Brands Satisfied Not Satisfied Bajaj 14 2 Havells 13 1 Crompton 10 5 Usha 12 2 Orient 14 1 Khaitan 12 1 Other 10 2

47

Satisfaction regarding After Sale Service

16 14 12 10 8 6 4 2 0 14 13 10 5 2 1 2 1 1 2 14 12 12 10 Satisfied Not Satisfied

Interpretation:- Bajaj and Orient are at the first position in after sale services. Most of the dealers are dissatisfied with crompton.

Overall Satisfaction level of Dealers with respect to brands they buy Brands Bajaj Havells Crompton Usha Orient Khaitan Others Highly satisfied 5 3 1 2 1 4 1 Satisfied 13 12 12 12 14 12 14 Partially satisfied 0 3 2 3 2 2 1 Not satisfied 0 0 3 1 0 0 1

Ba ja j Ha v Cr ells om pt on Us ha O rie n Kh t ai ta n O th er s

Observation 7

48

Satisfaction level of dealers with brands they buy

16 14 12 10 8 6 4 2 0 13 14 12 12 12 12 Highly satisfied Satisfied 5 3 3 00
Ha ve lls

14

3 1 1

4 2 0
Kh ai ta n

Partially satisfied 2 0 1 11 Not satisfied

pt on

Us ha

nt

Interpretation:- Mostly all dealers are satisfied with the brands they are dealing with.

Willingness of DealersObservation to purchase 8 the same Brand

Willingness of dealer to purchase the same brand. 100% of the dealers are willing to purchase the same brand they are dealing with.

Cr om

0% yes no 100%
49

O th er s

Ba ja j

O rie

Interpretation:- 100% of the dealers are willing to purchase the same brand they are dealing with.

CUSTOMER SATISFACTION IN FAN MARKET(Meerut) TOTAL NO. OF DEALERS=12 Observation 1

The %age of brands in which the dealers are dealing. Brand Total %age Bajaj 4 33.33 Havells 4 33.33 Crompton 6 50 Usha 5 41.66 Orient 7 58.33 Khaitan 8 66.66 Others 5 41.66

50

%age no. of dealers deal with 70 60 50 40 30 20 10 0 Bajaj Havells Crompton Usha Orient Khaitan Others 33.33 33.33 58.33 50 41.66 41.66 66.66

Interpretation:- Out of total dealers 33.33% are dealing with Bajaj.

14 12 Observation 2 12 10 10 the customer expects from different brands in terms of Quality? What does 8 Total %age Design 6 12 100 3 Power consumption 3 25 4 2 Speed 10 83.33 2 Other 2 16.66 0 Positive Response
De sig n pt io n Sp ee d O th er

Po we r

Co ns um

Quality Measures

51

Interpretation:- Out of total dealers, 100% gives preference to the Design in terms of Qualitity

Observation 3
What does customer expect from different brands in terms of service? Guarantee Warranty Ready to give spare cost of plastic spare parts within guarantee period Time required to rectify the problem Other Total 11 3 0 6 0 %age 91.66 25 0 50 0

52

12 Positive Response 10 8 6 4 2 0

11

6 3 0 Cost of plastic spare parts Guarantee 0 Other

Rank 58 22 52 60 77 74 51 4 7 5 3 1 2 6

Service Measures

Interpretation:- Out of total dealers, 91.66% gives preference to Guarantee in terms of Service

Observation 4
Rank of different brands according to customer satisfaction
Score Bajaj Havells Crompton Usha Orient Khaitan Other

53

Rankwise score of diff brands acc to customer satisfaction

90 80 70 60 50 40 30 20 10 0 77 74 60 58 52 51

22

Orient

Khaitan

Usha

Bajaj

Crompton

Other

Havells

Interpretation:- Orient is the no. 1 brand according to customer satisfaction

Observation 5
Most preferred brand which dealer want to buy Brand Bajaj Havells Crompton Usha Orient Khaitan Other Total 2 0 3 1 6 4 2 %age 16.66 0 25 8.33 50 33.33 16.66

54

Percentage no. of Dealers 60 50 40 30 20 10 0

Ba ja j ls H av el

50 33.33 25 16.66 8.33 0

U sh a ri e nt n ita er s O th on

16.66

m pt

Interpretation:- 50% of the dealers want to buy Orient

C ro

Observation 6
Satisfaction level of brands according to After Sale Service. Brands Bajaj Havells Crompton Usha Orient Khaitan Other Satisfied 4 2 4 5 7 7 6 Not Satisfied 1 0 0 0 0 0 1

Kh a

55

Satisfaction regarding After Sale Service

8 7 6 5 4 3 2 1 0 7 5 4 2 1 0 0 0 0 0 1 4 Satisfied Not Satisfied 7 6

Ba ja j Ha ve lls Cr om pt on

Interpretation:- Bajaj is at 4th position in After sale services

Overall Satisfaction level of Dealers with respect to brands they buy Brands Bajaj Havells Crompton Usha Orient Khaitan Others Highly satisfied 1 0 2 0 1 2 0 Satisfied 4 7 6 8 7 8 3 Partially satisfied 0 0 0 0 0 0 0 Not satisfied 1 0 1 0 0 0 0

Us ha O rie n Kh t ai ta n O th er s

Observation 7

56

Satisfaction level of dealers with brands they buy

9 8 7 6 5 4 3 2 1 0 8 7 6 4 3 2 1 0 1 0 00
pt on

8 7 Highly satisfied Satisfied 2 Partially satisfied Not satisfied 0 0 0 00

O th er s

1 0 0 00

1 00
Kh ai ta n nt

Ha ve ll s

Us ha

Ba ja j

Interpretation:- Most of the dealers are satisfied with the brands they are dealing with.

Cr om

Willingness of dealer to purchase the same brand. 100% of theBrand dealers are willing to Willingness of Dealers to purchase the same purchase the same brand they are dealing with.

0% yes no 100%

O rie

Observation 8

57

Interpretation:- 100% of the dealers are willing to purchase the same brand they are dealing with.

CUSTOMER SATISFACTION IN FAN MARKET(Moradabad) TOTAL NO. OF DEALERS=15 Observation 1

The %age of brands in which the dealers are dealing. Brand Bajaj Havells Crompton Usha Orient Khaitan Others Total 8 8 5 7 5 10 11 %age 53.33 53.33 33.33 46.67 33.33 66.67 73.33

58

%age no. of dealers deal with 80 70 60 50 40 30 20 10 0 Bajaj Havells Crompton Usha Orient Khaitan Others 33.33 53.33 53.33 46.67 33.33 66.67 73.33

Interpretation:- Out of total dealers 53.33% are dealing with Bajaj.

Observation 2 15 15 16 What 14 does the customer expects from different brands in terms of Quality? 12 10 Total 8 %age Design8 15 100 Power consumption 8 53.33 6 Speed 4 15 100 2 Other 2 13.33 2 0
Positive Response
De sig n pt io n Sp ee d Co ns um O th er

Po we r

Quality Measures

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Interpretation:- Out of total dealers, 100% gives preference to Design and Speed in terms of Quality

Observation 3
What does customer expect from different brands in terms of service? Guarantee Warranty Ready to give spare cost of plastic spare parts within guarantee period Time required to rectify the problem Other Total 15 11 0 8 0 %age 100 73.33 0 53.33 0

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16 Positive Response 14 12 10 8 6 4 2 0

15 11 8

0 Cost of plastic spare parts Guarantee

0 Other
Rank 61 56 46 65 51 102 62 21 4 5 7 2 6 1 3 8

Service Measures

Interpretation:- Out of total dealers, 100% gives preference to Guarantee in terms of Service

Observation 4
Rank of different brands according to customer satisfaction
Score Bajaj Havells Crompton Usha Orient Khaitan Polar Other

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Rankwise score of diff brands acc to customer satisfaction

120 100 80 60 40 20 0 Khaitan Usha Polar Bajaj Havells Orient Crompton 65 62 61 56 51 102

46

Interpretation:- Khaitan is the no. 1 brand according to customer satisfaction

Observation 5
Most preferred brand which dealer want to buy Brand Bajaj Havells Crompton Usha Orient Khaitan Other Total 5 4 0 2 2 5 4 %age 33.33 26.67 0 13.33 13.33 33.33 26.67

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Percentage no. of Dealers 35 30 25 20 15 10 5 0

Ba ja j el ls on H av m pt

33.33 26.67

33.33 26.67

13.33 13.33

0
a n Kh a ita th er s O U sh ri e nt O

Interpretation:- 33.33% of the dealers want to buy Bajaj & Khaitan

C ro

Observation 6
Satisfaction level of brands according to After Sale Service. Brands Satisfied Not Satisfied Service Bajaj 9 0 Havells 9 0 12 Crompton 5 0 10 Usha 10 0 9 97 Orient 6 0 7 7 8 Khaitan 10 6 0 Other 6 7 0 5

Satisfaction regarding After Sale

Satisfied Not Satisfied

4 2 0 0 0 0 0 0 0 0

Ba ja j Ha v Cr ells om pt on Us ha O rie n Kh t ai ta n O th er s

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Interpretation:- Bajaj is at the second position after Khaitan in after sale services.

Observation 7
Overall Satisfaction level of Dealers with respect to brands they buy Brands Bajaj Havells Crompton Usha Orient Khaitan Others Highly satisfied 3 2 0 0 2 2 2 Satisfied 7 8 9 9 6 9 9 Partially satisfied 0 0 0 0 0 1 1 Not satisfied 0 0 0 0 0 0 0

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Satisfaction level of dealers with brands they buy

10 9 8 7 6 5 4 3 2 1 0 9 8 7 6 3 2 00
Ha ve l ls

9 Highly satisfied Satisfied Partially satisfied

2 00 0 00 0 00
pt on Us ha nt

2 1 00
Kh ai ta n

2 1 0
O th er s

Not satisfied 0

Ba ja j

Interpretation:- Most of the dealers are satisfied with the sales promotion schemes and profit margins of the brands they are dealing with.

Willingness of DealersObservation to purchase 8 the same Brand

Willingness of dealer to purchase the same brand. 100% of the dealers are willing to purchase the same brand they are dealing with.

Cr om

0% yes no 100%
65

O rie

Interpretation:- 100% of the dealers are willing to purchase the same brand they are dealing with.

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LIMITATION

1. 2.

Sampling error may creep in i.e. sample selected may not be a true representative of the population There was no method to check if the respondents are providing the true and consistent information 67

3.

The raking done by respondent may be affected by their perception & the other external facts like book brand etc. rather than their experience with the fan

4.

Although the identity of the analyzer was not to reverted for getting fair responses, but dealers may still request and not thus, provide the true responses.

5.

An element of personal bias of the dealer while recommending promoting and brand is always there due to many reasons, which cannot be qualified & measured.

6. 7.

While conducting this study, unavoidable errors crept in such as non response error & responsive style error Since respondents have been interviewed on personal values & behaviours the responses may not have exactly same.

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DEALERS SUGGESTIONS

Information about Dealer meets should be provided to the dealers. After sale service should be take care off Dealer margin should be increased Company should invest in publicity and advertisement of their product so that the public get aware of it 69

 Special sales promotion schemes should be there for retailers also Companies should increase the range of economy models to give better option to the customer Once in a while company should contact retailers also to collect their views and give information about the policies of the company

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RECOMMENDATIONS & SUGGESTIONS

Since electrical goods some times have complaint so after sale services play a vital role in making a purchase. So company should build up a strong network to provide better and best after sale services to its customers

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 From the analysis it is revealed that company make low and unsubstantial investments in marketing and advertisement so company should emphasize on improving its marketing strategies Since the customer in todays era is interested in a quality product rather than the cheaper one company should provide a product with better quality and at a genuine price Design/look of fan should be taken care off which is important attribute of satisfaction for dealer/customer The price of the product should be less than that of competitors especially in sub economy and economy segment From the analysis it is revealed that company hardly pay any attention to customer feedback. Company should look after this and try to follow CRM (Customer Relationship Management) strategy in order to get useful suggestions and feedback from it customers.

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BIBLIOGRAPHY
Kotler Philip, Marketing Management, Pearsons publications, 2006 Zidmund, William, Business Research Methodology, Thomson publication, 2006 WEBSITE: 73

 www.bajajelectricals.com

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QUESTIONNAIRE
Name: Address: Phone: 1: Which brands of the fans are you dealing with?

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Bajaj Havells

Crompton Khaitan

Usha Orient

Other____________ Design Speed Power consumption

2: What does the customer expects from these brands in terms of quality?

Any other_________ Guarantee Warranty

3: What does the customer expects from these brands in terms of service? them. BRAND NAME Bajaj Crompton Greaves Usha Orient Khaitan Polar Havells Other RANK

Ready to give cost of plastic spare parts within guarantee period Time required to rectify the problem Any other_________

4: Which company meets above mentioned customer expectations acc to you? Rank

5: Which brand you prefer to buy? Bajaj Havells Crompton Khaitan Usha Orient

Other____________ After sale service Service franchisee Service provided Best service profile

6: Why you prefer these brands? BRAND

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Satis Bajaj Crompton Usha Orient Khaitan Polar Havells Other

Not satis

available Yes No

Onsite

Offsite Onsite

Offsite

7: How much are you satisfied with brands you buy? BRAND NAME Bajaj Crompton Usha Orient Khaitan Polar Havells Other Highly Satisfied Satisfied Partially satisfied Not satisfied

8: Will you again purchase the same brand? Yes No if No, tell other brand_________________ 9: Any suggestion to improve

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