RECRUITMENT IN SAMSUNG

SUBMITTED BY
KARAN DEO SINGH
B.COM (H)
ENROLLMENT NO-A7004613128
Under guidance of:
Faculty Guide
Dr. SHELLY VADERA
Assistant Professor
ABS, Lucknow
(TERM PAPER REPORT IN PARTIAL FULFILMENT OF THE AWARD OF FULL TIME B.COM(H) (201316)

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH LUCKNOW

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STUDENTS CERTIFICATE
Certified that report is prepared based on the term paper project
undertaken by me in RECRUITMENT IN SAMSUNG under the able
guidance of Dr. Shelly Vadera in partial fulfilment of the
requirement for award of degree of B.Com (H) from Amity
University, Uttar Pradesh.

Date 31-10-2015

Karan Deo Singh

(Student name)

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Dr.Shelly Vadera
(Faculty Guide Name)

Professor V.P. Sahi

(Director ABS)

FACULTY CERTIFICATE
Forwarded here with a term paper report on RECRUITMENT IN
SAMSUNG submitted by Karan Deo Singh Singh, Enrollment
Number A7004613028, Student of B.com (H)
4th Semester (2013-2016)

This project work is partial fulfilment of the requirement for the

degree of B.Com (H) from Amity University Lucknow campus, Uttar
Pradesh

Dr. Shelly Vadera

Amity University,
ABS
Lucknow Campus

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ACKNOWLEDGEMENT
I wish to express my sincere gratitude to PROF. V.P. SAHI, Director
ABS, Amity University Uttar Pradesh, Lucknow for providing me an
opportunity to do my term paper on Recruitment in Samsung I
sincerely thank my faculty guide Dr. Shelly Vadera (ABS), Amity
University Uttar Pradesh, Lucknow for the guidance and
encouragement in carrying out this term paper . Last but not the
least I wish to avail myself of this opportunity, express a sense of
gratitude and love to my friends and my beloved parents for their
manual support, strength and help for everything.

KARAN DEO SINGH

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TABLE OF CONTENT
CHAPTER 1
Introduction
Literature Review
Objectives

CHAPTER 2

Company Profile
Marketing Strategies
Research Methodology

CHAPTER 3

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Limitations
Conclusions
Suggestions
Bibliography

EXECUTIVE SUMMARY
Havells India Limited (Havells) is an India based consumer products
company. It involves in the business of electrical and power distribution
equipment manufacturing. The company, through its subsidiaries,
Manufactures and distributes industrial and domestic circuit protection
switchgear, cables & wires, motors, fans, power capacitors, CFL lamps,
luminaries for domestic, commercial and industrial applications, modular
switches and bath fittings. Havells markets its products under the brand
names Crabtree, Sylvania, Concord, Luminance, Linolite, SLI Lighting
and Endura Lite. The company operates 11 manufacturing plants in India
and seven others across Europe, Havells India Latin America and Africa.
The company operates with 94 branches and
representative offices in over 50 countries across the world. The
company is headquartered in Noida, India.

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CHAPTER 1
A STUDY OF MARKETING STRATEGY OF
HAVELLS
INTRODUCTION
Marketing strategy is the goal of increasing sales and achieving a
sustainable competitive advantage. Marketing strategy includes all basic
and long-term activities in the field of marketing that deal with the
analysis of the strategic initial situation of a company and the
formulation, evaluation and selection of market-oriented strategies and
therefore contribute to the goals of the company and its marketing
objectives.
Developing a marketing strategy
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. Commonly, marketing strategies are developed as multi-year
plans, with a tactical plan detailing specific actions to be accomplished in
the current year. Time horizons covered by the marketing plan vary by
company, by industry, and by nation, however, time horizons are
becoming shorter as the speed of change in the environment increases.
Marketing strategies are dynamic and interactive. They are partially
planned and partially unplanned. Marketing strategy needs to take a
long-term view, and tools such as customer lifetime value models can be
very powerful in helping to simulate the effects of strategy on acquisition,
revenue per customer and churn rate.
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Marketing strategy involves careful and precise scanning of the internal

and external environments. Internal environmental factors include the
marketing mix and marketing mix modeling, plus performance analysis
and strategic constraints. External environmental factors include
customer analysis, competitor analysis, target market analysis, as well
as evaluation of any elements of the technological, economic, cultural or
political/legal environment likely to impact success. A key component of
marketing strategy is often to keep marketing in line with a company's
overarching mission statement.
Once a thorough environmental scan is complete, a strategic plan can
be constructed to identify business alternatives, establish challenging
goals, determine the optimal marketing mix to attain these goals, and
detail implementation. A final step in developing a marketing strategy is
to create a plan to monitor progress and a set of contingencies if
problems arise in the implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal
marketing budget and how to allocate across the marketing mix to
achieve these strategic goals. Moreover, such models can help allocate
spend across a portfolio of brands and manage brands to create value.

Strategic models
Marketing participants often employ strategic models and tools to
analyze marketing decisions. When beginning a strategic analysis, the
3C's model 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.
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Marketing Mix Modeling is often used to simulate different strategic

flexing go the 4Ps. Customer lifetime value models can help simulate
long-term effects of changing the 4Ps, e.g.; visualize the multi-year
impact on acquisition, churn rate, and profitability of changes to pricing.
However, 4Ps have been expanded to 7 or 8Ps to address the different
nature of services.
There are many companies, especially those in the consumer package
goods (CPG) market, that adopt the theory of running their business
centered around consumer, shopper and 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.

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LITERATURE REVIEW
Although most authors speak about some parts of Strategic Marketing,
here is included a list of definitions of the term. Some authors appear in
different years (for example, Jain), It is understand that they have added
new comments or redefined the term after the years.
Drucker 1973 Strategic marketing as seen as a process consisting of
analysing environmental, market competitive and business factors
affecting the corporation and its business units, identifying market
opportunities and threats and fore casting future trends in business
areas of interest for the enterprise ,and participating in setting objectives
and formulating corporate and business unit strategies. Selecting market
target strategies for the product-markets in each business unit,
establishing marketing objectives as well as developing ,implementing
and managing the marketing program positioning strategies in order to
meet market target needs.

Hart &Stapleton 1977 " a statement in very general terms of how the
marketing objective is to be achieved, e.g. acquiring a competitive
company, by price reductions, by product improvement, or by intensive
advertising. The strategy becomes the basis of the marketing plan"

Lambin 1977 The role of strategic marketing is to lead the firm towards
attractive economic opportunities, that is, opportunities that are adapted
to its resources and know how and offer a potential for growth and
profitability.

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Sudharsan 1995 Marketing strategy creates pathways to a desirable

future. The output form such marketing strategy analysis and choice (or
strategic marketing decision ) is a marketing strategy statement.

Kotler 1997 the selection of target markets, the marketing mix and the
marketing expenditure levels...... The marketing strategy is the way in
which the marketing function organises its activities to achieve a
profitable growth in sales at a marketing mix level ..A marketing
strategy may be defined as a plan (usually long term) to achieve the
organisations objectives asfollows
a) By specifying what resources should be allocated to marketing.
b) By specifying how these resources should be used to take advantage
of opportunities which are expected to arise in the future.

Munuera & Rodriguez 1998 A methodology of analysis which pretends

the knowledge ofcustomers needs and the forecast of potential options
( ours and competitors) in order to gain competitive advantage in a long
term ( sustainable ) and defendable.

McDonald 1999 the term marketing strategy reflects the companys

best opinion as to how it can most profitably apply its skills and
resources to the marketplace. It is inevitable broad in scope.Marketing
strategies are the means by which a company achieves its marketing
objectives and are usually concerned with the 4 ps.

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OBJECTIVES
To understand the marketing strategies of Havells
To analyse efforts made by organization to increase its sales.
To study the services provided by Havells.
To see how they manage their market in this competitive world.
To determine the market share of Havells.
To find out the preference level of respondents regarding Havells
To assess the brand awareness of the Havells the electronic segment
To Study the brand positioning of Havells.
To understand customers perception about Havells retail lighting
products.

To compare different retail lighting equipment manufacturing brands

based on specific attributes.

CHAPTER 2
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COMPANY PROFILE

Type

Public company

Traded as

BSE:517354

Industry

Electrical equipments

Founded

1958

Founders

Qimat Rai Gupta

Headquarters

Noida, India

Key people

Qimat Rai Gupta Founder&Chairman

Products

Electric Products

Revenue

82.62 billion (US$1.3 billion) (2014)

Employees

8,000

Divisions

Lighting Sector, Power Distribution Sector

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Havells India Ltd is a billion-dollar-plus electrical equipment company

founded in 1958, with products ranging from industrial & domestic circuit
protection switchgear, cables & wires, motors, fans,
gpower capacitors, compact fluorescent lamps (CFL), luminaries for
domestic, commercial & industrial applications, modular switches
covering household, commercial and industrial electrical needs, water
heater and domestic appliances.
Havells owns global brands like Crabtree, Sylvania, Concord, Lumiance
and has 94 branches / representative offices with over 8000
professionals in over 50 countries. As of 2013 It has 12 manufacturing
plants in India located
at Haridwar, Baddi, Noida, Faridabad, Alwar, Neemrana and 6
manufacturing plants are located across Europe, Latin America & Africa
and with more than 20,000 global distribution network. In 2014, Havells
was listed 125th among 1200 of India's most trusted brands according to
the Brand Trust Report 2014, a study conducted by Trust Research
Advisory.

Establishment and early History

In 1958 Qimat Rai Gupta left his education midway and founded an
Electric trading operation in the electric wholesale market of Old Delhi.
With an investment of Rs.10000, he started Havell's Industries. In 1971
Gupta Bought HAVELLS Brand, and in next five years he started the first
manufacturing Plant at Tilak Nagar, New Delhi of the Rewireable
Switches and Changeover Switches in his Kirti Nagar Plant, near New
Delhi. In next few years Hals started to Set up a manufacturing plant for
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HBC Fuses at Badli, New Delhi and begun manufacturing of the Energy
Meters. later, it Acquired Towers and Transformers Ltd. and turned it into
a profitably manufacturing Energy Meters Company in just one year.
[citation needed] Later, the Company entered MCBs manufacturing at
Badli, Delhi in a Joint Venture with Geyer, Germany. In 1974 company
started manufacturing of the Change over Switches plant at Sahibabad,
UP for. In 1980 they started manufacturing Control Gear Products at
their Faridabad, Haryana plants. Later in 80's they Acquired a
manufacturing plant at Alwar, Rajasthan for Power Cables & Wires.In
that same year they Entered into a Joint Venture with Electrium, UK for
manufacturing Dorman Smith MCCBs and Crabtree Modular Plate
Switches. Acquired an Electric Control & Switchboards at Noida for
manufacturing customised packaged solutions. Introduced high-end
Ferraris Meters in Joint Venture with DZG, Germany. Acquired
controlling stake in Duke Arnics Electronics (P) Limited engaged in
manufacturing of Electronic Meters-Single Phase, Three Phase, Multi
Function, Tri-Vectors and also acquired controlling interest in an industry
major-Standard Electricals Ltd and also an Acquired business of Havells
Industries Ltd, MCCB of Crabtree India Limited and merged ECS Limited
in the company to consolidate its area of core competence.

Global Presence

In late 90's Standard Electrical Company became a 100% Subsidiary of

the company. The company gained IEC certification for industrial
switchgear and CSA certification for all manufacturing plants in 1991.
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[citation needed] Soon production started in their plant located at Baddi

(H.P.) for manufacturing domestic switchgear. Setting up a
manufacturing plant for manufacturing of ceiling fans at Noida, UP. In
1999 Havell's opened their first international sales office in London
through their wholly owned subsidiary company Havells U.K. Ltd. In
December 2004, placed 235 fully convertible debentures of Rs.1 million
on M/s. Shine Ltd., Mauritius and the debenture were converted in June
2006 Attained the CE certificate for CFLs. In March,2005 Havells Started
the manufacturing of the Electric Fans at its plant located near Haridwar,
Uttarakhand and got Award for the KEMA certification by The Dutch
Council for Accreditation, making QRG the only group to attain this
certification in India.[citation needed] The company started their first
R&D Center in Noida. In November, 2005 Crabtree India merged with
Havells India. adding a CFL production unit in Haridwar manufacturing
plant. Expansion at Alwar manufacturing plant for increase of production
capacity and another expansion at the Baddi manufacturing plant and
set-up of an Export Oriented Unit started in that same year. In 2006 it
became one of the India's first Company to get the ISI mark Certification
from the Bureau of Indian Standards for complete range of CFLs.The
company is setting up new fully automatic water heater manufacturing
plant in Neemrana,Rajasthan under the leadership of Mr, Sunil Sikka,Mr.
Ajay Bhanot,Mr. Daljit Singh, Mr. Akhilesh Mittal and team.

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MARKETING STRATEGIES OF HAVELLS

Branding and distribution network of the key
differentiators

With increasing urbanization, it is expected that Tier II and III cities to be

engines of growth in the coming years, making extensive distribution
network and brand presence critical for consumer goods companies.
Havells capacity 'to cross - leverage its existing distribution network and
established brand presence that give a competitive advantage over
smaller companies with limited scope.
Havells has established a distribution network pan-India in recent years,
using it has been able to quickly gain market share, even by relatively
new products such as modular switches, compact fluorescent lamps,
electric fans. Its network compares well with that of the largest appliance
company in India, Bajaj Electricals, which comes through 50,000 outlets.
Today, Havells has a network of 4,300 wholesalers / distributors and
35,000 retailers. As for the brand, the company is particularly strong in
northern and eastern India, which together account for about 56% of
total sales and 44% of its total dealer base. While southern India has
been a major contributor to sales, due to the huge size of the market;
Havells has been traditionally weak in western India (which accounts for
about 15% of total sales), there being a late entrant. However, the
company is making efforts to increase their market share in the region
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by expanding its dealer base (which is now comparable in size to their

dealer bases in North and South India).
To further leverage its presence in product segments, Havells has
opened exclusive outlets -Havells Galaxy appointed in various cities of
India. These shops, owned by Havells distributors', exhibition and retail
are committed to the full range of company products. Currently, there
are 80 Havells Galaxy stores across India and the company plans to
increase the number to 200.

Sylvania change to improve the consolidated profit

The economic crisis that occurred shortly after Havells acquired
Sylvania in Frankfurt in April 2007 resulted Havells reporting losses on a
consolidated basis in 2008-09 and 2009-10. This in turn kept Havells
consolidated per share (EPS) depressed earnings during the two years
ended March 2010. Havells initiated a restructuring process aimed at
reducing the fixed cost base in Sylvania is expected to result in savings
year of 33.5 million, a large part of which is reflected in EBITDA in
2010-11. Initially, the company had hoped to break even on the level of
net profit in 2011-12, but the 9M, 2010-11 Sylvania results indicate that
the subsidiary would have a nominal net profit of around 1 million in
2010 to 11 in another. With Sylvania turn [hereinafter positive EBITDA in
Q4, 2009-10 and 2010-11 net profits (E)] is expected consolidated EPS
Havells' to increase significantly in the medium term.

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Product launches in Sylvania Havells India to enable serve a

broader market, but the distribution would be a challenge
The market size of the lights and special lamps, areas of probable
approach to Sylvania in India was estimated RS.
2,100 crore in 2009, representing nearly 30% of the total lighting market
in India this year. Given the history of Sylvania operations and growth
potential of the lighting industry in India, the growth potential of the
brand in India seems significant.
With its wide range of products and access to the latest technologies
such as light emitting diodes (LEDs), Sylvania products positioned for
access to institutional customers - thereby mitigating the risk of
cannibalization of existing products Havells'. However Havells would
establish an independent distribution channel for products Sylvania as
their current network is primarily aimed at retail customers. Accordingly,
it may take some time for the growth products Sylvania Pickup India. We
expect Sylvania products to achieve a turnover of around Rs. 50 million
rupees (which translates to a market share of around 2%) in its first full
year of operation and thereafter grow in line with the growth rate of the
industry is estimated at around 25% .
Highly competitive industry; Havells strategy 'to counter warranty claims
that moderate growth in market share
The CFL market in India is highly competitive, with around 20 organizers
and several players from the unorganized sector. Although until about
two years ago, the unorganized sector used to account for almost 40%
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of the CFL market, its share is now expected to decrease significantly

due to the following factors:
Introduction of standards for compact fluorescent lamps by the
Bureau of Indian Standards (BIS): BIS has ordered CFLs should lead to
a high power factor (PF) seal of October 1, 2009 onwards . According
ELCOMA, 14 companies have purchased licenses to manufacture CFLs
with> 0.85 PF
Anti-Dumping Duty: This has restricted the import of CFLs low-cost
China a measure
Increasing consumer awareness: As the price differential between the
products offered by organized and unorganized players is not
significant, consumer preference has evolved into products with better
quality parameters (eg, factor power, and guaranteed hours)
Looking ahead, we expect CFL industry to consolidate further and
further away from the unorganized and the shift towards higher quality
gains more momentum and the benefits of economies of scale accrue to
larger industry players. Assuming that a 20% change in the market
share of the unorganized sector to organized over three to five years,
the top five players (including Havells) would gain 2.8% to 3.2% share
market, given its extensive distribution network, profitable operations
and a strong brand presence. Havells however is taking a cautious
approach to contain warranty claims, a major concern for the industry.
As is the norm in the industry, CFL manufacturers offer product
warranties ranging from six months to one year from the date of
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purchase2. This has been a major concern for manufacturers of CFL in

India due to poor market practices have led to significant claims for
returns. In 2007-08, Havells received claims for Rs. Rs 13.62 million,
which was 12.7% of sales this year CFL. To rectify the situation, the
company recalled its products in certain states where malpractices were
rampant, and this led to a 30% decline in sales to Rs. 84.5 million
rupees in 2008-09. Consequently, the market share of the company was
reduced to 6% in 2008-09 from 10% in 2007-08. Later, with operations
in other states of stabilization, market share Havells' reported
improvement in 2009-10. Any warranty claims dropped significantly in
2009-10 to Rs. Rs 2.86 million, which was 1.9% of total CFL sales that
year.
Although there have been cases of companies withdrawing guarantees
in the past, the lack of participation of all firms, and the availability of
cheaper alternatives unorganized affected sales, which led to the
reintroduction of the securities industry. Considering that there are still
bad practices of related collateral, Havells is now following a
conservative strategy of restricting its presence to a few key markets.
While this has a negative impact on sales and market share over the
past two years, has also helped to protect profit margins. Given the
conservative approach Havells', we expect their market share to
stabilize at around 8.5% during 2010-11 (E) 2012-13 (E).

Movement in Havells' Market Share in CFL Segment

Industry

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Units
Rs.

2007-08
1,162

2008-09
1,510

2009-10
1,900

2010-

2011-

2012-

11(E)
2,410

12(E)
3,036

13(E)
3,775

Size
Market Shar

crore
%

10%

6%

8%

8.5%

8.5%

8.5%

Environmental threat posed by the use of mercury in CFLs, increased

affordability of the products of solid-state lighting can affect the demand
for CFL; access to technology Sylvania advanced products can help
maintain market share
Although given its fundamental importance in saving electricity,
environment CFL face challenges due to the use of mercury in their
related work. The threat is greatest for the developing nations like India
as CFLs manufactured here have a higher mercury content (up to 13 mg
in the lamps of lower quality); developed countries, on the other hand
have regulations restricting the content to 1 mg per bulb. Taking into
account environmental concerns, efforts are being made worldwide to
reduce the cost of products or LED solid-state lighting, which are
considered significantly superior in terms of energy efficiency and
environmental friendliness. Although Havells has a range of a single
product in the lighting segment (independently) and a limited presence in
LEDs (trade), the acquisition of Sylvania provides access to a much
wider range of products including fluorescent lamps -Intensity and high
discharge (HID) lamps and various special products for institutional
clients.
Only new products to be launched under the Sylvania brand to
avoid cannibalization of revenue
It is expected to launch Havells Sylvania products in India this financial
year. To ensure that the release does not lead to cannibalization of
revenues, Sylvania operations in India will focus exclusively on
institutional clients and their products will be shipped through a different
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distribution channel completely. Havells otherwise continue with its own

range of products, which largely serves domestic and retail customers.
The product launch Sylvania also benefit from high brand recall because
it was early in Sylvania operating in India through a joint venture called
Sylvania Laxman Limited. Although the joint venture ended in 1993, was
able to establish a strong presence and brand is still recognized in the
industry.
Significant area of growth in the segment of luminaire
In addition to CFLs Havells also present largely through trade fixtures.
Due to intense competitive pressures from starters like Philips and Bajaj,
Havells currently ranks fourth in terms of market position with a share of
10% in Rs. 2,000 crore market. Given the strong outlook for residential,
commercial and retail construction in India is expected to report a
luminaire segment healthy growth rate of about 15% annually during
2010-11 (E) 2012-13 (E ).
It is expected that the competitive positioning Havells' in the segment of
fixtures to further improve the product launch Sylvania, designed largely
to institutional clients, including airports and stadiums.

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RESEARCH METHODOLOGY
Since the study is exploratory in nature. A personal interview with
each retailer was aid of questionnaire was selected as the method of
obtaining data. The questionnaire was used to facilitate tabulation and
analysis of data.
Field experience showed that listing the respondents to the
questionnaire failed to touch upon certain parameters and it was found
necessary to let the respondents have free hand and let the designed
information

filter

lengthy discussion,

through

some

aspects

of

questionnaire adequately touched upon.

To interview the retailers as far as those languages were used
which they can understand clearly, such as Hindi, English. The
researched used to stand in front of the randomly chosen retail outlet.
This is a comprehensive master plan of the study undertaken, given a
general statement of the method used and procedure followed.

DATA SOURCE
The various source of information broadly divided in 2 categories.
a) Primary source: Source from where first hand information is gathered directly are
called primary source and information thus collected is called primary
data. In case of the above study the primary source was company visit
and interview with the retailer.
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b) Secondary source: The data that are collected for another purposes already exist
somewhere is called secondary data. With regard to my study the
secondary sources where records of the company, Magazines and
websites.
Data collection method for Primary sources: The following methods are widely used for collection data.
(i)

Survey method.

(ii)

Observation method.

In the above-mentioned method Survey and Observation method

was mainly used for the undertaken topic. Survey method was mostly
used for collection of data through personal interview with the help of a
framed questionnaire in case of retail outlets. Apart from survey,
observation method was also used to get data by observing the retailer.

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CHAPTER 3
LIMITATIONS
Although all efforts have been made to study all start of population as
compared to the topic of study, but due to the reluctant nature of the
people the study suffers from the following limitations:-

The limitations are as follows: The companys policy of unveiling their sales figure seriously
hindered in obtaining the sales figure or the break-up sales of
different products of the respective companies. Thus, it is difficult
to make any comparison between the companies. Most of the
information gathered is either through annual report or through
web sites.
The unwillingness of the employees also discouraged to obtain
any further information.
The reluctant nature of the retailers to respond to questions
seriously hampered the authenticity of survey.
The result of survey are based upon crucial assumption like(a) The respondents know right answer to the questions put to
them.
(b) They are willing to give the right answer.
(c) Strictly based on the responses of the Retailers.
(d) Difficult to ascertain the authenticity of their statement.
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CONCLUSIONS
One thing is for sure with Havells that it has been keeping pace
with the industry. If we have a look at the market share of the
Havells in the last two years for the MCB, MCCB, Fuse (HRC)
its sales has increased enough to keep its market share intact,
despite the increase in the market itself.

It is also observed that Havells sales are growing at a pretty

decent rate. And it has a remarkable increase in the year 2014 as
compared to the year 2013. If we further analyze this the sales of
changeover in the year 2014 has grown about 5.5 times as
compared to the year 2013.

In the survey of market, it was observed that apart from the fixed
dealers of the company, rest of the people are almost dealing in
all the products, depending on the order. This means that they
have no fixed preferences and neither view any company as
favorable or unfavorable and just take action on the basis of their
clients need.

In the survey it was also observed that L&T is the most preferred
brand among most of the shopkeepers along with Indo Asian and
then Havells.

Another thing in the survey it is found that the people rate all the
factors (such as Price, Quality, Brand, Warranty etc.) equally
important while they purchase a product.

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SUGGESTIONS
Based on the interpretation drawn from the aforementioned data
analysis and also on basis of the informal feedback received from the
respondents, the following suggestions are recommended for Havells.
As the study reveals, Havells biggest problem areas are
communication flows and marketing intelligence. It translates into
multiple problems like - miscommunication, communication gaps
and delayed communication and therefore, resentment, dealers
not stocking and pushing Havells products etc.
It is hence, recommended that the Havells sales team should
figure out a better contact program including a better route map
which is used by the sales team. This should be aimed at
minimizing the aforementioned communication problems. This
would also help in solving another problem which is dealers not
stocking Havells products because they are not informed properly
about the launches, prices and features. As a result of this,
dealers are unable to give satisfactory answers to customers
queries. Having a proper communication system in place will
handle this as well.
Secondly, information flows should be redesigned for real time
information dispersion to and from the channel members. This will
aid in clarity about issues like dealer discounts, undercuts etc.
and both parties will gain.

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 Thirdly, Sales team must be encouraged to send in marketing

intelligence reports. It should be one of their KRA (Key Result
Area). When this is done, Havells will get regular and timely
information about the practices of competitors and other relevant
information of what is happening in the market. Accordingly,
Havells can then form a strategy to deal with them.
Finally, one of the concerns that surfaced was that of product
quality. Although there is a quality check program in place that
checks the products before they leave for the market. However, it
has to be made more robust but more importantly, by the time this
is done, it should be slightly lenient in replacing the products if
there are any complaints. This will not only pacify the dealers but
also help in gaining their faith in the company.

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BIBLIOGRAPHY
www.havells.com
www.indiainfoline.com
www.sebiedifar.nic.in
www.google.com
Marketing Management

: Philip Kotler

Research Methodology

: C.R. Kothari

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