A Study On Marketing Strategies and Avaliable in Blue Star Company Hyderabad

St. Xaviers P.G.
College
A STUDY ON MARKETING STRATEGIES AND AVALIABLE IN
BLUE STAR COMPANY HYDERABAD
A Project report s!"#tte$ #% p&rt#&' ('(#''"e%t
)or t*e A+&r$ o( t*e
MASTER O) BUSINESS ADMINISTRATION
Submitted By
R.RAJENDAR REDDY
(ROLL NO: 08-008-187)
ST XAVIERS P.G COLLEGE
(AFFILIATED TO OSMANIA UNIVERSITY)
GOPANPALLY !YDERA"AD.
HYDERABAD
,-../0-.1.2
MBA Department 1
St. Xaviers P.G. College
A PROJECT REPORT
ON
AT
BLUE STAR
A Project report submitted to smania !niversit" #"derabad
$n Partial %ul%illment o% re&uirement o% t'e a(ard o% t'e degree o%
MASTER OF "USINESS ADMINISTRATION
B)
R.RAJENDAR REDDY
(ROLL NO: 08-008-187)
!*D+, -#+ G!$DA*C+ .
M#.DR.C!ANDRA MOULI
/0012/010
DEPARTMENT OF MANAGEMENT STUDIES
ST XAVIERS P.G COLLEGE
(AFFILIATED TO OSMANIA UNIVERSITY)
GOPANPALLY !YDERA"AD.
MBA Department /
MBA Department 3
MBA Department 4
DECLARATION
$ MR.R.RAJENDRA REDDY bearing ROLL NO: 08-008-1875 student
o%
S$. XAVIERS P.G. COLLEGE
A%%iliated to
OSMANIA UNIVERSITY
#ere b" declare t'at t'e project report titled
Submitted %or t'e partial %ul%illment o% t'e re&uirement o% t'e a(ard o%
degree in MASTER OF "USINESS ADMINISTRATION (M.".A) is a
bona%ide (or6 done b" me and it is not submitted to an" ot'er universit" or
$nstitution %or t'e a(ard o% an" Degree5 Diploma Certi%icate or publis'ed
an" time be%ore.

Date7
Place7 #"derabad (R.RAJENDRA
REDDY)

MBA Department 8

MBA Department 9
AC%NO&LEDGEMENT
$ ta6e t'is opportunit" to e:press m" deep and sincere gratitude
to t'e management %or t'eir 6ind cooperation in completing m" degree in
t'is college.
$ e:tend m" sincere t'an6s to guide5 and DR.S.C!ANDRA MOUIL MBA
Department St. Xaviers P.G College %or providing t'eir continuous
guidance to complete t'is project (or6.
#o(ever5 $ am particularl" indebted to MR."!ART! REDDY o% B;!+
S-A, '(# allo(ing me to carr" out m" project (or6 in t'e organi<ation and
%or apprising me o% t'e situation (it' necessar" bac6ground and 'elping me
to complete t'is project (or6.
.inall"5 man" t'an6s to all o% t'em not mentioned ('o 'ave contributed
t'eir bit to(ards t'e stud".
(R.RAJENDRA REDDY)
MBA Department =
CONTENTS
C!APTER NAME PAGE NO.
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MBA Department 1
C!APTER I
INTRODUCTION
MBA Department C
INRODUCTION
Due to t'e civili<ation t'e modern societ" is using di%%erent air2condition product. $n t'e
stud" an attempting is made to 6no( t'e one o% compan" blue star mar6eting strategies
C()*+,-: "LUESTAR LTD
-!,*?+,7 //=0.0Ccrores.
*+- P,.$-7 1=4crores.
+MP;)+SS 7/898
MA*!.AC-!,$*G !*$-S78
..$C+,S7/4
D+A;+,S7980
MBA Department 10
O"JECTIVES
-o 6no( about t'e Mar6et S'are o% t'e Compan" and t'e ot'er .irms.
-o 6no( about t'e Strategies use b" t'e Compan" and t'e ot'er Pla"ers.
-o 6no( about t'e Compan"s Competitors.
-o 6no( 'o( %irms are attempting to di%%erentiate %rom ot'ers in t'e industr".
?aluation e:ercise o% pla"ers %or ac&uisition and merger
MBA Department 11
NEED OF T!E STUDY
$n t'e modern times t'e business organi<ation are adopting ne( tec'ni&ue and met'od
%or gro(t' o% t'e business t'e organi<ation are tr"ing to provide better service to t'eir
customers to %ace t'e competition %or ever business. $t is not important to retain t'e
present customer but also to attract t'e ne( customer. So blue star compan" (ant to
6no(n its e%%ectiveness o% mar6eting strategies (it' regards to its products in t'e
competitive (orld. -o identi%" t'e consumer are (are o% blue star t'is stud" 'as been
carried out
MBA Department 1/
MET!ODOLOGY
-"pe o% Stud"7 +mpirical
-"pe o% Data7 Primar" and Secondar"
Data Source7
-'e Primar" data %oe t'is project 'as been secured t'roug' personal
interaction (it' o%%icials at Blue Star $ndia ltd5 #"derabad.
Secondar" data %or t'is project is sourced %rom boo6s 5 journals 5internet5
compan" records5etc.
MBA Department 13
C!APTER II
INDUSTRY . COMPANY PROFILE
MBA Department 14
C()*+,- *#('/01
A2(3$ "031 S$+#
Blue Star is $ndiaDs largest central air conditioning and commercial re%rigeration
compan" (it' an annual turnover o% ,s 190= crores5 a net(or6 o% /4 o%%ices5 %our
modern manu%acturing %acilities and around /111 emplo"ees. $t %ul%ils t'e air
conditioning needs o% a large number o% corporate and commercial customers.
Blue Star is $ndiaDs largest central air conditioning compan" (it' an annual turnover o%
,s 190= crores5 a net(or6 o% /4 o%%ices5 %our modern manu%acturing %acilities and around
/111 emplo"ees.
$t %ul%ils t'e air conditioning needs o% a large number o% corporate and commercial
customers and 'as also establis'ed leaders'ip in t'e %ield o% commercial re%rigeration
e&uipment ranging %rom (ater coolers to cold storages. Blue StarDs ot'er businesses
include mar6eting and maintenance o% 'i2tec' pro%essional electronic and industrial
products.
Blue Star 'as business alliances (it' (orld reno(ned tec'nolog" leaders suc' as ,'eem
M%g Co5 !SAE #itac'i5 >apanE +aton 2 @illiams5 !AE -'ales e2Securit" ;td.5 !AE >eol5
>apan and man" ot'ers5 to o%%er superior products and solutions to customers.
-'e Compan" 'as manu%acturing %acilities at -'ane5 Dadra5 B'aruc' and #imac'al
('ic' use state2o%2t'e2art manu%acturing e&uipment to ensure t'at t'e products 'ave
consistent &ualit" and reliabilit".
Blue Star primaril" %ocuses on t'e corporate and commercial mar6ets. -'ese include
institutional5 industrial and government organi<ations as (ell as commercial
establis'ments suc' as s'o(rooms5 restaurants5 ban6s5 'ospitals5 t'eatres5 s'opping
malls and bouti&ues.
MBA Department 18
$n accordance (it' t'e nature o% products and mar6ets5 business drivers5and competitive
positioning5 t'e lines o% business o% Blue Star can be segmented as %ollo(s7
C1,$#+0 A/#-4(,5/$/(,/,6 S-7$1)7
-'is involves design5 engineering5 manu%acturing5 installation5 commissioning and
support o% large central air conditioning plants5 pac6aged air conditioners and ducted
split air conditioners. -'is line o% business also promotes a%ter2sales service as a
business5 b" o%%ering several value added services in t'e areas o% upgrades and
en'ancements5 air management5 (ater management and energ" management.
C((0/,6 P#(534$7
Blue Star o%%ers a (ide range o% contemporar" (indo( and split air conditioners. -'e
Compan" also manu%actures and mar6ets a compre'ensive range o% commercial
re%rigeration products and services t'at cater to t'e industrial5 commercial and 'ospitalit"
sectors. -'ese include (ater coolers5 bottled (ater dispensers5 deep %ree<ers5 cold
storages5 bottle coolers5 ice cube mac'ines and supermar6et re%rigeration products.
P#('177/(,+0 E014$#(,/47 +,5 I,537$#/+0 E83/*)1,$
.or over %ive decades5 t'e +lectronics Division 'as been t'e e:clusive distributor in
$ndia %or man" internationall" reno(ned manu%acturers o% 'i2tec' pro%essional electronic
e&uipment and services5 as (ell as industrial products and s"stems. -'e Compan" 'as
carved out pro%itable nic'es %or itsel% in most o% t'e speciali<ed mar6ets it operates in5
suc' as anal"tical instruments5 medical electronics5 data communication products5
material testing5 and test and measuring instruments.
MBA Department 19
!ISTORY:
Blue Star (as %ounded in 1C435 b" Mo'an - Advani5 an entrepreneur o% e:emplar"
vision and drive. -'e Compan" began as a modest 32member team engaged in
reconditioning o% air conditioners and re%rigerators.
@it'in t'ree "ears5 t'e Compan" secured t'e agenc" %or !S2based Melc'ior Armstrong
DessauDs air conditioning e&uipment. S'ortl" a%ter5 t'e Compan" (as selected b"
@ort'ington5 t'e !S leader in air conditioning5 as its $ndia based partner 2 t'ese (ere t'e
%irst o% numerous %oreign associations to %ollo(.
An e:panding Blue Star t'en ventured into t'e manu%acture o% ice cand" mac'ines and
bottle coolers and also began t'e design and e:ecution o% central air conditioning
projects. -'en came t'e manu%acture o% (ater coolers. $n 1C4C5 t'e proprietors'ip
compan" set its sig'ts on bigger e:pansion5 too6 on s'are'olders and became Blue Star
+ngineering Compan" Private ;imited.
-'e si:ties and t'e earl" seventies (itnessed Blue Star continuing to e:pand and t'rive.
A team o% dedicated pro%essionals aided Mo'an - Advani in ever %urt'ering 'is vision o%
a pro%itable compan" dedicated to its ideals o% pro%essionalism and success. +mplo"ee
strengt' crossed t'e
1000 mar6 and t'e compan" (ent public in 1C9C to become Blue Star ;imited5 as it
continues to be called toda".
$n 1C=05 t'e Compan" too6 up t'e all2$ndia distributors'ip o% #e(lett2Pac6ard products5
a business relations'ip ('ic' continues toda" and 'as gro(n ever stronger t'roug' t'e
"ears. As t'e Compan"Ds reputation %or delivering t'e goods in t'e most c'allenging o%
air conditioning projects gre( steadil"5 t'e earl" seventies sa( a series o% prestigious
projects being entrusted to Blue Star 2 s6"scrapers suc' as Air $ndia Building5 +:press
-o(ers5 t'e beroi #otel in Mumbai5 apart %rom several ot'ers. ,evenues touc'ed t'e
,s. 102crore mar6 and sta%% strengt' doubled to e:ceed /111.
As its $ndian presence reac'ed greater 'eig'ts5 t'e Compan" began building
determinedl" upon its e:isting overseas presence5 Blue Star set up a joint venture (it' Al
MBA Department 1=
S'ira(i in Dubai and (ent on to e:ecute some outstanding projects in S"ria5 $ra& and
Saudi Arabia. -o complement its air conditioning projects and underta6e turn6e"
industrial projects5 an $ndustrial Division (as set up in 1C=1.
Al(a"s moving (it' t'e times and ever on t'e loo6out %or business possibilities5 Blue
Star ne:t set up a so%t(are e:port unit at Seep<5 Mumbai in 1C13. -'en came
associations (it' more global leaders 2 a collaboration (it' )or6 $nternational o% !SA
%or central air2conditioning e&uipment and joint ventures (it' Motorola and )o6oga(a.
$n 1C145 As'o6 M Advani B Suneel M Advani5 t'e sons o% Mo'an - Advani5 too6 over
t'e reins o% t'e Compan"5 a%ter spending nearl" 18 "ears (it'in t'e Compan" steadil"
climbing up t'e ladder. A rene(ed t'rust (as placed on t'e compan"Ds core business
areas 2 air conditioning and re%rigeration and t'e distribution o% pro%essional electronics
e&uipment 2 and t'e compan" emerged a mar6et leader in t'ese %ocus areas.
-'e nineties (itnessed $ndia entering an era o% economic liberalisation and an upsurge in
competition as t'e d"namic business scenario attracted t'e (orldDs most %or(ard2loo6ing
corporations. $t (as time to re2loo6 at e:isting business competencies5 re2engineer t'ose
t'at (ere obsolete and %orge a'ead in ac&uiring ne( business competencies. Blue Star
(as more t'an e&ual to t'e c'allenge and e:pansion continued unabated.
$n 6eeping (it' t'is %ocus5 an advanced manu%acturing %acilit" (as set up at Dadra in
1CC=5 in tec'nical collaboration (it' ,'eem5 !SA5 to en'ance manu%acturing
competenc". -oda" it bears t'e distinction o% being regarded as t'e best suc' plant $ndia2
(ide. -'e dealer net(or6 (as strengt'ened and e:panded to bring products (it'in eas"
reac' o% ever" customer.
@it' t'e advent o% t'e muc' a(aited ne( millennium in /0005 t'e action continued. -'e
so%t(are unit (as spun o%% into a separate compan"5 Blue Star $n%o-ec' ;td.5 t'e e:port
o% air conditioning products %rom t'e Dadra %actor" began and contract manu%acturing
%or local and %oreign brands commenced. A ne( Corporate ?ision (as developed 2 F-o
deliver a (orld2class customer e:perienceF. +ver" emplo"ee is determined to %ollo( t'is
vision and 6eep t'eir organi<ation a competitive and %or(ard2loo6ing one.
MBA Department 11
Blue Star crossed t'e ,s. 800 crores milestone in /000 and t'e ,s. 900 crores milestone
in /00/203. @it' t'e boom in construction activit" and increased in%rastructure
investments5 t'e Compan" leveraged its leaders'ip position to gro( aggressivel". $n t'e
%ollo(ing t'ree "ears5 t'e Compan" nearl" doubled its turnover5 cloc6ing ,s 11=1 crores
in /008209.
+ven more t'an si<e5 Blue Star enjo"s an enviable reputation as an et'ical corporation5
ever mind%ul o% its obligations to(ards customers5 s'are'olders5 dealers5 business
partners5 emplo"ees and t'e environment in ('ic' it operates.
CUSTOMERS:-
@it' over si: decades o% e:perience in providing e:pert cooling solutions5 Blue Star 'as
built an enviable reputation amongst t'e corporate and commercial segment.
@e understand t'e d"namics and intricacies o% eac' industr" and are in a position to
recommend and e:ecute t'e most optimal solution. @e 'avenDt just bagged some o% t'e
most prestigious installations5 but also e:ecuted t'em e%%icientl" (it'in t'e given time
%rame. $tDs our endeavor to create ne( paradigms in t'is %ield t'ereb" creating a
benc'mar6.
C0/1,$7:
Ban6s
Builders
Cinema G Multiple:es
Dair"
+ducational $nstitutions
#ospitals
#otels
$ndustrial Applications
$- G $-+S
Malls
%%ices
P'armac"
PS! G Government
,estaurants G +ateries
S'o(rooms G ,etail utlets
MBA Department 1C
-elecom ,estaurants G +ateries
S'o(rooms G ,etail utlets
-elecom
COMPETITORS:-
Why bother about competitors?
Some businesses think it is best to get on with their own plans and ignore
the competition. Others become obsessed with tracking the actions of
competitors (often using underhand or illegal methods). Many businesses
are happy simply to track the competition, copying their moes and
reacting to changes.
We want everybody to feel the benefit of LG Air Conditioning systems and
equipment, and the high level of environmental control they provide, whether it's
in a family home or a major commercial development, which is why we consider
everybody's needs
!he contractors who require ease of installation, technical support and
advice
!he specifies who are loo"ing for clear information and total solutions
!he property managers who need cost efficiency and total control
!he end users who want to feel at ease, wherever they may be
#A$#%&G #ilver &ano Air Conditioner
MBA Department /0
#imply stated, the #ilver &ano technology that coats the "ey components of its
interior filtration system with #ilver &ano ions to create a super clean,
antibacterial and antifungal environment for you in your home' (ur silver solution
will ma"e your life clean and cool'
?oltas to re2enter re%rigerator mar6et

*+@ D+;#$7 -ata group %irm ?oltas (ould re2enter t'e re%rigerator mar6et as part o%
its strateg" to leverage on t'e strengt's o% its air2conditioning business.
F@e (ill ma6e a re2entr" into t'e %ridge mar6et b" earl" ne:t "ear. @e are again
entering t'e re%rigerator mar6et (it' t'e D$ndi coolD brand5F ?oltas vice2president
HoperationsI A > >a(a told.
-'e engineering and air2conditioning solutions compan" 'ad sold t'e D?oltasD brand and
its re%rigerator business to +lectrolu:.
According to an agreement bet(een t'e t(o companies5 it (as decided t'at ?oltas
(ould not sell re%rigerators in t'e mar6et.
Fur decision to enter t'e re%rigerator mar6et (as largel" spurred b" t'e success o% t'e
compan" in t'e $ndian AC mar6et5F >a(a said.
?oltas 'as launc'ed ACs in t'e sub2one tonne capacit" (it' belo( ,s 105000 price tags
last summer and buo"ed b" t'e success5 introduced 0.1 tonne split ACs at ,s 185000.
+lectrolu: Air Conditioner Parts %rom Part Select .i: "our o(n +lectrolu: Air
Conditioner (it' parts %rom Part Select. @e 'ave t'ousands o% parts in stoc6 and
MBA Department /1
t'ousands o% pictures o% parts online. @e o%%er onl" original e&uipment manu%acturer
H+MI parts t'at are read" to be s'ipped toda". !se our %ree Air Conditioner repair
'elp to conduct "our o(n repairs. )ouDll 'ave "our Air Conditioner running li6e ne(
in no time5 and be saving mone" in t'e process. !se "our model number to searc'
%or "our Air Conditioner model. @it' our no 'assle returns polic"5 ordering t'e
(rong part isnDt a problem.
#itac'i5 ;td. 'ead&uartered in -o6"o5 >apan5 is a leading global electronics compan"5
(it' appro:imatel" 3405000 emplo"ees (orld(ide. .iscal /00/ Hended Marc' 315 /003I
consolidated sales totaled 151C1.= billion "en HJ91.3 billionI. -'e compan" o%%ers a (ide
range o% s"stems5 products and services in mar6et sectors5 including in%ormation
s"stems5 electronic devices5 po(er and industrial s"stems5 consumer products5 materials
and %inancial services. #itac'i5 ;td. 'as 1511/ subsidiaries5 including 404 overseas
companies.
-'e ?ideocon group emerges as a !SD /.8 Billion global conglomerate continuing to set
trends in ever" sp'ere o% its activities %rom a con%erence room si<ed assembl" line in
1C=C.
Consumer +lectronics5 #ome Appliances B Compressor manu%acturing in $ndia
@e enjo" a pre2eminent position in terms o% sales and customer satis%action in man" o%
our consumer products li6e Colour -elevisions5 @as'ing Mac'ines5 Air Conditioners5
,e%rigerators5 Micro(ave ovens and man" ot'er 'ome appliances5 selling t'em t'roug'
a Multi2Brand strateg" (it' t'e largest sales and service net(or6 in $ndia. ,e%rigerator
manu%acturing is %urt'er supported b" our in 'ouse compressor manu%acturing
tec'nolog" in Bangalore.
MBA Department //
C!APTER III
T!EORETICAL FRAME &OR%
MBA Department /3
T91(#1$/4+0 '#+)1 :(#;
+. C!ANGING PRICES:-
Blue star (as doing business (it' ver" competitive pricing5 But in t'is "ear t'e
prices o% %ast moving mac'ines li6e 1-r5 1.8-r (as decreased. And t'e prices o% slo(
moving li6e /-r5 3-r (as increased around 1000G2 t'e prices variation (ere made since
man" tec'nolog" up gradation and various ot'er %eatures being added in t'e product.
-ime b" time various parameters came into consideration ('ic' (ere re&uired to be met
('ic' considerabl" made b" price rise.

2. PRODUCT DIFFERENTIATION
.rom last t(o "ears / star and #"per mac'ines are in t'e %ield. But t'e continuous
product di%%erentiation (as doing bot' t'e mac'ines upgraded to 3 star mac'ines and t'e
price (as same (it' t'e #"per.
$nnovativeness =/.0
Kualit" B Dept' o%
Management
11.1
.inancial Per%ormance 18.0
+t'ics B
-ransparenc"
18.0
Kualit" o% Products B
Services
C0.0
-alent
ManagementGPeople
Practices
C3.0
Global
Competitiveness
C/.0
-otal Score 908.1
MBA Department /4
4. C!ANNEL OF DISTRI"UTION:-
Blue star compan" pre%ers distribution o% its products via +:clusive dealers i.e.5 C'annel
partners. $t 'as various innovations in its products and e:clusive services. Blue star
goods and services are not available in s'o(rooms and ot'er retail s'ops. -'e brand
name o% blue star is e%%ective and e%%icient and 'ence it does not entertain ma:imum
advertising %or its products and services. -'e benc'mar6 'as been set up b" t'e compan"
('ic' creates a plat%orm %or itsel%.
-'e dealers t'en reac' to t'e customers in t'e remote areas (it' t'eir (ide area net(or6
and get its sales ac'ieved and mar6et s'are %or t'e compan" is set in t'is li6el" manner.
+%%ective care is ta6en b" t'e compan" %or its a%ter sales service t'roug' its aut'ori<ed
dealers'ip. $n s'ort t'e entire mar6et is being tapped b" t'e compan" (it' t'is uni&ue
met'od o% distribution.
M+,3'+4$3#/,6 F+4/0/$/17: F/<1 (O,1 3,51# 4(,7$#34$/(,)
L(4+$/(,7 : T9+,1 "+#(3491 D+5#+ +,5 %+0+
&(#;'(#41 : =>00
O''/417 : =>
D1+01#7 : 700
%1- *(/,$7:
+:clusive recogni<ed dealer.
Sales %orce and services.
+:perts e:pertise.
Customer reac'.
+%%ective approac'.
,ecord maintenance %or better consistenc"
@'ereas5 ?;-AS Compan" rel" upon retail outlets %or t'e sale o% its products and
services. Also ?ideocon does not deal (it' core conditioning needs t'an t'at o% Blue
MBA Department /8
Star. ne more speci%ic detail about ?;-AS is t'at t'e" are easil" available at an"
+lectronic retail outlets across t'e countr" and t'e" dont %ollo( nic'e mar6et in Air
Conditioning products.
5. NUM"ER OF FIRMS:-
-'ere are 6e" %irms ('ic' are in%luencing t'e mar6et o% air conditioners
are as %ollo(s7
NAME OF T!E FIRMS
;G
SAMSUNG
VOLTAS
ELECTROLUX
!ITAC!I
VIDEOCON
1. CUSTOMER LOYALTY:-
-'e term customer lo"alt" is used to describe t'e be'avior o% repeat customers as (ell as
t'ose t'at o%%er good ratings5 revie(s or testimonials.
MBA Department /9
B$; is in an enviable position to capture t'e gro(t' in t'e various segments and t'e
%ollo(ing parameters di%%erentiate B$; %rom its competitors.
A trac6 record o% over 80 "ears in e:ecuting large air2conditioning projects5
Provision %or end2to2end solutions i.e. designing5 manu%acturing5 and
contracting.
COMPARITION OF "LUESTAR . VOLTAS:-
FEATURES "LUESTAR VOLTAS
Kualit" product (it' a %irm
guarantee
)+S *
+:clusive %%ers )+S *
;o( interest rates on %inance * )+S
#ig' value on trade

)+S *
+:tended (arranties )+S )+S
$ncentive program * )+S
'. EXIT "ARRIERS:-
Barriers to e:it are obstacles in t'e part o% t'e %irm ('ic' (ants to leave (it' in t'e
given mar6et or industrial sector. -'ese obstacles o%ten cause t'e %irm %inanciall" to
MBA Department /=
leave t'e mar6et and ma" pro'ibit it doing so. $% t'e barriers o% e:it are signi%icant5 a
%irm ma" be %orced to continue competing in t'e mar6et5 as a cost o% leaving ma" be
'ig'er t'an t'ose incurred i% t'e" continue competing in t'e mar6et.
-'e compan" runs t'e ris6 o% t'e principal putting in anot'er agent but e%%ecting sales o%
more t'en 40 large global companies indicates aI spreading out o% ris6s bI -rust o% t'ese
principals on Bluestar e:ecution capabilit" and cI Customers pre%erence to bu"
ever"t'ing t'roug' one roo%.
nce companies ac'ieve scale t'e" can produce goods at lo(er costs. $n t'is case (it' a
30L mar6et s'are b" ."0C Bluestar (ould be a big pla"er in t'is mar6et a%ter ?oltas and
it s'ould enjo" t'e economies o% scale to maintain its position.
6. INDUSTRY CONCENTRATION:-
9. FIXED COST:-
.i:ed cost is a cost t'at does not var" depending on production or sales levels5 suc' as
,ent5 Propert" -a:5 $nsurance or $nterest +:penses.
.i:ed Assets o% Blue star are
Propert"
MBA Department /1
Manu%acturing Plant
Mac'iner" and +&uipments
;and and Building
,a( Material
/. INDUSTRY GRO&T!:-
Blue StarDs principal activit" is to manu%acture central air conditioners. $t is t'e largest
central air2conditioning compan" in $ndia. -'e compan" 'as its presence in7
M Middle +ast
M Sout' +ast Asia
M A%rica
"031 S$+#?7 G#(3* C()*+,/17 +#1
1.Blue Star $n%o-ec'
/.Blue Star Design B +ngineering
3.Blue Star MB+ +ngineering
P#(534$7 . S(03$/(,7
Central Air2conditioning
Specialt" Cooling Products
Commercial ,e%rigeration
Cold Storages
,oom Air Conditioners
F/,+,4/+0 P1#'(#)+,41
-otal $ncome Gro(t'7 ,s. /=0 Crores
perating Pro%it HPBD$-AI7 ,s. 1=4 Crores
Annual turnover7 ,s. //=0 Crores
Pro%it A%ter -a:7 ,s =1/ Crores
S'are'oldersD .unds7 ,s. /34 Crores
MBA Department /C
Borro(ings7 ,s. 14/.1= Crores
Capital +mplo"ed7 ,s. 341.81 Crores

@. "RAND IDENTITY:-
Blue Star $ndia ;td HB$;I5 $ndiaDs largest central air2conditioning compan" is e:pected to
scale greater 'eig'ts po(ered b" an impeccable project e:ecution trac6 record5 scalable
business model and establis'ed relations'ips (it' institutional bu"ers. B$; 'as a strong
trac6 record o% e:ecuting projects across multiple sites. Moreover5 as an end2to2end
solution provider and a pre%erred vendor among institutional bu"ers5 B$; 'as tided over
%res' competition and created barriers %or potential entrants. B$; 'as limited its presence
in 'ig'l" competitive5 lo(2margin5 consumer durable segment o% t'e room air2
conditioner mar6et. $nstead5 it 'as %ocused
on 'ig'2margin institutional segments li6e central air conditioning5 commercial
re%rigeration5 and cold storage e&uipment.
MBA Department 30
C!APTER IV
DATA ANALYSIS . INTERPRETATION
MBA Department 31
D+$+ +,+0-7/7 . /,$1#*#1$+$/(,
ET-TARGET:-
-'e target assigned b" t'e Compan" is to ma6e Sale o% ACs (ort'
o% ,s 3.8 ;a6's per Mont'.
TARGET AC!IEVEMENTS:-
SIP
&11;
N(
D+$1 T+#61$ A77/6,15 A49/1<1)1,$7
1 30 Marc'
to 31st Marc'
@as !nder -raining @as !nder -raining
1 1 April
to 8 Apr /00C
,s 905000 ,s 905000
= 9 Apr
to 1/ Apr
/00C
,s C05000 ,s 305000
IDENTIFICATION OF SEGMENTS:-
-'e Segment ('ic' 'as been targeted is Mainl" Middle Class and
#ig'er Class as t'e costs o% ACs are on t'e 'ig'er side so t'e Poor
people cannot a%%ord it.
PLAN ON !O& TO APPROAC! SEGMENTS:-
During t'e %irst (ee6 o% interns'ip5 t'e interns (ere made %amiliar (it' t'e
product and t'e uses o% it ('ic' (e are going to sale in t'e mar6et b" conducting
a training class ('ic' (ere ver" muc' use%ul in understanding t'e product.
MBA Department 3/
$ (ould visit places ('ere constructions are in process and Apartments ('ere
(e can get t'e potential customers.
$ (ould made a good contact and relations'ip (it' arc'itects and interior
designers ('o guide me to t'e potential customers
$ (ould ta6e t'e 'elp o% tec'nicians in %inding t'e potential customersE t'e"
usuall" dont give t'e leads. Because t'e" dont get an" incentives on t'at. So $
provide t'e leads to t'em regarding installations services and in return t'e" guide
me to t'e customers.
-'e ne:t approac' (ould be coverage o% remote and o%%icial areas. As no( ACS
are in seasonal demand
COMMUNICATION STRATEGY FOR AC!IEVING ET:-
Direct %ace to %ace Mar6eting
!se o% telep'one to do surve" and %ind out prospects
-r"ing to get potential customers via online sites
Arranging c'aos to target mass.
Promoting Blue Star Products %or e:clusive e:posure.
PRODUCT IDENTIFICATION OF "LUE STARA-
aI C1,$#+0 A/#-C(,5/$/(,/,6
N Scre( C'illers
N Scroll C'illers
N ,eciprocating C'illers
N Air #andling !nits
N .an Coil !nits
N Pac6aged Acs
N #ipper Pac6aged ACs
MBA Department 33
N #isen Pac6aged ACs
N Ducted Splits

MBA Department 34
bI R(() A/# 4(,5/$/(,1#7
N @indo( Air conditioners
N Split Air conditioners
N Cassette Air conditioners
N ?erticool Split ACs
N Concealed Split ACs

cI C())1#4/+0 R1'#/61#+$/(,
N Deep .ree<ers
N $ce Cubers
N @ater Coolers
N Bottle Coolers
N ,eac'2$n Coolers
N Mil6 Coolers
N Bottled @ater Dispensers
N Supermar6et Displa"

dI C(05 S$(#+617
N Modular Cold Storages
N Pac6 #ouses
N Customi<ed Cold Storages
N Bul6 Cold Storages
N Mortuar" C'ambers
IDENTIFY INDUSTRY "ASED ON PRODUCT
-'e compan"s product deals under consumer durable products ('ic' are re&uired b"
t'em in da" to da" use. -'is sector comes under providing sales and services o%
speciali<ed and branded products available to customers onl" t'roug' speciali<ed dealers
and business associates.
$t %ul%ils t'e air2conditioning needs o% a large number o% corporate and commercial
products.
MBA Department 38
SASLES AND PROFIT RATIO
NET SALES:
I,$1#*#1$+$/(,
During /008 t'e blue star compan" 'as gained t'e pro%it rs.C./mn
During /009 t'e blue star compan" 'as gained t'e pro%it rs.11.=mn
During /00= t'e blue star compan" 'as gained t'e pro%it rs.18.Cmn
During /001 t'e blue star compan" 'as gained t'e pro%it rs.//.8mn
During /00C t'e blue star compan" 'as gained t'e pro%it rs.30.4mn
During /010 t'e blue star compan" 'as gained t'e pro%it rs.40.8mn
MBA Department 39
F/,+,4/+0 P1#'(#)+,41:
I,$1#*#1$+$/(,
During %inancial "ear o% /009. t'e %inancial per%ormance in blue star
is 1/000mn
During %inancial "ear o% /00=. t'e %inancial per%ormance in blue star
is 11000mn
is /3000mn
During %inancial "ear o% /00C. t'e %inancial per%ormance in blue star
is 30000mm
is 40000mn.
MBA Department 3=
%EY FACTORS &!IC! ARE INFLUENCING T!E
INDUSTRY
-'ere are 6e" %irms ('ic' are in%luencing t'e mar6et o% air conditioners
are as %ollo(s7
S#.
N(
NAME OF T!E COMPANY
1 ;G
/ *$DA
3 GD,+>
4 ?$D+C*
8 2G+*+,A;
9 SAMS!*G
= DA$A$*
MBA Department 31
LITERATURE ON BPORTERS > FORCESC
Mic'ael Porters %rame(or6 goes on to describe t'e competitive landscape and provides
a comparative stud" o% t'e major pla"ers in t'e industr".
1) "3-1#DC37$()1# P(:1#7
@idening Product ,ange
;arge Corporate Clients
Price Sensitive Bu"ers
Multiple Distribution C'annels
=) S3**0/1#7 P(:1#:
;imited Actuaries in t'e Mar6et
Price Concentration
Dependence on competitors products in t'e same line.
E) "+##/1#7 $( 1,$#-7
Capital ,e&uirements
+laborate Distribution ,e&uirements
O;oc62in o% Bu"ers
F) T9#1+$ (' S327$/$3$17 *#(534$7
Price di%%erence
A%ter Sales Service
MBA Department 3C
+merging Substitutes
+M$ Sc'emes
MBA Department 40
Ge%er#c Str&te3#es &%$ I%$str4 )orces
Industry
Force
Generic Strategies
C(7$ L1+51#79/* D/''1#1,$/+$/(, F(437
E,$#-
"+##/1#7
Abilit" to cut price in retaliation
deters potential entrants.
Customer lo"alt" can discourage
potential entrants.
.ocusing develops core
competencies t'at can act as an
entr" barrier.
"3-1#
P(:1#
Abilit" to o%%er lo(er price to
po(er%ul bu"ers.
;arge bu"ers 'ave less po(er to
negotiate because o% %e( close
alternatives.
;arge bu"ers 'ave less po(er to
negotiate because o% %e(
alternatives.
S3**0/1#
P(:1#
Better insulated
%rom po(er%ul
suppliers.
Better able to pass on supplier
price increases to customers.
Suppliers 'ave po(er because o% lo( volumes5 but a
di%%erentiation2%ocused %irm is better able to pass on
supplier price increases.
T9#1+$ ('
S327$/$3$17
Can use lo( price to de%end
against substitutes.
CustomerDs become attac'ed to
di%%erentiating attributes5 reducing
t'reat o% substitutes.
Speciali<ed products B core
competenc" protect against
substitutes.
R/<+0#- Better able to compete on price.
Brand lo"alt" to 6eep customers %rom
rivals.
,ivals cannot meet
di%%erentiation2%ocused customer
needs.
MBA Department 41
LITERATURE ON BPEST FRAME &OR%C
P+S- anal"sis covers t'e relevant political5 economic5 social and tec'nological %actors
t'at 'ave implications %or t'e development o% t'e industr". -'e P+S- anal"sis (it'
respect to industr" is as %ollo(s7
1) P(0/$/4+0 F+4$(#7:
$ncreased service ta:
8L discount on Corporate Customers
Pricing control
.avorable regulation
=) E4(,()/4 F+4$(#7:
$ncrease in Gross Domestic Savings
E) S(4/+0 F+4$(#7:
,ise in elderl" population
C'anging $ndian perception
Gro(t' o% Brand Consciousness
$ncrease in li%est"le
F) T149,(0(6/4+0 F+4$(#7:
Automation o% processes
$ncrease in C,M solutions
$nternet driven in%ormation era
Business Process Monitoring HBPMI
MBA Department 4/
DETAILS OF !!I INDEX
-'e #er%inda'l inde:5 also 6no(n as #er%inda'l2#irsc'man $nde: or ##$5 is a measure
o% t'e si<e o% %irms in relation to t'e industr" and an indicator o% t'e amount o%
competition among t'em. $t is de%ined as t'e sum o% t'e s&uares o% t'e mar6et s'ares o%
t'e 80 largest %irms Hor summed over all t'e %irms i% t'ere are %e(er t'an 80I (it'in t'e
industr"5 ('ere t'e mar6et s'ares are e:pressed as percentages. -'e result is
proportional to t'e average mar6et s'are5 (eig'ted b" mar6et s'are. As suc'5 it can
range %rom 0 to 1050005 moving %rom a 'uge number o% ver" small %irms to a single
monopolistic producer. $ncreases in t'e #er%inda'l inde: generall" indicate a decrease in
competition and an increase o% mar6et po(er5 ('ereas decreases indicate t'e opposite.
MBA Department 43
MAR%ET S!ARE OF PRIVATE PLAYERS:-
=1.=G =>.1G 1=.HG
MBA Department 44

MBA Department 48
CALCULATION OF !!I:-
Adding all t'e individual pla"ers s&uare o% mar6et s'are t'e total ##$ stands around
101/.4
$% ##$P10005 it means t'ere e:ists a good competition5 and it also s'o(s t'at t'e
concentration o% t'e compan" is 'ig' and t'e competition among pla"ers are relativel"
'ig' in t'is sector.
MBA Department 49
MAR%ETING O"JECTIVE OF T!E FIRM
Meeting mar6eting objectives s'ould lead to sales.
-'e" s'ould7
be clear
be measurable5 and
#ave a stated time %rame %or ac'ievement.
Mar6eting objectives %ollo(ed b" Blue Star72
$ncrease product a(areness among t'e target audience b" 30 percent in one "ear.
$n%orm target audience about %eatures and bene%its o% our product and its
competitive advantage5 leading to a 10 percent increase in sales in one "ear.
Decrease or remove potential customersD resistance to bu"ing our product5
leading to a /0 percent increase in sales t'at are closed in si: mont's or less.
MBA Department 4=
REVENUE
.or t'e "ear ended Marc' 315 /00C5 Consolidated ,evenue stood at ,s. 188.03 crore5
representing an increase o% 1L over ,s. 143.89 crore registered in .)01. Consolidated
*et Pro%it %or t'e "ear (as ,s. 18.88 crore5 compared to t'e previous "ear %igure o% ,s.
4.C1 crore5 representing a signi%icant gro(t' o% /1=L. .oreign e:c'ange losses o% ,s.
1./9 crore (ere boo6ed during t'e "ear primaril" on account o% t'e %or(ard cover
'edging policies adopted in .)01 to counter a volatile %oreign e:c'ange situation.
-'ere%ore5 Blue Star estimated gro(t' revenue is about =21L %or t'at t'e" are using
sales %ocusing strateg".
I,$1#*#1$+$/(,

-'e estimated revenue in %inancial "ear /0012/00C t'e revenue is 140 crores
-'e estimated revenue in %inancial "ear /00C2/010 t'e revenue is 180 crores
-'e estimated revenue in %inancial "ear /0102/011 t'e revenue is 190 crores
MBA Department 41
MAR%ET S!ARE OF "LUESTAR
Ma:imi<e ,e%errals7 -'e most cost2e%%ective met'od o% reac'ing ne( customers is b"
re%errals %rom satis%ied customers. A satis%ied customer telling ot'ers about "our small
business is more e%%ective t'an an" %anc" ad campaign. Spend time to get customer
re%errals on a (ee6l" basis.
-'ese are just a %e( o% man" tactics and strategies used b" business to create a 'ig'2
impact mar6eting plan on a lo(2budget. Mar6eting success comes %rom creativit"E not
%rom 'aving t'e biggest budget.
As (e 6no( t'at Blue star mar6et s'are is about 30L o% mar6et to ac'ieve t'is target (e
are using customer lo"alt" tec'ni&ue.
MBA Department 4C
C37$()1#7 L(-+0$-
-'e term customer lo"alt" is used to describe t'e be'avior o% repeat customers as (ell as
t'ose t'at o%%er good ratings5 revie(s or testimonials. Customer lo"alt" can be ac'ieved
b" o%%ering t'e %ollo(ing7
Kualit" product (it' a %irm guarantee
+:clusive %%ers
;o( interest rates on %inance
#ig' value on trade
+:tended (arranties
$ncentive program
A%ter sales service
,ebates
-'e customer lo"alt" ultimatel" means a 'app" customer ('o (ill return to purc'ase
again and (ill pursue ot'ers to use t'e companies product and services. -'is e&uates to
pro%itabilit"5 'app" sta6e'olders and raises t'e good(ill and brand name o% t'e
compan".
MBA Department 80
MBA Department 81
MAR%ET S!ARE OF T!E OF T!E AIR CONDITIONING COMPANIES
MBA Department 8/
MAR%ET S!ARE OF "LUESTAR:-
I,$1#*#1$+$/(,
-'e mar6et s'are o% blue star in t'e "ear /00C according to t'e mar6et s'are o% blue star
$n central air conditioning 30L
Pac6aged air conditioning 80L
,oom air conditioning 10L
Commercial re%rigeration 30L
MBA Department 83
SALES REALIIATION
@e o%%er products to meet ne( mar6et re&uirements rig't %rom conceptuali<ation to
deliver" o% large volumes in t'e brands speci%ied. @it' (ide e:pertise in domestic and
international mar6ets5 (e are (ell set to o%%er contract manu%acturing. -'roug' t'is
strategic process (e are estimating t'e sales reali<ation.
products.
MBA Department 84
COSTS
-'e electro mec'anical projects and pac6aged air conditioners business accounting %or
9CL o% t'e total revenues gre( 18L during .)0C. Segment results increased b" 1/L
over t'e previous "ear. -'e cooling products segment also registered modest gro(t' o%
13L in t'e "ear. Segment results increased b" /CL in t'e "ear. -'e Pro%essional
+lectronics and $ndustrial S"stems business continued to contribute signi%icantl" to t'e
pro%itabilit" o% t'e Compan". -'e business gre( /1L during .)0C5 (it' segment results
registering increase o% /8L.
MAR%ETING PLAN OF "LUESTAR
$t adopted top do(n strategies
$t 'as placed its product in di%%erent Price range
;ess advertisement and more o% @ord o% Mout' Promotion
More inp'asis on ,BD department
Blue Star also believes in associating itsel% (it' leading global rgani<ation.
MBA Department 88
FP7 MAR%ETING OF "LUE STAR
-'e mar6eting strateg" section o% "our plan outlines "our game plan to ac'ieve "our
mar6eting objectives. $t is5 essentiall"5 t'e 'eart o% t'e mar6eting plan. -'e mar6eting
strateg" section s'ould include in%ormation about7
Product 2 "our productHsIand services
Price 2 ('at "ou (ill c'arge customers %or products and services
Promotion 2 'o( "ou (ill promote or create a(areness o% "our product in t'e
mar6etplace
Place HdistributionI 2 'o( "ou (ill bring "our productHsI toget'er (it' "our
customers.
T9171 +#1 $91 JFP7 (' )+#;1$/,6J:
Product
Price
Promotion
Place HdistributionI
A product can be a p'"sical item5 a service5 or an idea.
MBA Department 89
PRODUCTS OFFERED "Y "LUE STAR
-'e compan"s product deals under consumer durable products ('ic' are re&uired b"
t'em in da" to da" use. -'is sector comes under providing sales and services o%
speciali<ed and branded products available to customers onl" t'roug' speciali<ed dealers
and business associates.
products.
+) C1,$#+0 A/#-C(,5/$/(,/,6
N Scre( C'illers
N Scroll C'illers
N ,eciprocating C'illers
N Air #andling !nits
N .an Coil !nits
N Pac6aged Acs
N #ipper Pac6aged ACs
N #isen Pac6aged ACs
N Ducted Splits
2) R(() A/# 4(,5/$/(,1#7
N @indo( Air conditioners
N Split Air conditioners
N Cassette Air conditioners
N ?erticool Split ACs
MBA Department 8=
N Concealed Split ACs
4) C())1#4/+0 R1'#/61#+$/(,
N Deep .ree<ers
N $ce Cubes
N @ater Coolers
N Bottle Coolers
N ,eac'2$n Coolers
N Mil6 Coolers
N Bottled @ater Dispensers
PRICING:-
Blue Star 'as launc'ed a ne( range o% energ" labeled Hstar2ratedI (all2mounted split air2
conditioners. -'ese air2conditioners (ill be available in a (ide range o% /5 3 B 4 Star
ratings and in capacities o% 15 1.8 and /.0 tones.
According to -. Gouri San6ara Babu5 Deput" Managing Director5 Blue Star7 Qver t'e
last 3 "ears Blue Stars room AC business 'as been consistentl" gro(ing at a CAG, o%
80L as against t'e industr" gro(t' o% /8L 2 30L. @e 'ave been able to do t'is since (e
'ave di%%erentiated ourselves %rom t'e ot'ers t'roug' better engineered and more energ"
e%%icient air2conditioners sold and serviced t'roug' tec'nicall" competent c'annel
partners. @e believe t'at t'e energ" labeling Hstar2ratingI o% room air2conditioners (ill
clearl" strengt'en Blue Stars position in t'e room air2
conditioner mar6etR.
"031 7$+# &/,5(: AC P#/41 L/7$ (C(7$)
"031 7$+# &AEKR7.1=1YC KR7.1F800
"031 7$+# &AEKR7.0L1Y KR7.1=000
"031 7$+# D103M1 &AM=F1R KR7.=0000
"031 7$+# &AE=F1Y" KR7.=0F00
MBA Department 81
"031 7$+# S3*1# D103M1 &AE181YA KR7.17>00
"031 7$+# D103M1 &AM181R KR7.17L00
"031 7$+# D103M1 &AM181YA KR7.1H100
Blue star Delu:e Series @,1/1M S,s.185800
MBA Department 8C
PRICE LIST OF AIR
CONDITIONERS
MODEL PRICE
VAT
1=.>G DISCOUNTS
@A+111)A 1C5000 1300 /80
#@+1/1)C //5000 /0=8 /80
#@+111)C /85800 /380 /80
#@+/41)B 335000 30=8 /80
3#@1/1)B /45800 //31 400
3#@111)B 305000 /=93 400
3#@/41)B 3=5000 3411 400
#@+39/)C 815000 4C31 400
M#@301,B 4=5800 49/8 800
M#@391,B 885000 83=8 800
SC,111)C 815800 4C39 100
SC,/41)D 8=5000 8800 100
SC,391,C 145000 1/11 1000
SC,411,C 15085000
10531
3 1000
?C+301, 885000 83=8 100
?C+4/1, 915000 99/8 1000
?C+841, 185000 1/80 1000
MBA Department 90
PROMOTION:-
A promotion plan describes t'e tools or tactics used to accomplis' mar6eting objectives
M+#;1$/,6 (2@14$/<1 T((07 (# $+4$/47
Create a(areness o% blue
star products among ne(
customer.
Advertisement o% blue star5 in
maga<ines.
Distribute product samples to
obstetricians.
$ncrease o% sales.
A%ter sales service.
Sponsor an event attended
'ouse'old.
MBA Department 91
PLACE (S+017 . D/7$#/23$/(,:-
$n t'is section5 (e (ill see 'o( t'e products and customers FmeetF or come toget'er
t'roug' sales and distribution.
Blue star compan" pre%ers distribution o% its products via +:clusive dealers i.e.5 C'annel
partners. $t 'as various innovations in its products and e:clusive services. Blue star
goods and services are not available in s'o(rooms and ot'er retail s'ops. -'e brand
name o% blue star is e%%ective and e%%icient and 'ence it does not entertain ma:imum
advertising %or its products and services. -'e benc'mar6 'as been set up b" t'e compan"
('ic' creates a plat%orm %or itsel%.
-'e dealers t'en reac' to t'e customers in t'e remote areas (it' t'eir (ide area net(or6
and get its sales ac'ieved and mar6et s'are %or t'e compan" is set in t'is li6el" manner.
+%%ective care is ta6en b" t'e compan" %or its a%ter sales service t'roug' its aut'ori<ed
dealers'ip. $n s'ort t'e entire mar6et is being tapped b" t'e compan" (it' t'is uni&ue
met'od o% distribution.
%1- *(/,$7:
+:clusive recogni<ed dealer.
Sales %orce and services.
+:perts e:pertise
Customer reac'.
+%%ective approac'.
,ecord maintenance %or better consistenc".
MBA Department 9/
A P(7/$/(,/,6 /)+61 $9#(369 *1#41*$3+0 )+**/,6: SPSS
Statistical Pac6age %or t'e Social Sciences HSPSSI is a tec'ni&ue t'roug' ('ic' (e can
measure customer satis%action in respect o% ('at (e generall" o%%er to t'em. #o( t'e"
%eel about product5 ('at t'e" %eel about social image o% compan". -'ese are t'e t'ing
('ic' (e can measure and also customer mind and be'avior.
-'ere%ore5 as per perpetual image is concerned %or t'at a surve" is conducted b" us. -'e
surve" name (as BC37$()1# S+$/7'+4$/(,C and t'e objectives (as BT( ;,(: +2(3$
*320/4 0/;1 +,5 5/70/;1C and t'e section ('ic' (as c'osen B/,5/</53+0 9(3719(05 +,5
4())1#4/+0C . F> R17*(,51,$7 responded on our &uestion %rom =0-0>-=00L $( =8-0>-
=00L t'e &uestionnaires (as in %ollo(ing (a"s7
MBA Department 93
1). !(: 7+$/7'/15 +#1 -(3 :/$9 (3# *#(534$N
aI. ?er" satis%ied bI. Satis%ied cI. *eit'er dI. !nsatis%ied eI. ?er"
unsatis%ied
I,$1#*#1$+$/(,
-'e product Satis%action o% customers is 4/L are ver" satis%ied.
-'e product Satis%action o% customers is 19L are satis%ied.
-'e product Satis%action o% customers is /9L are neit'er.
-'e product Satis%action o% customers is 11L are unsatis%ied.
-'e product Satis%action o% customers is 8L are ver" unsatis%ied.
MBA Department 94
=. !(: 7+$/7'/15 +#1 -(3 '(# *#(534$ (''1#/,6 (# #+,61 3,51# (,1 #(('N
aI. ?er" satis%ied bI. Satis%ied cI. *eit'er dI. !nsatis%ied eI. ?er"
unsatis%ied
P#(534$ O''1#/,6
58%
21%
5%
11%
5%
?er" Satis%ied Satis%ied *eit'er !nsatis%ied ?er" Satis%ied
I,$1#*#1$+$/(,
81L o% t'e respondents are ver" satis%ied %or t'e product o%%ering under one
roo%.
/1L o% t'e respondents are satis%ied %or t'e product o%%ering under one roo%.
11L o% t'e respondents are neit'er %or t'e product o%%ering under one roo%.
8L o% t'e respondents are ver" unsatis%ied B unsatis%ied %or t'e product
o%%ering under one roo%.
MBA Department 98
E. !(: )349 +#1 -(3 7+$/7'/15 :/$9 P#(534$ *#/4/,6N
aI. ?er" satis%ied bI. Satis%ied cI. *eit'er dI. !nsatis%ied eI.
?er" unsatis%ied
I,$1#*#1$+$/(,
3=L o% t'e respondents are ver" satis%ied (it' t'e product pricing.
/9L o% t'e respondents are satis%ied (it' t'e product pricing.
19L o% t'e respondents are neit'er (it' t'e product pricing.
11L o% t'e respondents are unsatis%ied (it' t'e product pricing.
10L o% t'e respondents are ver" unsatis%ied (it' t'e product pricing.
MBA Department 99
C(,7(0/5+$15 #1730$ (' 73#<1- :91#1 F> #17*(,51,$ :/$9 #17*14$15 $(
P#/41 O3+0/$- +,5 P#(534$ O''1#/,6. T91 '(00(:/,6 #1730$ :1 6($:-
NAME OF T!E
COMPANIES
;G
SAMSUNG
VOLTAS
ELECTROLUX
!ITAC!I
VIDEOCON
MBA Department 9=
I,$1#*#1$+$/(,
.rom t'e above reponse it is depicted t'at customer perception to(ards blue stare
product Qprice5 &ualit" 5 serviceR is 'ig' compare ot'er mar6et pla"ers
MBA Department 91
MBA Department 9C
MBA Department =0
MBA Department =1
MBA Department =/
C!APTER V
MBA Department =3
FINDINGS . SUGGESTIONS
FINDINGS
1. According to mar6et s'are /00=2/001bot' central and pac6aged air conditions5
commercial 'ave e&ual s'are 49.=L.
/. $n during %rom /008 to /00= t'e average gro(t' rate o% blue star in 3/L and during
%rom "ear /0012%rom /010 i% average gro(t' rate increases to 39L.
3. ,apidl" %inancial per%ormance o% blue star 'as increased %rom 1/000 H%rom /009I to
4/000 members.
4. -'e estimated revenue in "ear /010211 in 190 crores to ac'ieve t'is t'e" are using
sales %ocusing.
8. According to ms o% /00C pac6aged a condition to 80L and room air conditions are
10L.
MBA Department =4
9. ,espondents %ell t'at are ver" satis%ied (it' t'e product an%d8 L respondent t'e
product !* satis%ied.
= 81L respond are ver" satis%ied (it' t'e product o%%ering one roo% and 8L respondent
are un satis%ied (it' t'e product range.
1. 3=L respondent are 6e" satis%ied (it' t'e product price and 10L respondent are
unsatis%ied (it' t'e product price satis%action.
C. in t'e customer perception sure" b.s in leading (it' good product price5 &ualit" and
service.
SUGESSTIONS:
$n order to 'ave muc' sales %or room air2conditions t'e management o% blue star
compan" must concentrate B must use t'e strategies %or t'e sales o% room air
conditioners
Muc' pro%its can be raped i% t'e compan" captures rural mar6et ('ic' 'elps
capture t'e large mar6et s'are
-'ere s'ould be competitive cost to gain t'e mar6et s'are
Maintain t'e customer relations'ip b" providing t'e better customer service
-'e" s'ould improve a%ter sales services in order to %acilitate t'e customers
MBA Department =8
C!APTER VI
MBA Department =9
CONCLUSION
CONCLUSION
$ (ant to conclude t'at $ (as able to ac'ieve t'e target given b" t'e compan" and done a
%air justice (it' m" +-2-itle5 $ reac' on a conclusion t'at7
Blue Star is $ndiaDs largest central air2conditioning compan". @e come 6no( t'at
people are ver" %amiliar (it' t'e brand name o% Blue Star. Customers 'ardl" 'ave a
complain about t'e product and service o% Blue Star. -'e compan" 'as a good image in
t'e mar6et. -'ere are di%%erent 6inds o% customers (it' di%%erent mentalit" and (a" o%
communication (e 'ave to communicate as t'e customer is5 its ver" muc' 'elp%ul in
selling t'e product. Customers also di%%er as t'e area di%%ers. -'e compan" 'as %our
manu%acturing units and /4 o%%ices (it' 980 dealers. $ learnt t'at (or6ing in t'e %ield o%
mar6eting re&uires some laudable &ualities. -'e salesman s'ould be ingenious5 s're(d5
con%ident and %ervent to convince t'e customer. -'e salesman 'as to put on a c'eer%ul
MBA Department ==
countenance ('ile encountering (it' t'e customers and (it' good interpersonal s6ills
can ma6e it all possible
MBA Department =1
C!APTER VII
B$B;G,AP#)
MBA Department =C
"I"LIOGRAP!Y
)*' +hilip "otler, ,eller, "oshy and jha, -../, mar"eting management,
)-th edition,
-*' $alhotra, "'&aresh, -..0, mar"eting research,-
nd
edition,pearson'
1*' 2amaswamy 3'#' &ama"umari #, -../, mar"eting management4
5ndian conte6t, $acmillan 5ndia ltd'
7*' #emeni", -../, promotion and 5$C, !homson
0*'Clow, -..8, 5ntegrated advertising, promotion and mar"eting, 1
rd

edition, !homson
/*'9arlrymple, -../, sales management,8
th
edition, john Wiley'
5e!s#te6
www'bluestarindia'com
www'mar"etingteacher'com
www'financiale6press'com
www'businessballs'com
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