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iII
A REPORT ON
MEASUREMENT OF
DEALER SATISFACTION
AND PERFORMANCE
LEVEL OF BEETEL
VIS-À-VIS ITS
COMPETITORS
This study is being conducted on behalf of IMRB International to analyze
the level of satisfaction of its dealers and to understand the factors
contributing to the satisfaction level of the dealers. This Study makes an
attempt to compare the performance level of Beetel vis-à-vis its major
competitors. It gives an insight to the various problems faced by the dealer.
2009
Debalina Choudhury IMRB International, 4/1/1, Meher Ali Road, Kolkata-17
5/25/2009
ICFAI BUSINESS SCHOOL, KOLKATA
Page | 3
A REPORT ON MEASUREMENT OF DEALER
SATISFACTION AND PERFORMANCE
LEVEL OF BEETEL VIS-À-VIS ITS
COMPETITORS
(A report submitted in partial fulfillment of the requirements of MBA Program of ICFAI
Business School)
BY
Debalina Choudhury
Enrollment No.-08BS0000860
IMRB International
Page | 4
A REPORT
ON
MEASUREMENT OF DEALER
SATISFACTION AND PERFORMANCE
LEVEL OF BEETEL VIS-À-VIS ITS
COMPETITORS
By
DEBALINA CHOUDHURY
(08BS0000860)
(A report submitted in partial fulfillment of the
requirements of MBA Program of ICFAI Business
School)
Project: BUZZ-DEALER 2009
Job No: DC 99727
Page | 5
ACKNOWLEDGEMENTS
I deeply express my gratitude to IMRB International to give me chance for undergoing the
training program at their branch under Summer Internship Program. Past three months have
been a great learning experience for me.
I would like to thank Mr. Rajarshi Ray, Field Manager, IMRB International, for constantly
guiding me by providing me with the necessary inputs and helping me at every juncture of the
project.
I am grateful to my faculty guide Prof. Rachana Chattopaddhayya whose practical knowledge
and experience has helped me in understanding the research principles and relating it in the
practical field. She never fails to give valuable advice, help and cooperation in every possible
way. I hope to work in many more projects under her priceless guidance.
Lastly, I would like to thank my colleagues (other summer Interns) in IMRB International who
were always there to help me.
Page | 6
TABLE OF CONTENTS
ACKNOWLEDGEMENTS…………………………………………………………………………………….5
LIST OF ILLUSTRATIONS…………………………………………………………………………………….8
ABSTRACT ……………………………………………………………………………………………………..10
1. INTRODUCTION
1.1 About IMRB International …………………………………………………………………………….15
1.2 About Indian Telecom Industry……………………………………………………………………….18
1.3 About Indian Telephone Handset Sector…………………………………………………………20
1.4 About Bharti Teletech Limited……………………………………………………………………….22
1.4.1 A Pioneering Brand……………………………………………………22
1.4.2 Market share of Beetel……………………………………………..22
1.4.3 Distribution………………………………………………………………23
1.4.4 Vision, Mission & Values……………………………………………23
1.4.5 Quality Policy……………………………………………………………24
1.4.6 Beetel Movement…………………………………………………….25
1.4.7 Products Offered by Beetel……………………………………….26
1.4.8 Competitors of Beetel……………………………………………….31
2. OVERVIEW OF THE STUDY
2.1 Objective of the study…………………………………………………………………………………...32
2.2 Scope of the study…………………………………………………………………………………………32
2.3 Need of the study………………………………………………………………………………………….32
2.4 Methodology…………………………………………………………………………………………………35
2.4.1 Sampling Design………………………………………………………...35
2.4.2 Survey………………………………………………………………………..35
2.4.3 Analysis……………………………………………………………………..36
2.5 Limitations of the study…………………………………………………………………………………36
3. ANALYSIS OF THE DATA
3.1 Dealer’s Profile………………………………………………………………………………………………38
Page | 7
3.2 Graphical Analysis of the findings…………………………………………………………………..43
3.3 Statistical Analysis of the Problem Areas………………………………………………………..51
3.4 Statistical Analysis of the relation between the
Overall Satisfaction Score and the individual
Variable’s Ratings………………………………………………………………………………………….65
3.5 Measurement of the satisfaction level of the Beetel dealers…………………………..72
3.6 Graphical Analysis of the findings of the Relational outcome Section……………….74
3.7 Statistical Analysis of the relation between the
Likelihood of recommendation of telephones to do
Business with to friends/relatives, Profitability and
Overall quality of products and services…………………………………………………………76
4. FINDINGS……………………………………………………………………………………………………………79
5. CONCLUSION&RECOMMENDATION…………………………………………………………………….84
6. APPENDICES……………………………………………………………………………………………………….86
7. REFERENCES……………………………………………………………………………………………………………106
Page | 8
LIST OF ILLUSTRATIONS
FIGURES
1. Increasing subscriber base of fixed line telephones between 2001-02 to 2005-06 …………………………..20 2. Fixed telephone lines per 100 inhabitants between 1997-2007………………………………………………………...21 3. Quality Policy of Beetel………………………………………………………………………………………………………………………24 4. Beetel Movement-A new beginning ………………………………………………………………………………………………….25 5. Beetel telephone handset: Basic Phone……………………………………………………………………………………………..27 6. Beetel telephone handset: CallerID Phone ………………………………………………………………………………………..27 7. Beetel telephone handset: Analog Cordless Phone ……………………………………………………………………………28 8. Beetel telephone handset: Combo Phone ………………………………………………………………………………………….29 9. Beetel telephone handset: Digital Cordless Phone …………………………………………………………………………….30 10. Classification according to distributors……………………………………………………………………………………………….38 11. Classification according to the telephone companies except Beetel in which the Beetel dealers deal..38 12. Classification according to companies with which dealer deals the most…………………………………………..39 13. Classification according to the sales of Beetel telephones to the overall telephone sales…………………..39 14. Comparison between sale and the deals most company……………………………………………………………………..40 15. Classification according to the most preferred supplier……………………………………………………………………..40 16. Classification according to the benchmark companies of Beetel ……………………………………………………….41 17. Classification according to the share of landline telephones to the overall business……..……………………41 18. Classification according to ‘other product categories’ with which dealers deal………………………………….42 19. Bar graph showing comparison of the overall quality of products & services…………………………………….43 20. Bar graph showing comparison of the overall value…………………………………………………………………………..44 21. Bar graph showing comparison of the overall quality of telephones…………………..................................45 22. Bar graph showing comparison of the overall quality of service provided by the distributor
sales representatives…………………………………………….……………………………………………………………………………45 23. Pie chart showing the frequency of visit by distributor sales representatives…………………………………...46 24. Bar graph showing comparison of the overall quality of service provided by the company
sales representatives…………………………………………………………………………………………………………………………..46 25. Pie chart showing the frequency of visit by company sales representatives……………………………………....47 26. Pie chart showing the expected frequency of visit by company sales executive………………………………….47 27. Bar graph showing comparison of the overall quality of the after sales service………………………………….48 28. Bar graph showing comparison of the overall quality of ordering & delivery……………………………………..48 29. Bar graph showing comparison of the overall quality of trade schemes…………………………………………….48 30. Bar graph showing comparison of the overall quality of marketing support & signage……………………..49 31. Bar graph showing comparison of the overall quality of billing & payment……………………………………….49 32. Bar graph showing comparison of the overall quality of relationship with the management…………….50 33. Bar graph showing comparison of the total profitability……………………………………………………………………50 34. Scree Plot of overall quality of the distributor sales representatives…………………………………………………53 35. Scree Plot of overall quality of the after sales services………………………………………………………………………58 36. Scree Plot of overall quality of the relationship with the management………..……………………………………62 37. Scree Plot of overall quality of the 10 independent variables…….………………………………………………………69 38. Bar graph of the frequency analysis of the overall quality of the products and services of Beetel…….72 39. Bar graph of the frequency analysis of the overall value of Beetel……………………………………………………73
Page | 9
40. Bar graph showing comparison on the commitment level of Beetel dealers…………………………………….74 41. Bar graph showing comparison on the likeliness to recommend to friends to do business with………..74 42. Bar graph showing comparison on the likeliness to continue dealing with in the next 1 year……………74 43. Bar graph showing comparison on the likeliness to increase investment in the next 1 year……………..75 44. Pie chart showing the likeliness to recommend to customers Beetel First………………………………………….75 45. Estimated marginal means of recommendation to friends to do business with vs. telephone brand….76 46. Estimated marginal means of the recommendation to friends to do business with vs. overall
Quality of products and services………………………………………………………………………………………………………...77
CHARTS
1. KMO & Bartlett’s test of Overall quality of distributor sales representatives………………………………….51 2. Initial Communalities of Overall quality of distributor sales representatives ………………………………….52 3. Final Communalities of Overall quality of distributor sales representatives ……………………………………52 4. Eigen values of Overall quality of distributor sales representatives………………………............................53 5. Component matrix of Overall quality of distributor sales representatives ………………………………………53 6. Correlation matrix of Overall quality of distributor sales representatives & the sub parameters……55 7. KMO & Bartlett’s test of After sales service……………………………………………………………………………………..56 8. Initial Communalities of After sales service …………………………………………………………………………………….57 9. Final Communalities of After sales service ……………………………………………………………………………………..57 10. Eigen values of After sales service …………………………………………………………………………………………….......58 11. Rotated component matrix of After sales service …………………………………………………………………………..58 12. Correlation matrix of the quality of after sales service and the sub parameters………………………………60 13. KMO & Bartlett’s test of the quality of relationship with the management of Beetel………………………61 14. Communalities of the quality of relationship with the management of Beetel…………………………………61 15. Eigen values of the quality of relationship with the management of Beetel…………………………………….62 16. Correlation matrix of Overall quality of relationship with the management…………………………...........63 17. Correlation matrix of the total profitability………………………………………………………………………………………64 18. Correlation matrix of satisfaction score of Beetel handsets…………………………………………………………….66 19. KMO & Bartlett’s test of Satisfaction Score …………………………………………………………………………………….66 20. Eigen values of Satisfaction Score……………………………………………………………………………………………………66 21. Component matrix of Satisfaction Score………………………………………………………………………………………….67 22. KMO & Bartlett’s test of the 10 independent variables……………………………………………………………………67 23. Initial Communalities of the 10 independent variables……………………………………………………………………68 24. Final Communalities of the 10 independent variables…………………………………………………………………….68 25. Eigen values of the 10 independent variables………………………………………………………………………………….69 26. Rotated component matrix of the 10 independent variables………………………………………………………….69 27. Component matrix of the 10 independent variables……………………………………………………………………….70 28. Regression model of Satisfaction Score…………………………………………………………………………………………..70 29. Frequency table of the overall quality of the products and services of Beetel……..…………………………72 30. Frequency table of the overall value of Beetel………………………………………………………………………………..73 31. Anova table of telephone brand and profitability vs. likeliness to recommend to friends……………….76 32. Anova table of overall quality of the products and services vs. likeliness to recommend to friends…77 33. Correlation matrix of likeliness of recommending Beetel ……………………………………………………………….77 34. Correlation matrix of loyalty, profitability and quality of product & services……………………………………78
Page | 10
ABSTRACT
My SIP project at IMRB International spanning a period of 14 weeks involved carrying out
field work of various research projects. My work included fixing up appointments with the
probable respondents, take their interviews and interact with them in order to understand their
perception regarding the subject of the research. Since February, 2009 I had the privilege to
work on 8 projects which are as follows:
1. Project: BUZZ-Dealer 2009
Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its
Competitors.
2. Project: Hocus Focus
Brand Awareness and customer perception on computers, laptops and It solutions of
HCL. The target group was people working in IT department of IT companies, people
working in IT department of Non-IT companies, CXO (the person who takes the ultimate
decision regarding which computers/laptops will be bought by the company or the
services of which brand/company‟s software will be used in the
company)/businessmen/owners/industrialists. The criteria for the CXO interview were:
The person has to take the ultimate decision regarding matters such as which
computers/laptops will be bought by the company.
The person has to be a senior level executive.
Any family member of the respondent should not work for
i. Advertising agency
ii. Market research agency
iii. Information & Technology Companies- Hardware, Software, IT Service
Providers
iv. Public relations agency
Page | 11
The person should not be participated in any market research survey in the last 6
months.
The age of the respondent should be more than 35.
For the IT employees of IT and Non-IT companies the last 3 criteria were there.
Sample Size: For CXOs we had to interview 30 respondents
For IT employees of IT companies the sample size was 30
For IT employees of Non-IT companies the sample size was 10
A database was provided for CXOs. I had to call them at the board number and fix up an
appointment according to their convenience. Then I used to go to their preferred place at the
convenient time and conduct a face to face interview. But making an appointment with the
CXOs used to be a very difficult task as they used to remain busy in meetings and some of them
used to be out of station most of the times. It was very difficult to convince them to give an
appointment within their hectic schedule. During the interview the respondents used to feel
jittery seeing the length of the questionnaire and the „Personality‟ part of the questionnaire.
3. Mystery audits of Titan outlet within the branded apparel outlets of SHOPPER‟S STOP.
The sample size I covered for this study was 2. The Shopper‟s Stop outlet which I had to
cover was in City Center and in Forum shopping mall. The time of the interview should
have been
In day- 10.30-19.30 and/or
At night- 19.30 onwards.
The critical part of this audit was that I had to behave like a customer there but I had to
minutely observe the things which a normal customer does not observe like
Exterior management
The in store interior management
Interior display windows
Page | 12
Customer interaction, Soft skills, Knowledge and selling skill of the Sales person
Then I had to fill up a Report card and put my remarks there.
4. Mystery audits of branded apparel outlets of WILLS LIFESTYLE and its competitors
namely United Colors of Benetton, Van Heusen, Tommy Hilfiger, Levi‟s, Louis Philippe
and Color Plus. I had to audit 2 competitor stores Levi‟s (in South City) and Color Plus
(in City Center). I was briefed to enter the store at 6P.M. and stay there at least for 30
minutes. For each store there was single as well as couple audits. For me, one of the
audits was single audit and the other one was couple audit. For the couple audit the
person accompanying me did not have to observe anything. The couple audit was
conducted to know if the behavior of the sales person changes when couple enters the
store. I had to observe
Condition of the Signage
Condition of the display window
Security guard & sales person
Ambience
Display of Visual Merchandise
Ambience of the trial room
Billing etc.
And then fill the ratings and the comments wherever asked for.
5. Project: Khiladi
Brand Awareness study of Levi‟s Button fly Jeans and Analysis of the prospective
market response to the launch of a new promotional campaign. This was a weekend
project and the duration was of 3 consecutive weeks.
Sample size: 240
In Store: 120
In Market: 120
The target group: Male/Female
Age-15-34
Page | 13
SEC- A (A1, A2)
Purchased premium branded jeans since February 2009.
Should have worn jeans at the time of the interview.
For the „in market‟ interview I used to stand outside the mall and approach the people
fulfilling these criteria. And for „in store‟ interview I used to stand inside the Levi‟s store
and interview people when they are about to leave the store.
6. Project: Outlook
Comparative study on the brand image of the customers towards the Laptop brands in
India. This was a syndicate study carried out by IMRB. There was different criteria for
this study, they are
The laptop has to be purchased in the last six months.
The laptop have to be either low-end (between Rs 25001- Rs 35000) or high-end
(Rs 45001 and above)
The respondent have to be the purchase decision maker and above 18yrs of age.
The Respondents which we are supposed to select should be the owner of brands
of laptops, like Dell, Sony, Acer, HP, Compaq and Lenovo only.
The study was to find out whenever a customer takes decision of purchasing a laptop, which
aspect he prefers, like Technical, Price, Brand related, Dealer-Parameters or Based on any
promotion. The objective was also to find out which brands of laptops the customers feels are
superior, inferior and matching their level of expectation in the above stated parameters. And
also what the customers prefers most: The Brand or the Price of the product.
Sample Size: Low-end (Rs.25001-35000)
Acer-20, HP/Compaq-20, Dell-20, Lenovo-20
High-end (Rs.45001above)
Sony-20, HP/Compaq-20, Dell-20, Lenovo-20
Page | 14
Of these “Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its
Competitors” was selected to be analyzed in details by me.
This study is being conducted on behalf of IMRB International to measure the levels of
satisfaction of dealers with respect to the products and services provided by BEETEL,
profitability and the relationship with the company and to assess how the major competitors of
Beetel are performing. It also tries to find out what problems the dealers are facing while
dealing with Beetel so that the company can understand the areas in which improvement is
necessary to make a better Brand image and to capture a large market share.
A detailed questionnaire is used to analyze the overall perception/experience of existing dealers
of BEETEL about the brand, its telephone handsets, the distributors, the top management,
communication received from the company as well as from the distributors, the advertisements
and trade schemes of the company and so on. Moreover, the questionnaire is designed in such a
way, that, a comparison can be drawn among BEETEL and its competitors on the above
mentioned parameters. The company wanted to find out the perception of the existing
customers about certain specific parameters like:
Perception of the overall quality of products and services
Perception of the overall value
Perception of the brand
Total profitability
Commitment level
Likelihood of Recommendation and continuation of business
Perception of the overall quality of telephones
Perception of the overall quality of distributor‟s sales representatives
Perception of the overall quality of company sales representatives
Perception of the overall quality of after sales service
Perception of the overall quality of ordering and delivery
Perception of the overall quality of trade schemes
Perception of the overall quality of marketing support
Perception of the overall quality of invoicing and payments
Perception of the overall relationship with the management
Page | 15
INTRODUCTION
At the very onset and before going into the intricacies of my project, I would like to give a brief
introduction about IMRB International, the organization I am working under for my internship.
Further, I would like to give a background of Bharti Teletech Limited, the client of IMRB
International for whom this market research project is being conducted and the Telephone
handset sector in India.
About IMRB International:
Established in 1971 and with over three decades of market research experience, IMRB
International is a pioneer in India in various research areas. Associated with a group of
international market companies such as the British Market Research Bureau (BMRB) and
Millard Brown International, IMRB International operates out of thirteen cities in India and has
associate offices in Sri Lanka, Bangladesh and Nepal.
The 500 member strong IMRB International promises high quality conceptualization, strategic
thinking, execution and interpretation skills on all its clients' research needs. In 1996, IMRB
International managed 2,500 projects and 4,000,000 interviews. IMRB International is the only
research company in India today that offers the entire range of research based services to its
clients. IMRB International's specialized areas are consumer markets, industrial marketing,
business to business marketing, social marketing and rural marketing.
IMRB International's specialized units:
IMRB International has been offering over 30 years of specialist research services to clients in
India and overseas on products and services covering the entire gamut of business and industry.
IMRB International today, operates out of its five full service offices in Mumbai, Delhi,
Calcutta, Chennai and Bangalore and is supported by 15 other regional centers for collection of
survey information that literally span the entire country.
We are able to provide the highest quality of professional services to the utmost satisfaction of
our clients which include the small medium and large scale industries, the government and
public sector units, multinational corporations and international companies that are eyeing the
highly promising Indian market.
Page | 16
To serve the diverse needs of our clients, we also have five specialist units:-
Probe Qualitative Research (PQR)
Social and Rural Research Institute (SRI)
Media & Panel Research Group
Customer Satisfaction Management & Measurement (CSMM)
Business & Industrial Research Division (BIRD) and the eTechnology Group@IMRB
International
Probe Qualitative Research is one of India's leading qualitative research groups and has
executives specially trained in India and overseas in qualitative research methods. Drawing on
learning from ethnography, psychology and anthropology, PQR has created a validated tool-kit
for product, communication and brand development.
The Social and Rural Research Institute specializes in social research and in conducting
research on emerging rural markets. It has staff with special expertise in conducting
Knowledge, Attitudes & Practice (KAP), Studies on health and sanitation, water, environment
and other fields, in India as well as internationally.
The Media and Panel Group of IMRB International is a pioneer in the field of media research
in India. It has been conducting the National Readership Surveys in India since 1978. It has
been running India's only Television Rating Program (TRP) since 1986, the year in which
television went commercial in a major way. It has also developed its own people meters.
Customer Satisfaction Management & Measurement (CSMM) is part of the Walker
Information Global Network and is the first such specialist organization in India with an
exclusive focus on customer and employee satisfaction, reputation and stakeholder assessment.
Business & Industrial Research Division (BIRD) and the eTechnology Group @ IMRB
International: As industrial markets transformed from monopolies to competitive markets, the
need for research based consultancy services was demanded of IMRB International. IMRB
International spun off the Business & Industrial Research Division to meet the growing and
changing needs of the industrial marketer. Over a decade of research experience in
telecommunication, office automation, information technology and the convergence of these
Page | 17
technologies has given the Technology Group of IMRB International, knowledge and
experience in a wide spectrum of hardware, software and services.
The project undertaken by me was under the CSMM division and a brief elaboration on CSMM
division is desirable.
IMRB International's Divisions: CSMM
Customer Satisfaction Management & Measurement (CSMM) is an independent, specialist unit
of IMRB International and the exclusive member of the Walker Information Global Network
(WIGN) in the Indian subcontinent.
As a specialist unit of IMRB International, CSMM provides the widest field coverage with five
full service offices and 13 field offices in Delhi, Calcutta, Mumbai, Chennai, Bangalore,
Hyderabad, Cochin, Pune, Patna, Ahmedabad, Guwahati, Bhubaneswar and Lucknow. CSMM
services clients in India and neighboring countries (Sri Lanka, Bangladesh, Pakistan and Nepal)
and this diverse network has made CSMM the leading provider of stakeholder products and
services in South Asia
CSMM provides a range of consulting products and services to manage external customer
satisfaction and employee commitment to integrate stakeholder measurement and management
efforts into the company's decision-making process at all levels.
Working with over 80 clients from diverse sectors, including financial services, hotels,
telecommunications, retailing, consumer products, automotive and engineering/industrial
goods, CSMM provides strategic information services to enhance customer loyalty amongst
both end customers and trade channel customers as well as to build employee commitment.
Page | 18
About Indian Telecom Industry:
The telecom industry is one of the fastest growing industries in India. India has nearly 430
million (fixed and cellular) telephone lines making it the third largest network in the world
after China and USA, as on 31st March 2009. With a growth rate of 45%, Indian telecom
industry has the highest growth rate in the world. Number of fixed line subscribers in India is
38.0 m (as on 31.3.09).
Much of the growth in Asia Pacific Wireless Telecommunication Market is spurred by
the growth in demand in countries like India and China. India‟s phone subscriber base is
growing at a rate of 82.2%. China is the biggest market in Asia Pacific with a subscriber base
of 48% of the total subscribers in Asia Pacific. Compared to that India‟s share in Asia Pacific
Phone market is 6.4%. Considering the fact that India and China have almost
comparable Populations, India‟s low penetration level offers huge scope for growth.
In 1990s, telecommunications sector benefited from the general opening up of the economy.
Also, examples of telecom revolution in many other countries, which resulted in better quality
of service and lower tariffs, led Indian policy makers to initiate a change process finally
resulting in opening up of telecom services sector for the private sector. National Telecom
Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian
telecommunications sector. In 1997, Telecom Regulatory Authority of India (TRAI) was
created. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector.
New National Telecom Policy was adopted in 1999 and cellular services were also launched in
the same year.
Telecommunication sector in India can be divided into two segments: Fixed Service Provider
(FSPs), and Cellular Services. Fixed line services consist of basic services, national or
domestic long distance and international long distance services. The state operators (BSNL and
MTNL), account for almost 90 per cent of revenues from basic services. Private sector services
Page | 19
are presently available in selective urban areas, and collectively account for less than 5 per
cent of subscriptions. However, private services focus on the business/corporate sector, and
offer reliable, high- end services, such as leased lines, ISDN, closed user group and
videoconferencing.
Page | 20
About Indian Telephone Handset sector:
The telephone is a telecommunications device that is used to transmit and receive electronically
or digitally encoded sound (most commonly speech) between two or more people conversing. It
is one of the most common household appliances in the developed world today. Telephone
handsets are the inseparable device for the fixed line telephony. Fixed line telephony can be
further categorized as fixed wire line telephony and fixed wireless telephony (known as WLL
(F)).
For the past decade or so, telecommunication activities have gained momentum in India. India
has become the fastest-growing telecom market in the world. During the financial year 2005-06,
fixed line telephony segment in Indian telecom sector witnessed a growth of 8.64%. How the
total subscriber base of fixed lines has increased from 2001-02 to 2005-05 is shown in the
following bar graph:
Fig 1
0
10
20
30
40
50
2001-02 2002-03 2003-04 2004-05 2005-06
37 41 42 4550
Tota
l Su
bsc
rib
er B
ase
of
Fixe
d L
ines
(In
M
illio
ns)
Increasing subscriber base of Fixed Line Telephones
Page | 21
The total subscriber base of fixed lines including WLL (F) touched the figure of 50.2 million
and was showing an upward trend. The total number of telephones in the country crossed the
300 million mark on June 18, 2008. The overall tele-density has increased to 31.5% in October
2008. In the wireless segment, 10.42 million subscribers have been added in October 2008
while 8.11 million subscribers were added in December 2007. The total wireless subscribers
(GSM, CDMA & WLL (F)) base is more than 363.95 million now.
The landline segment subscriber base stood at 38.22 million with a decline of 0.13 million in
October 2008. And on January 2009 it stood at 37.75 million.
Fig 2
So from the declining figures it can be inferred that the landline telephones are losing its
customer base. One of the reasons can be the preference of mobile phones over the landlines by
the customers. So to win back the telephone market the landline service has to become more
efficient. And this kind of dealer satisfaction measurement and analysis can help the telephone
handset companies to get an overview of their competitors and to be aware of their strengths
and weaknesses.
Page | 22
About Bharti Teletech Limited:
Established in 1985, Bharti Teletech is a subsidiary of India‟s leading integrated
telecommunications group, Bharti Enterprises.
The Company is currently engaged into distribution & marketing of wide range of products that
include Motorola handsets and accessories, BlackBerry, Thomson, high quality cordless
phones, modems, audio / video conferencing products from Polycom, Free To Air Set Top
Boxes, Fixed Cellular Phones & Fixed Wireless Terminals. Apart from this, Bharti Teletech is
also engaged into manufacture of high quality landline telephones at its manufacturing
operations at Goa & Ludhiana under Beetel brand for Airtel, BSNL / MTNL as well as retail
market & exports to 30 countries across 5 continents.
Bharti Teletech has a dedicated Enterprise base of over 320 Regular Corporate Customers. The
company has a pan India footprint. Its distribution network comprises about 750 Distributors
and over 40000 Dealers which cover almost 4000 towns in the country.
A Pioneering Brand:
Beetel was the first Indian brand to launch caller ID phones and the first to bring down the price
of cordless phone to an affordable range at below Rs 2000.
In September 2007, Beetel launched cordless phones at Rs 995 - again a first.
Beetel has also pioneered SMS phones, the first in India as well as the first to launch along with
FM radio. Beetel has also been the first to introduce phone with battery backup, color displays,
polyphonic ring tones and combo phones.
For the consumer in India, Beetel is truly ringing in the future.
Market Share:
Beetel has garnered over 80% of the market. Beetel has remained the No.1 brand in the Indian
retail market, with a market share of almost 50%. The company‟s marketing network
encompasses over 750 distributors and over 42000 dealers taking Beetel phones to every corner
of one of the biggest and most complex markets in the world.
Overseas, the company has a richly diversified customer base in over 35 countries across 5
continents.
Page | 23
Distribution:
Bharti Teletech Limited is emerging as a distribution powerhouse in India. With over
750 distributors, 42000 Dealer strong network and 29 godowns spanning across the
Length and Breadth of the Country. Bharti Teletech Limited is today one of the largest
distribution companies in India.
The first distribution tie up was for Blackberry. Bharti Teletech announced its tie up
with Motorola as their Strategic Channel Partners for Sales and Distribution of their
Handsets in November2005.
This tie up was followed by another strategic distribution alliance with Polycom-
World leader in the Audio & Video Conferencing Solutions
Lately, Bharti Teletech Limited has tied up with Casio for distribution of digital
cameras.
Bharti Teletech Limited has tied up with SANYO for distribution of Digital Still
Cameras & Camcorders.
Bharti Teletech further tied up with Transcend, Logitech, Apple iPhone for their entire
range of Memory Products.
Vision:
ENABLING TECHNOLOGY REACH MASSES
ENABLING – 'Beetel' brand and Dist Principles.
TECHNOLOGY – Communication & IT ( To start with)
REACH – Distribution Strength ( B2C, B2B Telco)
MASSES – Serving the large mass of the consumer.
Mission:
By 2012, Beetel Teletech will be India‟s finest distribution services company by:
Building a boundary less distribution scale across India
o Distribution spread to all towns and main villages in the country
o Across relevant target segments in B2B and B2C
o Thru-putting large volumes to achieve scale and cost effectiveness
o Benchmarking with the best to be the preferred partner
Page | 24
Delivering predictability and success for our partners
o Partnering closely with principals and consumers to understand needs, demand
levels, media habits and consumption patterns
o Long term partnerships with principals for enabling success in the Indian market
o Understand and influence channel partners
Making Beetel a loved, aspiration symbol of India‟s middle class
o Bring Beetel closer to the consumer with more relevant products
o Products which appeal to the masses
o Differentiated products which drive value for the consumers. Every Product we
launch will support our brand promise with a simple, focused and compelling
message.
Ensuring a performance driven and satisfied ecosystem of our people, partners and
consumers
o Individual and team performance within and across functions
o Constantly look at development needs to increase performance levels
o Look after needs of all stakeholders and work „with‟ all for long term success
o No abnormal profit for any stakeholder
Values:
Respect to the individual
Be a long term partner
Deliver on commitment
Process integrity
Strive for excellence
Quality Policy:
Fig 3
Page | 25
At Bharti Teletech quality has always been the top priority. Quality objectives (key result areas
affecting the process or product quality are identified as quality objectives) are made /
established to continually improve upon the organizations performance. These objectives can be
measured i.e. are data based so that these can be effectively and efficiently reviewed
To meet customers' requirements in terms of functionality, safety, aesthetics, life
expectancy and taking effective actions on their feedbacks.
To ensure planned results and continual improvements in all operations (processes and
products).
To increase productivity by reducing rejections & non-value adding activities, and
bringing automation
To effect continuous improvements in Customer Satisfaction Index.
To ensure training of employees as per defined targets, training needs and requirements.
To ensure that all statutory and regulatory requirements are complied with.
Beetel Movement:
Fig 4
Page | 26
Products Offered by Beetel:
1. Basic telephones
2. Caller ID phones
3. 2.4 GHz digital cordless phones
4. Analog cordless phones
5. Set top box
6. Broadband
In the past few months, Beetel has gone through a lot of changes in terms of its
management and the way it works. It is a complete transformation of the way
the company operates to gear up to face the future challenges.
Hence, the task is to create a sustained communication program for the change to
gather momentum an interest. Also, it is essential to make it easier for the employees
to understand the whole concept, accept it and subsequently, be a part of the change.
The need is to initiate a plan which captivates the entire organization and get them to
notice the change. Not only is it a form of transformation but a revolution which needs
to involve the entire company and inspire employees/members to actively take part in
taking the brand Beetel forward. The revolution will instill a strong sense association
and connect with the company, apart from instilling a strong sense of belief, making
the employees proud to be a part of Beetel.
The revolution is all about:
Changing the way Beetel is seen
Changing the way employees work
Changing the way decisions are made
Changing the entire work culture
Thinking big - limitless thinking
Being more aggressive
Being target oriented
Being passionate about Beetel: Proud to be Beetel
Challenging the unchallenged: Not fearing the impossible. They need to be
encouraged to try new things
Being youthful- young at heart-dress smart, stylish, change in attitude
Organizational objective- think of moving ahead together (collaborative efforts) and
changing for the better.
Page | 27
Basic Telephones:
Handset Model Name: Coral
Features:
● Redial ● Flash ● Pause ● Mute ● Ringer indicator LED ● Tone & pulse dialing ● Ringer volume control ● Color Range: Black, Light Grey & Red
Caller Id Phones:
Handset Model Name: DB 6200A phone
Features:
New Call, Repeat Call, Private Call, Out Of Area Call, Mail Box, Error Indication
Record 38 Incoming Message (12 Digits), 5 Outgoing Message (16 Digits), Records can be Reviewed, Speedily
Reviewed, Called Back and Deleted.
Auto-Filter Local Area Cord (5digits)
Pre-Dial Function 32 Digits)
3 Step Lock
Hands-free Dialing and Talking
Hands-free Volume Adjustable
LCD With Back-Lighted
Fig 5
Fig 6
Page | 28
3 Alarm Clocks
Analog Cordless phones:
Handset Model Name: CB 48000 plus
Features:
Auto add “ 0 “ during call back
Tone / Pulse Mode Selectable
Temporary Tone Dialing
Last Number Redial
Low Battery Visual Indication on Handset LCD Display
Low Battery Warning Tone at Handset
Charging & In-Use message on Handset LCD Display
30 – Channel Operation
Fig 7
Page | 29
Combo Phones:
Handset Model Name: CB 68000
Features:
2.4Ghz Digital Technology Cordless Combo
Phone
Dual Mode DTMF/FSK CALLER ID System Compatible
Blue Backlit LCD Display
Date & time setting for LCD Display
5 step LCD Contract Adjustable
30 Incoming Calls Memory
Phone book to store 50 No.s with name
Two way Speakerphone with 5-Steps Receive volume Control
5 Ring tones & three Polyphonic Ring Tones.
5-steps Ringer volume Control
Handset Ring On/OFF
Key Tone On/Off
Auto Talk On/Off
Pre-dialing & Clearing Function
Local Area code setting up to 6-digits
Auto adds '0' to call long distance incoming numbers.
Programmable Tone/Pulse Mode Selectable.
Last Number Redial
Out of range warning Tone.
Fig 8
Page | 30
Low battery Tone
battery Charging Level Indicator on LCD Display
Intercom Facility from Handset to Base Unit.
3-way call Conferencing (Among handset, Base Unit & external Party)
Digital Cordless Phones:
Handset Model Name: CB 67000
Features:
2.4 GHz Digital Technology Cordless
Dual Mode DTMF/FSK Caller 10 System
Compellable
Blue Black LCD Display
Illuminated Key Pad
Date Time Setting on LCD Display
50 Incoming Calls Memory
Phone Book tab 50 Numbers with name
Two-way Speaker phone with Adjustable Volume
5-Step Handset Receive Volume Control
Fig 9
Page | 31
Competitors of Beetel:
In the telephone handset industry there are many players other than Beetel. They are
Panasonic
Orpat
BPL
GE
Spacetel
TATA
Samay
Many other small companies like Binatone, Voxtel, Pacetel
But among all these Panasonic, BPL, Orpat, GE are the major competitors of Beetel. Among
these Panasonic is among the 5 highest selling brands with approximately 10% of the world’s
telephone handset’s market share and GE is among top 10 highest selling brands with
approximately 5% of the world’s telephone handset’s market share. But in India Beetel holds
the maximum market share.
But there is a very tough competition going on among these 5 companies. But, Bharti
Teletech claims to command a market share of 40 per cent in the retail market, 33 per cent in
the tender market (BSNL/MTNL), and 83 per cent in the private service provider segments.
Bharti Teletech currently exports to 30 countries across five continents. This market share of the
Beetel is as per year 2008 is about 50%.
Beetel markets its range of phones at over 15000 dealers across the country.
Page | 32
OVERVIEW OF THE STUDY
Objective of The Study:
Once in a year Beetel undertakes this kind of survey to understand how it is performing as well
as its competitors. The most important objective of IMRB is to satisfy their client Beetel
and to give them the most important information about the dealers‟ perception of the products
and services of Beetel.
The major objectives of this project are:
To know the dealer‟s profile who are dealing in Beetel
To measure the performance of Beetel as well as its competitors
To identify and prioritize the areas where Beetel needs to focus attention
To identify those factors which make the dealers satisfied
To find out the relation between the satisfaction level of the dealers and the individual
attributes like
Overall quality of telephones
Overall quality of distributor‟s sales representatives
Overall quality of company sales representatives
Overall quality of after sales service
Overall quality of ordering and delivery
Overall quality of trade schemes
Overall quality of marketing support
Overall quality of invoicing and payments
Overall relationship with the management
Total Profitability
To know the percentage of Beetel dealers who are satisfied with Beetel
Page | 33
To monitor the commitment aspect of the dealers
To monitor the „likelihood to recommend Beetel to friends to do business with‟ aspect
To assess the market of its own as well as its competitors
Scope of the Study:
The entire study at IMRB involves interviewing the retail dealers of Beetel telephone handsets.
The person who decides in the dealership what to order and how much to order and takes the
business related decisions is interviewed.
Need of the Study:
The project „BUZZ- DEALER2009‟ is a channel partner (dealer) satisfaction measurement.
It is very important to establish the dealers‟ perception, as a channel partner. It is a known
fact that the dealer is the main person who is in close contact with the customers. Since, the
customers are buying the products from the dealers not from the manufacturer company; the
customers usually report their problems regarding the quality or services of the product to the
respective dealers. So, the dealers are well aware of the customer problems. Dealers also have a
great influence over the customer‟s purchase of a certain brand. Because many of the customers
used to have trust on the word of mouth of the dealers and the customers also worth the dealer‟s
experience of the quality of a product of a particular brand.
So we can say that if the customers are satisfied then the dealer is also satisfied with the product
and also, if the dealer is satisfied with the customers‟ feedback about any particular brand then
he would recommend that brand to more customers and, thus the sales will increase.
Gaining Channel Partners‟ loyalty is very important, as a loyal channel partner will recommend
that particular brand only to which he is loyal. Moreover, researchers
Page | 34
claim that if a distributor doesn't like the product or service, he will recommend competitor-
brands to his customers.
So, to maintain or to increase the share of the market pie and revenues, to enhance the brand
value in this competitive market scenario, Channel Partner (dealers) satisfaction study has
become very important.
Conducting Channel Partner satisfaction research through a third party has the
advantage that the responses obtained are more reliable, as the respondents are more frank with
a third person. This is because in the case of third party research, the customer -
vendor relationship does not get affected.
Page | 35
Methodology:
Sampling Design:
Target Population:
The retail dealers of Beetel were the targets. The person who used to take major business related
decisions like what to order and how much to order, in the dealership was interviewed.
Sampling Frame:
Beetel had provided with a database of its existing dealers. The database was divided on the
basis of the distributor, Lalchand and Tascent, the two distributors in Kolkata.
Sampling Technique:
Quota sampling has been used.
Sample Size:
The study is carried out in NCR region (Delhi, Noida, Gurgaon, Greater Noida), Jaipur,
Lucknow, Chandigarh, Mumbai, Ahmedabad, Pune, Cochin, Hyderabad, Chennai, Bangalore
and Kolkata. Only Retail dealers, not the Institutional one have been targeted for Kolkata.
Institutional dealers are covered in locations like Delhi, Pune and Mumbai.
45 samples from Tascent and 100 samples from Lalchand, total 145 respondents were surveyed
in Kolkata. This report has been done on the basis of the samples collected from Kolkata.
Survey:
The survey is conducted by making prior appointments with the respondents and visiting the
respondents preferred location at his/her convenient timings. Then a face to face interview has
been conducted and the questionnaire is filled up to collect the primary data for analysis.
Page | 36
Analysis:
The analysis will be done on the basis of the primary data and secondary data collected from
internet. Then these data will be reviewed, correlated and analyzed to come to any result.
Limitations of the Study:
Non response error: It is difficult to get the responses of the respondents to all the
questions in the questionnaire and often some are left unanswered. Such questionnaires
could not be taken for further analysis. Time taken for each interview is around 45
minutes and it is often difficult to get appointments from the existing dealers as the
survey has been conducted during the financial year ending.
Small sample size: Since I am dealing with small size of 60 samples, getting a statistically
accurate picture of the scenario is very difficult. An attempt is being made to give a truest
representation of the population data with this small sample size.
Time and quota constraint: Due to lack of time more number of samples could not be
collected. I was one of the team members of the survey. So I had to abide by the target
give by the team leader. I could not cover sample size as many as possible. Higher
number of samples and a more elaborate understanding of the problem would have
generated better conclusions.
Invalid database: Some of the dealers name provided in the database was no more
continuing Beetel dealership. So we can say that the database was not properly updated.
Geographical constraint: Since I was part of this study only in the Kolkata segment, it
was not possible to analyze the scenario nation-wide.
Other constraints: Since the analysis is done based on the existing dealers of Beetel, the
brand awareness and perception of Beetel by the non-dealers could not be understood
which would have given me a better ground to understand the brand image. Most of the
dealers used to consider the survey process as a waste of time on their part because no
steps have been taken in the past after taking feedback. So they were not willing to give
time for the interview.
Considering the above limitations I have made an earnest and sincere effort to analyze and draw
inference based on the primary data collected.
Page | 37
ANALYSIS OF DATA
The most important part of the research was perhaps collection of the right data as that forms
the backbone of the entire study. It is hence very important to understand how the questionnaire
has been formed.
The aim of the questionnaire is to understand the satisfaction level experienced by the dealers at
each stage of the dealings with the distributor and the company. Hence, it contains the
following segments:
1) Overall quality of products and services
a) Overall quality of telephones
b) Overall quality of distributor‟s sales representatives
c) Overall quality of company sales representatives
d) Overall quality of after sales service
e) Overall quality of ordering and delivery
f) Overall quality of trade schemes
g) Overall quality of marketing support
h) Overall quality of invoicing and payments
2) Total Profitability and
3) Overall relationship with the management.
The questionnaire also has a section where the overall perception of the dealers towards Beetel
Brand and their commitment level to the brand is judged. Primary data is also collected on the
overall business scenario of each dealer so that on the basis of that data a dealer profiling/dealer
classification can be formed.
Page | 38
Dealers’ Profile
Classification according to the Most Preferred Supplier:
Classification according to the Telephone companies except Beetel in which the
Beetel Dealers deal
Lalchand70%
Tascent30%
Classification According To The Distributors
01020304050
4530
4233
12 6 6
Nu
mb
er o
f d
eale
rs
Competitors of Beetel
Dealings Of Telephone handsets except Beetel
The pie chart in Fig 10 indicates
that the most of the dealers have
Lalchand as their distributor.
70% of the dealers have
Lalchand as their distributor and
the remaining 30% dealers have
Tascent as their distributor.
So Lalchand has more number
of dealers under him than
Tascent.
Fig 10
Fig 11
The graph in Fig 11shows that
the dealers of Beetel telephone
also deal with telephone handsets
like BPL, Orpat, GE, Paasonic,
Pacetel, Samay, Voxtel etc.
From this bar graph we can
easily derive that out of 60
Beetel dealers 45 and 42 dealers
deal with BPL and GE
respectively. 33 deal with
Paasonic and 30 deal with Orpat.
So these are the major
competitors of Beetel.
Page | 39
Classification according to the Company with which the Dealer deals the Most:
Classifacation according to the Sales of Beetel Telephones to the Overall Telephone
Sales
0%20%40%60%80%
100%
85%
2% 3% 7% 2% 2%
Per
cen
tage
of
Bee
tel D
eale
rs
Companies with which Dealers deals the most
Companies with which the Dealer Deals Most
0%
10%
20%
30%
40%
<15
%
15-2
5%
26-5
0%
51-7
5%
76-
10
0%
5% 8%
35%
20%32%
Per
cen
tage
of
Bee
tel
dea
lers
Percentage of Beetel telephone sales to overall telephone sales
Sales of Beetel telephone
Fig 12
The graph in Fig 12indicates
that for most (85%) of the
dealers of Beetel, Beetel is the
company with which they deal
most. 7% of them mostly deal
with BPL. 3% of them mostly
deal with Panasonic. Then
Orpat, GE and Others
(Binatone, Voxtel,Pacetel) are
mostly dealt in by 2%, 2% and
2% of the dealers.
The graph in Fig 13indicates that for 8% of the
dealers the proportion of Beetel telephone
sales to overall telephone sales is 15-25%, for
35% of the dealers the proportion of Beetel
telephone sales to overall telephone sales is
26-50%, for 20% of the dealers the proportion
of Beetel telephone sales to overall telephone
sales is 51-75%, for 32% of the dealers the
proportion of Beetel telephone sales to overall
telephone sales is 76-100%. For 52% of the
dealers the contribution of Beetel telephone
sales to the overall telephone sales is more
than 50%. For 48% it‟s less than 50%. It
indicates that for a large number of Beetel
dealers Beetel sales is high.
Fig 13
Page | 40
Classification according to the Most preferrred Supplier:
0%10%20%30%40%
No
n B
ee
tel
Be
ete
l
No
n B
ee
tel
Be
ete
l
No
nB
ee
tel
Be
ete
l
No
n B
ee
tel
Be
ete
l
No
n B
ee
tel
Be
ete
l
5% 8% 35% 20% 32%<15% 15-25%26-50% 51-75%
76-100%
3%2% 4% 4% 8%
33%
0%
20%
0%
32%
Comparison between the Sales and the 'Deals most company'
0%
20%
40%
60%
80%
100%
78%
5% 7% 8% 2%
Per
cen
tage
of
Bee
tel D
eale
rs
Name of the Supplier Companies
The Most Preferred Supplier
Fig 15
The graph in Fig 15 indicates
that for most of the dealers
(78%) of Beetel, Beetel is the
most preferred supplier. 8% of
the respondents consider BPL
as the most preferred supplier.
7% of them considers Panasonic
as the most preferred supplier.
5% of them consider Orpat as
most preferred supplier.
The graph in fig 14 shows that 8%
of the dealers who do not deal with
Beetel most, have a sales of 26-
50% of Beetel phones. And also
2%+4% =6% of the dealers who
said that they deal with Beetel most
have less than 15% and 15%-26%
sales of Beetel phones.
From this we can say that some
dealers have given contradictory
statements. We can also infer that
some of the dealers deal with so
many companies that if the sale of
Beetel is within 25% also, it is „the
most dealt in company‟ in
comparison with others.
Fig 14
Page | 41
Classification according to the Benchmark Companies of Beetel:
Classification according to the Share of the Landline Telephone to the Overall
business:
OrpatPanaso
nicBPL GE Others
No Benchmark
Series1 17% 23% 23% 12% 5% 20%
0%
5%
10%
15%
20%
25%
Pe
rce
nta
ge o
f B
ee
tel D
eal
ers
Benchmark Companies
05
1015202530354045
42
8 73
0
Nu
mb
er O
f B
eete
l d
eale
rs
% Contribution of landline Telephones to overall business
Landline Telephone Share
Fig 16
The graph in Fig 16 indicates that
for most of the dealers of Beetel,
there is no Benchmark company
to compare the performance level
with. For 20% of the Beetel
dealers there is no benchmark
company. BPL and Panasonic
each are benchmark companies
in case of 23% of the dealers.
Orpat is the benchmark company
for 17% of the dealers. And for
12% of the dealers GE is the
benchmark company. Other
benchmark companies like
Binatone, Pacetel, Voxtel is
grouped in „Others‟. But they
appeared as benchmark
companies in 5% of the cases.
Fig 17
The graph in Fig 17 indicates that for no single
dealer the contribution of the landline
telephones to the overall business is more than
75%. And for most (70%) of the dealers the
contribution of the landline telephones to the
overall business is less than 15%. For 13% of
the dealers the percentage contribution of the
landline telephones to the overall business is
15-25%, for 12% of the dealers the percentage
contribution of the landline telephones to the
overall business is 26-50% and for 5% of the
dealers the percentage contribution of the
landline telephones to the overall business is
51-75%.We can infer from this graph that
Beetel dealers are more involved in other
business than telephone handset business.
Page | 42
Classification according to the product categories (Except telephone handsets) with
which Beetel dealers deal:
010203040
32 3519
3728
10 2
Nu
mb
er o
f B
eete
l d
eale
rs
Classification According To The Other product Categories
Fig 18
The graph in fig 18 indicates that
out of 60,37and 35 of the dealers
are in household/home appliances
business and Electronics/White
goods business respectively. 32
of the dealers are in
Telecom/Mobile phones. 28
dealers are in Other Electronic
Items business.19dealers are in
IT Products. 10dealers are in
Departmental/Gift Item business.
Remaining are in Other
Businesses. Beetel dealers are
mainly into telecom, electronics
and household business. So, more
than 60% of the dealers take
interest in dealing with home
appliances.
Page | 43
Graphical Analysis of the Findings:
The satisfaction level of the dealers are measured by the two parameters like
The Overall quality of Products and Services provided
The overall Value
Now, I want to compare the scores which Beetel and its major competitors (Benchmark
companies) have got in terms of the above mentioned parameters. As, the minor competitors
like Binatone, Voxtel, Pacetel which were grouped in „Others‟ category occurred as
competitors/benchmark companies in mere 5% of the cases, I am not considering the „Others‟
for further analysis.
68 66 66 5870
020406080
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Quality of products and services
The graph in Fig 19
indicates that Beetel scored
68 out of 100, while
Panasonic scored the highest
(70) in overall quality of
products and services, BPL
and Orpat each scored 66 and
GE scored 58. So, Beetel is
in 2nd position and its
position in comparison with
its competitors is good.
Fig 19
Page | 44
The Overall Value to the dealers is dependent on the parameters like
Overall quality of telephones
Overall quality of distributor‟s sales representatives
Overall quality of company sales representatives
Overall quality of after sales service
Overall quality of ordering and delivery
Overall quality of trade schemes
Overall quality of marketing support
Overall quality of invoicing and payments
Overall relationship with the management
Total Profitability
So, now to find out the reason behind the low score of Beetel in the Overall Value parameter
we should analyze all the above mentioned parameters.
52 56 55 53 54
020406080
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Value We can clearly understand from
the graph in fig 20 that the
dealers are not at all satisfied
with the Overall value (in terms
of making profits, products and
service received in return to the
investment of the dealer in
terms of space, stocks
purchased etc.) that they get
while dealing with Beetel.
Beetel scored very low on
overall value and it ranked the
last.
Fig 20
Page | 45
60 58 6054
73
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Comapnies
Overall Quality Of Telephones
56 52 54 58 57
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Quality Of Service Provided by Distributor Sales Representatives
Fig 21
From the graph in Fig 21 we
can see that Panasonic scored
the highest in Telephone quality
and Beetel scored 60 and Orpat
also scored 60. The rank of
Beetel here is 2nd
. So we can
infer that in comparison with its
competitors Beetel scored
satisfactorily in this aspect.
Fig 22
We can clearly understand from
the graph in fig 22 that in the
Overall quality of Distributor
Sales Representative aspect
Beetel scored very low. It has
got only 56 out of 100 and
ranked after GE and Panasonic.
In comparison with its
competitors Beetel scored
unsatisfactorily in this aspect.
Page | 46
Current frequency of visit matched
with the Expected frequency
67%
Current frequency of visit did not match with
the Expected frequency
33%
Frequency Of Visit by Distributor Sales Representatives
5144 42
5748
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Comapnies
Quality Of Service Provided by Company Sales Representatives
Fig 23
Fig 23 shows that in case of
67% of the dealers the current
frequency of visit of distributor
sales representatives matched
with the expectation of the
dealers. This indicates that a
major portion of the dealers are
satisfied with the frequency of
visit by the distributor sales
representatives.
Fig 24 shows that Beetel scored
51 out of 100, just below GE
with score 57, and got 2nd
position compared to its
competitors. So, we can say that
in comparison with its
competitors Beetel scored
satisfactorily in this aspect.
Fig 24
Page | 47
Current frequency
of visit matched with the Expected frequency
41%
Current frequency of visit did not match with the Expected frequency
59%
Frequency Of Visit by Company Sales Representatives
24% 11
18%
2745%
1118%
712%
23%
Expected frequency of visit by Company Sales Representatives
once in 6 months
once in 3 months
once in a month
once in 15 days
once In a week
never
Fig 25
Fig 25 shows that in case of
41% of the dealers the current
frequency of visit of Company
sales representatives matched
with the expectation of the
dealers. This indicates that a
major portion of the dealers are
not satisfied with the frequency
of visit by the Company sales
representatives.
Fig 26 shows 45% of dealers
expect company sales executive
to visit once a month, 18%
dealers expect the company
sales executive to visit once in
15 days and once in 3
months.12% expect him to visit
once in a week.4% expect him
to visit the dealers‟ shop once in
6 months and 3%wants him to
never visit the shop.
Fig 26
Page | 48
58 58 62 60 63
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Quality of After Sales Service
6353
62 63 62
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Quality Of Ordering & Delivery
44 4026
43 43
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Comapanies
Overall Quality Of Trade Schemes
Fig 27
Fig 29 shows that Beetel got 44
out of 100 with respect to the
quality of the trade scheme
aspect. Panasonic and GE got
43 out of 100. After them
comes BPL with 40 score. In
this aspect also Beetel is
leading in comparison with
others.
Fig 27 shows that for quality of
after sales service, Panasonic
scored 63 out of 100, Orpat
scored 62, GE scored 60 and
Beetel and BPL both scored 58.
So Beetel has got the 4th rank.
So in comparison with the
competitors Beetel is lagging
behind in after sales service
quality.
Fig 28
Fig 28 shows for quality of
ordering and delivery Beetel
scored 63 out of 100. GE also
scored 63. Panasonic and Orpat
both scored 62. So Beetel has
occupied the 1st rank here. BPL
scored 53 out of 100. Beetel is
leading in comparison with
others here.
Fig 29
Page | 49
4833
54
37 43
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Quality Of Marketing Supprot & Signages
63 58 62 57 62
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Quality Of Billing & Payment
Fig 30
Fig 31
Fig 31 shows that if we analyze
the quality of billing and
payment then we can observe
that Beetel has got the highest,
63 out of 100 and Panasonic has
got 65 out of 100 and is on the
2nd
position. Then the other
competitors come. So in this
parameter, Beetel is leading.
Fig 30 shows, for the quality of
Marketing support and signage
Beetel has scored 48 out of 100
and got the 2nd
rank. Orpat is in
the 1st position with 54.
Panasonic scored 43 out of
100.So Beetel scored
satisfactorily in comparison
with its competitors.
Page | 50
44 4738
4552
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Overall Relationship with the Management
57 5666
6070
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Total Profitability
If we analyze the quality of
relationship with the
management then we get Fig
32 which shows that
Panasonic has scored 52 out of
100. BPL has scored 47out of
100. GE scored 45 out of 100
and Beetel scored 44 out of
100 and ranked 4th
. In this
parameter Beetel is far behind
its competitors.
Fig 32
Fig 33
Fig 33 shows in the total
profitability parameter,
Panasonic scores 70 out of 100,
Orpat scores 66 out of 100, BPL
scores 60 out of 100. Beetel is
on the 4th
position and got 57.
GE scored 60. So the dealers‟
perception of the total
profitability from Beetel
Handsets is low in comparison
with its competitors.
Page | 51
Thus we can clearly infer that, in comparison with the major competitors of Beetel, like BPL,
GE, Panasonic and Orpat, Beetel has low scores on Overall quality of Distributor Sales
Representative, Overall Quality of after Sales Service, Overall Quality of Relationship with the
Company‟s management and the Total Profitability.
A further statistical analysis of these 4 parameters would help to understand the underlying
problems in depth for Beetel.
Statistical Analysis of the Problem Areas:
Overall quality of Distributor Sales Representative-
The questionnaire has 11 particular attributes of the Distributor Sales Representative on which
the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair
(2), Poor (1).
1. Frequency and regularity of visit to the shop
2. Responsiveness of the sales executive
3. Ability to build rapport
4. Ability to understand requirement
5. Knowledge of the sales executive
6. Ability to keep commitment
7. Ability to act as a single window for all solutions
8. Ability to plan out shelf display
9. Ease of escalating issues to the distributor if required
10. Helpfulness
11. Knowledge of the product features
A factor analysis on the data collected on these 11 attributes for Beetel, would give us a clear
picture of the variables which are most important to the dealers.
Factor analysis:
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .944
Bartlett's Test of Sphericity
Approx. Chi-Square 840.280
df 55
Sig. .000
Chart 1
Chart 1 shows the KMO statistic of
sampling adequacy value is .944 viz.
greater than .5 and hence the sample can be
taken to be adequate for factor analysis.
Further Barlett‟s test of Sphericity also
yields a significant chi-square value of
840.3. This proves that the factoring has
been quite effective.
Page | 52
Communalities
Initial Extraction
frequency and regularity Beetel 1.000 .810
Responsiveness of the SE, Beetel 1.000 .915
rapport Beetel 1.000 .945
Understanding Requirements Beetel 1.000 .917
Knowledge of sales executive Beetel 1.000 .789
Ability to keep commitment Beetel 1.000 .791
Ability to solve problem Beetel 1.000 .806
Ease of escalating issues Beetel 1.000 .656
Helpfulness& politeness of DSR Beetel 1.000 .796
Knowledge of Product Features Beetel 1.000 .738
Plan out shelf display Beetel 1.000 .331
Extraction Method: Principal Component Analysis.
Communalities
Initial Extraction
frequency and regularity Beetel 1.000 .814
Responsiveness of the SE, Beetel 1.000 .917
rapport Beetel 1.000 .943
Understanding Requirements Beetel 1.000 .914
Knowledge of sales executive Beetel 1.000 .788
Ability to keep commitment Beetel 1.000 .800
Ability to solve problem Beetel 1.000 .804
Ease of escalating issues Beetel 1.000 .660
Helpfulness& politeness of DSR Beetel 1.000 .806
Knowledge of Product Features Beetel 1.000 .744
Extraction Method: Principal Component Analysis.
Chart 2 shows the communality value for
Ability to plan out shelf display is very low
and hence it does not fit very well in the
factor analysis. Dropping the variable and
again performing factor analysis would
generate better result.
The communality value indicates the
percentage of variance in the particular
variable that is explained by the factors
extracted.
Chart 3 shows removing Ability to plan
out shelf display makes the communalities
for all the other variables quite large.
Chart 2
Chart 3
Page | 53
Total Variance Explained
Extraction Method: Principal Component Analysis.
An analysis of the factor loadings would indicate which attributes fall under Factor 1.
Component Matrix (a)
Component
1
frequency and regularity Beetel .902
Responsiveness of the SE, Beetel .958
rapport Beetel .971
Understanding Requirements Beetel .956
Knowledge of sales executive Beetel .888
Ability to keep commitment Beetel .894
Ability to solve problem Beetel .896
Ease of escalating issues Beetel .812
Helpfulness& politeness of DSR Beetel .898
Knowledge of Product Features Beetel .863
Extraction Method: Principal Component Analysis. a 1 components extracted.
Component Number
10987654321
Eig
en
valu
e
10
8
6
4
2
0
Scree Plot
Component
Initial Eigen values
Total % of
Variance Total % of
Variance
1 7.408 82.308 7.408 82.308
2 .486 5.402
3 .324 3.595
4 .241 2.680
5 .183 2.038
6 .162 1.800
7 .122 1.360
8 .039 .436
9 .034 .380
The component matrix shows the factor
loadings for each variable on the unrotated
component/factor. We can see from the
chart5 that factor loading for each variable
on Componet1 is very high. So Factor 1
has significant proportion of the following
variables: frequency and regularity of
visit to the shop, responsiveness of the
sales executive, ability to build rapport,
ability to understand requirement,
knowledge of the sales executive, ability
to keep commitment, ability to act as a
single window for all solutions, Ease of
escalating issues to the distributor if
required, helpfulness, knowledge of the
product features.
Chart 5
Chart 4 and Fig 34 clearly shows that factor 1 having Eigen value 7.408 explains the
variance most significantly.
Figure34
33335
Chart 4
Page | 54
Now, we can do correlation analysis to know in which aspects Beetel has to improve to have a
satisfactory quality of Distributor sales representatives.
Correlation Analysis:
Further if we analyze the factor loadings for each variable on Factor1 then we get that
ability to build rapport has a factor loading of .971, followed by responsiveness of the
sales executive, understand requirement, frequency and regularity of visit to the shop
and so on.
Page | 55
Correlations
1 .887** .952** .944** .942** .864** .849** .856** .539** .719** .836** .806**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.887** 1 .916** .868** .852** .756** .767** .807** .469** .724** .753** .702**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.952** .916** 1 .947** .946** .825** .855** .821** .512** .760** .822** .749**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.944** .868** .947** 1 .950** .867** .864** .854** .548** .752** .836** .828**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.942** .852** .946** .950** 1 .844** .833** .820** .544** .760** .842** .783**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.864** .756** .825** .867** .844** 1 .739** .769** .493** .611** .794** .814**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.849** .767** .855** .864** .833** .739** 1 .765** .424** .731** .804** .726**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.856** .807** .821** .854** .820** .769** .765** 1 .511** .733** .770** .769**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.539** .469** .512** .548** .544** .493** .424** .511** 1 .413** .419** .425**
.000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.719** .724** .760** .752** .760** .611** .731** .733** .413** 1 .681** .622**
.000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.836** .753** .822** .836** .842** .794** .804** .770** .419** .681** 1 .816**
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
.806** .702** .749** .828** .783** .814** .726** .769** .425** .622** .816** 1
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
60 60 60 60 60 60 60 60 60 60 60 60
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Pearson Correlation
Sig. (1-tai led)
N
Overall quality Of DSR
Beetel
frequency and regularity
Beetel
Responsiveness of the
SE, Beetel
rapport Beetel
Understanding
Requirements Beetel
Knowledge of sales
executive Beetel
Abil i ty to keep
commitment Beetel
Abil i ty to solve problem
Beetel
Plan out shelf display
Beetel
Ease of escalating issues
Beetel
Helpful lness& politeness
of DSR Beetel
Knowledge of Product
Features Beetel
Overall
quality Of
DSR Beetel
frequency and
regularity
Beetel
Responsive
ness of the
SE, Beetel rapport Beetel
Understand
ing
Requireme
nts Beetel
Knowledge
of sales
executive
Beetel
Abil i ty to keep
commitment
Beetel
Abil i ty to solve
problem
Beetel
Plan out shelf
display Beetel
Ease of
escalating
issues Beetel
Helpful lness&
politeness of
DSR Beetel
Knowledge
of Product
Features
Beetel
Correlation is significant at the 0.01 level (1-tai led).**.
Chart 6 shows that the correlation value of the variable „Ease of escalating issues to the
distributor if required‟ & „Ability to plan out shelf display‟ are .719 & .539, with the overall
quality of distributor sales representatives. So these to variables are not strongly correlated
with the overall quality of the overall quality of distributor sales representatives. So except
these two variables Beetel should improve on the other 9 variables to satisfy dealers on the
quality of „service of the distributor sales representatives‟.
Chart 6
Page | 56
Overall quality of After Sales Service-
The questionnaire has 9 particular attributes of the After Sales Service on which the dealers‟
ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair (2), Poor
(1).
1. Efficiency of the distributor as the channel partner
2. Time taken to repair from the initial request
3. Responsiveness on status of replacement
4. Helpfulness of the distributor
5. Flexibility to accommodate dealer‟s request
6. Quality of repairs
7. Responsiveness to servicing needs
8. Ability to communicate the time involved with servicing
9. Cost of spares in out of warranty cases
A factor analysis on the data collected on these 9 attributes for Beetel, would give us a clear
picture of the attributes which are most important to the dealers of Beetel.
Factor analysis:
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .809
Bartlett's Test of Sphericity
Approx. Chi-Square 325.950
df 36
Sig. .000
Chart 7 shows the KMO statistic of
sampling adequacy value is .809 viz.
greater than .5 and hence the sample can be
taken to be adequate for factor analysis.
Further Barlett‟s test of Sphericity also
yields a significant chi-square value of
325.950. This proves that the factoring has
been quite effective.
Chart 7
Page | 57
Communalities
Initial Extraction
Distributor as channel partner Beetel 1.000 .658
Time taken for repair after request, Beetel 1.000 .698
Status of replacement ,Beetel 1.000 .657
Helpfulness of the distributors in instrument solving within warranty, Beetel
1.000 .689
Request on out of warranty cases, beetel 1.000 .474
Quality of repair ,Beetel 1.000 .749
Responsiveness to servicing needs,Beetel 1.000 .865
Time involved in sevicing ,Beetel 1.000 .762
Cost of spares in out of warranty cases , Beetel 1.000 .415
Extraction Method: Principal Component Analysis.
. Communalities
Initial Extraction
Distributor as channel partner Beetel 1.000 .773
Time taken for repair after request, Beetel 1.000 .766
Status of replacement ,Beetel 1.000 .643
Helpfulness of the distributors in instrument solving within warranty, Beetel
1.000 .788
Quality of repair ,Beetel 1.000 .879
Responsiveness to servicing needs,Beetel 1.000 .835
Time involved in sevicing ,Beetel 1.000 .765
Extraction Method: Principal Component Analysis.
Chart 8
Chart 9
Chart 8 shows the communality value for
Flexibility to accommodate dealer‟s
request in out of warranty cases and Cost
of spares in out of warranty cases are very
low and hence these do not fit very well in
the factor analysis. Dropping these
variables and again performing factor
analysis would generate better result.
The communality value indicates the
percentage of variance in the particular
variable that is explained by the factors
extracted.
Chart 9 shows removing Flexibility to
accommodate dealer‟s request in out of
warranty cases and Cost of spares in out of
warranty cases makes the communalities
for all the other variables quite large.
Page | 58
Total Variance Explained
Extraction Method: Principal Component Analysis.
An analysis of the factor loadings would indicate which attributes fall under Factor 1and Factor
2. Rotated Component Matrix (a)
Component
1 2
Distributor as channel partner Beetel .867 .144
Time taken for repair after request, Beetel .800 .355
Status of replacement ,Beetel .762 .250
Helpfulness of the distributors in instrument solving within warranty, Beetel
.865 .199
Quality of repair ,Beetel .101 .932
Responsiveness to servicing needs,Beetel .351 .844
Time involved in sevicing ,Beetel .601 .636
Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 3 iterations.
Component Number
7654321
Eig
en
va
lue
5
4
3
2
1
0
Scree Plot
Component
Initial Eigen values
Extraction Sums of Squared Loadings
Rotation Sums of Squared Loadings
Total
% of Varian
ce Total
% of Varian
ce Total
% of Varian
ce
1 4.345 62.065 4.345 62.065 3.215 45.922
2 1.104 15.770 1.104 15.770 2.234 31.913
3 .717 10.239
4 .295 4.221
5 .237 3.384
6 .182 2.596
7 .121 1.725
Chart 11 shows the final factor loadings of
the variables. It is noticeable that Factor 1
has significant proportion of the following
variables: Efficiency of the distributor as
the channel partner, Time taken to
repair from the initial request,
Responsiveness on status of replacement,
Helpfulness of the distributor. And
Factor 2 the following variables: Quality
of repairs, Responsiveness to servicing
needs, Ability to communicate the time
involved with servicing.
Chart11
Chart 10 and Fig 35 clearly shows that factor 1 having Eigen value 4.345 explains
the variance most significantly.
Figure35
33335
Chart 4
Chart10
Page | 59
Now a correlation matrix would give us a clear picture about the variables in the Overall quality
of after sales service in which Beetel should improve on to satisfy its dealers.
Correlation Analysis:
Further if we analyze the factor loadings of each attribute in Factor 1then we get that
Efficiency of the distributor as the channel partner with a factor loading of .867is the
most important aspect followed by Helpfulness of the distributor, Time taken to repair
from the initial request, Responsiveness on status of replacement, and in Factor 2
Quality of repairs with a factor loadings of .932 is the most important aspect followed by
Responsiveness to servicing needs, Ability to communicate the time involved with
servicing.
Page | 60
Correlations
1 .501** .576** .460** .488** .185 .713** .865** .712** .213
.000 .000 .000 .000 .079 .000 .000 .000 .051
60 60 60 60 60 60 60 60 60 60
.501** 1 .624** .518** .868** .364** .285* .490** .496** .330**
.000 .000 .000 .000 .002 .014 .000 .000 .005
60 60 60 60 60 60 60 60 60 60
.576** .624** 1 .715** .638** .336** .357** .555** .750** .264*
.000 .000 .000 .000 .004 .003 .000 .000 .021
60 60 60 60 60 60 60 60 60 60
.460** .518** .715** 1 .548** .390** .292* .413** .672** .438**
.000 .000 .000 .000 .001 .012 .001 .000 .000
60 60 60 60 60 60 60 60 60 60
.488** .868** .638** .548** 1 .379** .346** .493** .555** .322**
.000 .000 .000 .000 .001 .003 .000 .000 .006
60 60 60 60 60 60 60 60 60 60
.185 .364** .336** .390** .379** 1 .246* .165 .358** .394**
.079 .002 .004 .001 .001 .029 .104 .003 .001
60 60 60 60 60 60 60 60 60 60
.713** .285* .357** .292* .346** .246* 1 .746** .578** .237*
.000 .014 .003 .012 .003 .029 .000 .000 .034
60 60 60 60 60 60 60 60 60 60
.865** .490** .555** .413** .493** .165 .746** 1 .659** .212
.000 .000 .000 .001 .000 .104 .000 .000 .052
60 60 60 60 60 60 60 60 60 60
.712** .496** .750** .672** .555** .358** .578** .659** 1 .400**
.000 .000 .000 .000 .000 .003 .000 .000 .001
60 60 60 60 60 60 60 60 60 60
.213 .330** .264* .438** .322** .394** .237* .212 .400** 1
.051 .005 .021 .000 .006 .001 .034 .052 .001
60 60 60 60 60 60 60 60 60 60
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Overall quality of after
sales service, Beetel
Distributor as channel
partner Beetel
Time taken for repair
after request, Beetel
Status of replacement
,Beetel
Helpfulness of the
distributors in
instument solving
within warranty, BeetelRequest on out of
warranty cases, beetel
Quality of repair ,Beetel
Responsiveness to
servicing needs,Beetel
Time involved in
sevicing ,Beetel
Cost of spares in out of
warrenty cases , Beetel
Overall quality
of after sales
service,
Beetel
Distributor as
channel
partner Beetel
Time taken for
repair after
request,
Beetel
Status of
replacement
,Beetel
Helpfulness
of the
distributors in
instument
solving within
warranty,
Beetel
Request on
out of warranty
cases, beetel
Quality of
repair ,Beetel
Responsiven
ess to
servicing
needs,Beetel
Time involved
in sevicing
,Beetel
Cost of
spares in out
of warrenty
cases , Beetel
Correlation is significant at the 0.01 level (1-tailed).**.
Correlation is significant at the 0.05 level (1-tailed).*. Chart12
Chart 12 shows that the correlation values of the efficiency of the distributor in servicing,
time taken to repair, responsiveness on the status of repair, helpfulness of the distributor in
solving instrument problems in out of warranty cases, flexibility to keep dealer‟s request in
out of warranty cases and cost of spares in out of warranty cases with the overall quality of
after sales services are .501, .576, .460, .488, .185, .213 respectively. These low correlation
values indicate that Beetel should improve on the other 3 variables to make its dealers
satisfied with the quality of after sales service.
Page | 61
Overall quality of Relationship with the Company’s Management-
The questionnaire has 4 particular attributes of the Relationship with the Company‟s
Management on which the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very
Good (4), Good(3),Fair (2), Poor (1).
1. Availability/Accessibility of the top
2. Responsiveness
3. Understanding of dealer‟s problem
4. Attitude of Management
A factor analysis would give us a clear picture of the variables which are important to the
dealers in Overall quality of relationship with the management of Beetel.
KMO and Bartlett's Test
.803
330.796
6
.000
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
Approx. Chi-Square
df
Sig.
Bartlett's Test of
Sphericity
Communalities
1.000 .923
1.000 .950
1.000 .890
1.000 .916
availability of accessing
top management Beetel
responsiveness Beetel
understanding of
dealer's problem &
requirement Beetel
attitude of management
Beetel
Initial Extraction
Extraction Method: Principal Component Analysis.
Chart 13 shows that the KMO statistic
of sampling adequacy value is .803,
greater than .5 and hence the sample
can be take to be adequate for factor
analysis.
Further Barlett‟s test of Sphericity also
yields a significant chi-square value of
330.796. This proves that the factoring
has been quite effective.
Chart 14 shows that the communality
value for each of the variables in
Quality of the relationship with the
management is very high. So we can
take all the variables for factor analysis.
The 3 variables are quality of repair, time required in servicing and responsiveness of the
distributor to the servicing needs.
Chart13
Chart14
Page | 62
As there is only 1 factor so all the 4 variables: Availability/Accessibility of the top
management, responsiveness, understanding of dealer‟s problems and requirements, attitude of
the management are under Factor 1.
A correlation analysis on the collected data would give us the clear picture of the attributes
which are most important to make the dealers dissatisfied. The following output has been
generated from the correlation analysis.
Correlation:
Total Variance Explained
3.678 91.951 91.951 3.678 91.951 91.951
.157 3.937 95.888
.123 3.069 98.957
.042 1.043 100.000
Component
1
2
3
4
Total % of Variance Cumulative % Total % of Variance Cumulative %
Initial Eigenvalues Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis.
Component Number
4321
Eig
en
va
lue
4
3
2
1
0
Scree Plot
Chart 15 and fig 36 shows that Factor 1 having Eigen value 3.678 explains 91.951% of the
variance.
Fig 36 Chart15
Page | 63
Correlations
overall quality of
relationship with beetel
availability of
accessing top
management Beetel
responsiveness Beetel
understanding of dealer's problem &
requirement Beetel
attitude of management
Beetel
overall quality of relationship with beetel
Pearson Correlation 1 .557(**) .575(**) .559(**) .624(**)
Sig. (1-tailed) .000 .000 .000 .000
N 60 60 60 60 60
availability of accessing top management Beetel
Pearson Correlation .557(**) 1 .929(**) .886(**) .868(**)
Sig. (1-tailed) .000 .000 .000 .000
N 60 60 60 60 60
responsiveness Beetel Pearson Correlation .575(**) .929(**) 1 .870(**) .937(**)
Sig. (1-tailed) .000 .000 .000 .000
N 60 60 60 60 60
understanding of dealer's problem & requirement Beetel
Pearson Correlation .559(**) .886(**) .870(**) 1 .865(**)
Sig. (1-tailed) .000 .000 .000 .000
N 60 60 60 60 60
attitude of management Beetel
Pearson Correlation .624(**) .868(**) .937(**) .865(**) 1
Sig. (1-tailed) .000 .000 .000 .000
N 60 60 60 60 60
** Correlation is significant at the 0.01 level (1-tailed).
Chart16
Chart 16 shows that the correlation value of the availability of the top management,
responsiveness, understanding of dealer‟s problem, attitude of management with the
Overall quality of the relationship with the company‟s management are
.557,.575,.559,.624 respectively. So we can say that all the 4 variables are weakly
correlated with the overall quality of the relationship with the management. So, for
Beetel the quality of relationship with the top management is not dependent on any of the
variables. So company need to search for the variables on which this parameter is
dependent.
.
Page | 64
Total Profitability-
The questionnaire has 3 particular attributes of the Relationship with the Company‟s
Management on which the dealers‟ ratings were taken on a 5 point scale of Very High (5),
High (4), Moderate(3),Low(2), Very Low(1).
1. Profit margins
2. Profit on schemes
3. Service margins
A correlation analysis on the collected data would give us the clear picture of the attributes
which are most important to the dealers. The following output has been generated from the
correlation analysis.
Correlation:
Correlations
Profitability of
Beetel Profit margin
beetel
profits on scheme, beetel
service margin, beetel
Profitability of Beetel Pearson Correlation 1 .886(**) .489(**) .184
Sig. (1-tailed) .000 .000 .079
N 60 60 60 60
Profit margin beetel Pearson Correlation .886(**) 1 .553(**) .038
Sig. (1-tailed) .000 .000 .387
N 60 60 60 60
profits on scheme, beetel Pearson Correlation .489(**) .553(**) 1 .094
Sig. (1-tailed) .000 .000 .239
N 60 60 60 60
service margin, beetel Pearson Correlation .184 .038 .094 1
Sig. (1-tailed) .079 .387 .239
N 60 60 60 60
** Correlation is significant at the 0.01 level (1-tailed).
Chart17
Chart 17 shows that only the profit margin has strong significant correlation with the
Total profitability. We find that Profit Margin has correlation of 0.886 with the Total
Profitability and hence the most important attribute. There is no significant correlation
between the total profitability and the service margin. Moreover, the correlation between
the Profit on schemes and Profitability is not strong. So, Beetel should improve the Profit
margin to make the dealers satisfied with the total profitability.
Page | 65
Statistical Analysis of the Relation between overall satisfaction score and individual
variables’ rating:
Having analyzed the problem areas in depth the next step would be to try to relate the
satisfaction level of the dealers with respect to Beetel with the individual parameters i.e.
Overall quality of telephones
Overall quality of distributor‟s sales representatives
Overall quality of company sales representatives
Overall quality of after sales service
Overall quality of ordering and delivery
Overall quality of trade schemes
Overall quality of marketing support
Overall quality of invoicing and payments
Overall relationship with the management
Total Profitability
Now to understand the satisfaction level 2 questions have been identified in the questionnaire.
They are the following:
1. How would you rate the Overall quality of products and services provided by Beetel?
Excellent Very Good Good Fair Poor
5 4 3 2 1
2. How would you rate the Overall value provided by Beetel?
Excellent Very Good Good Fair Poor
5 4 3 2 1
Page | 66
The overall satisfaction level will be an overall effect of the answers to these 2 questions.
Now the responses to these questions may or may not be independent. A correlation matrix
along with the significance level will make it clear.
Correlation:
Correlations
Overall Quality of T&S
(BEETEL) overall value,
beetel
Overall Quality of T&S (BEETEL)
Pearson Correlation
1 .393(**)
Sig. (1-tailed) .001
N 60 60
overall value, beetel Pearson Correlation
.393(**) 1
Sig. (1-tailed) .001
N 60 60
** Correlation is significant at the 0.01 level (1-tailed).
The outputs of the factor analysis are as follows:
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .500
Bartlett's Test of Sphericity
Approx. Chi-Square 9.650
df 1
Sig. .002
Total Variance Explained
Component Initial Eigen values
Total % of Variance Cumulative %
1 1.393 69.653 69.653
2 .607 30.347 100.000
Extraction Method: Principal Component Analysis.
Chart 18: The correlation matrix
clearly indicates that there exists
significant correlation between the
2 variables.
Hence a factor analysis would be
ideal to find the factor loading of
each variable and calculate the
overall satisfaction score.
Chart 18
Chart 19
Chart 19: The KMO statistic of sampling
adequacy value is .500 and hence the
sample can be taken to be adequate for
factor analysis.
Further Barlett‟s test of Sphericity also
yields a significant chi-square value of
9.650. This proves that the factoring has
been quite effective.
Chart 20
Chart 20 factor 1 having Eigen value
1.393explains the variance most
significantly.
Page | 67
Component Matrix (a)
Component
1
Overall Quality of T&S (BEETEL) .835
overall value, beetel .835
Extraction Method: Principal Component Analysis. a 1 components extracted.
Now to understand how the 10 variables effect this satisfaction score a regression model can be
fitted between the overall satisfaction score and the 10 variables.
But first it has to be checked whether the 10 variables are independent of each other.
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .682
Bartlett's Test of Sphericity
Approx. Chi-Square 169.001
df 45
Sig. .000
Chart 21
The factor loadings of each of the variable given
in chart 21 can be used as weights to calculate the
overall satisfaction score for each respondent.
The formula for the satisfaction score would be:
.835(rating of overall quality of products and
services of Beetel) + .835(rating of overall value
of Beetel)
Chart 22
Chart 22: The KMO statistic of sampling
adequacy value is .682 viz. greater than .5
and hence the sample can be taken to be
adequate for factor analysis.
Further Barlett‟s test of Sphericity also
yields a significant chi-square value of
169.001. This proves that the factoring has
been quite effective.
Page | 68
Factor Analysis:
Communalities
Initial Extraction
Profitability of Beetel 1.000 .531
overall quality of telephone, Beetel 1.000 .685
Overall quality Of DSR Beetel 1.000 .695
Overall quality of CSR/MDO Beetel 1.000 .515
Overall quality of after sales service, Beetel 1.000 .476
Overall Quality of Ordering&Delivery ,Beetel 1.000 .507
Overall quality of Trade Schemes, Beetel 1.000 .618
overall quality of marketing support & signage Beetel 1.000 .706
overall quality of billing & payment Beetel 1.000 .634
overall quality of relationship with beetel 1.000 .670
Extraction Method: Principal Component Analysis. Communalities
Initial Extraction
overall quality of telephone, Beetel 1.000 .860
Overall quality Of DSR Beetel 1.000 .760
Overall quality of Trade Schemes, Beetel 1.000 .829
overall quality of marketing support & signage Beetel
1.000 .758
overall quality of billing & payment Beetel 1.000 .691
overall quality of relationship with beetel 1.000 .667
Extraction Method: Principal Component Analysis.
Chart 23
Chart 23: The communality value for
profitability, overall quality of company
sales representatives, overall quality of
after sales service, overall quality of
ordering and delivery are very low and
hence these do not fit very well in the
factor analysis. Dropping these variables
and again performing factor analysis would
generate better result.
The communality value indicates the
percentage of variance in the particular
variable that is explained by the factors
extracted.
Chart 24: Removing profitability, overall
quality of company sales representatives,
overall quality of after sales service, overall
quality of ordering and delivery make the
communalities for all the other variables
quite large.
Chart 24
Page | 69
Total Variance Explained
Extraction Method: Principal Component Analysis.
Rotated Component Matrix (a)
Component
1 2 3
overall quality of telephone, Beetel -.055 .047 .924
Overall quality Of DSR Beetel .861 .115 .066
Overall quality of Trade Schemes, Beetel .008 .911 .015
overall quality of marketing support & signage Beetel
.295 .814 .092
overall quality of billing & payment Beetel .503 .067 .659
overall quality of relationship with beetel .802 .145 .060
Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 5 iterations.
Component Number
654321
Eig
en
va
lue
2.5
2.0
1.5
1.0
0.5
0.0
Scree PlotComponent Initial Eigen values Extraction Sums of Squared Loadings
Total % of
Variance Total % of
Variance
1 2.326 38.766 2.326 38.766
2 1.223 20.388 1.223 20.388
3 1.015 16.921 1.015 16.921
4 .597 9.951
5 .439 7.317
6 .399 6.656
Chart 25 and Fig 37 clearly shows that Factor 1 having Eigen value 2.326 explains the
variance most significantly followed by Factor 2 and Factor 3.
Fig37
Chart 26
Chart 26: The factor 1 has more
significant proportion of the following
variables: overall quality of distributor
sales representatives and the overall
quality of relationship with Beetel,
Factor 2 the following variables: overall
quality of trade schemes, and overall
quality of marketing support and
Factor 3 the following variables:
Overall quality of telephones and the
overall quality of billing and payment.
Chart 25
Page | 70
Component Matrix (a)
Component
1 2 3
overall quality of telephone, Beetel .356 .524 .677
Overall quality Of DSR Beetel .720 .151 -.467
Overall quality of Trade Schemes, Beetel .514 -.673 .334
overall quality of marketing support & signage Beetel
.702 -.487 .167
overall quality of billing & payment Beetel .668 .472 .146
overall quality of relationship with beetel .690 .112 -.422
Extraction Method: Principal Component Analysis. a 3 components extracted.
By the above two Factor analysis I have removed the problem of multicollinearity. Hence I can
apply multiple regression model taking the factor scores of these 3 Factors as 3 independent
variables and the Factor score of the overall satisfaction as the dependent variable.
For this purpose Regression using backward selection method has been used.
Multiple Regression:
Model Summary
Model R R Square Adjusted R
Square Std. Error of the Estimate
1 .433(a) .188 .174 .90889612
2 .613(b) .376 .354 .80396119
3 .690(c) .477 .449 .74256814
a Predictors: (Constant), REGR factor score 2 for analysis 2 b Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1 c Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1, REGR factor score 1 for analysis 2
Chart 28: The third regression model formed using all the 3 Factors with variables overall
quality of distributor sales representatives, overall quality of relationship with Beetel,
overall quality of trade schemes, overall quality of marketing support, overall quality
of telephones and overall quality of billing and payment significantly explain the
variance in the satisfaction score. The strength of the regression is strong with R square
value being .477.
Chart 28
Chart 27: The factor loadings of each of
the variable can be used as weights to
calculate the overall satisfaction score for
each respondent.
The formula for the satisfaction score
would be:
.720(overall quality of distributor sales
representatives) + .690(overall quality of
relationship with Beetel)- .673(overall
quality of trade schemes)-.487( overall
quality of marketing
support)+.667(Overall quality of
telephones)+.146(overall quality of billing
and payment)
Chart 27
Page | 71
It can be concluded that it is statistically possible to establish a strong regression between the
satisfaction score and the 3 factors extracted from the 10 independent variables.
Page | 72
Measurement of the satisfaction level of Beetel dealers:
Now, we want to know that how many Beetel dealers are satisfied with Beetel. The basic
frequency analysis would give us the clear picture.
Frequency Analysis:
Overall Quality of Product&Services (BEETEL)
2 3.3 3.3
6 10.0 13.3
27 45.0 58.3
13 21.7 80.0
12 20.0 100.0
60 100.0
Poor
Fair
Good
Very Good
Excellent
Total
Valid
Frequency Percent
Cumulative
Percent
Overall Quality of P&S (BEETEL)
ExcellentVery Good
GoodFairPoor
Pe
rce
nt
50
40
30
20
10
0
Overall Quality of P&S (BEETEL)
Chart 29 and Fig 38; show
that 52 dealers out of 60 i.e.
45% +21.7%+ 20%=86.7%
of the dealers described
overall quality of products
and services as Good, Very
Good ad Excellent. 86.7% is
a good quantity to say that
the majority of the dealers
are satisfied with the overall
quality of the products and
services of Beetel.
Fig 38
Chart 29
Page | 73
Frequency Analysis:
overall value, beetel
ExcellentVery Good
GoodFairPoor
Per
cen
t
60
50
40
30
20
10
0
overall value, beeteloverall value, beetel
5 8.3 8.3
19 31.7 40.0
32 53.3 93.3
3 5.0 98.3
1 1.7 100.0
60 100.0
Poor
Fair
Good
Very Good
Excellent
Total
Valid
Frequency Percent
Cumulati
ve
Percent
Chart 30 Fig 39
Chart 30 and Fig 39; show that 32+3+1=36 out of 60 respondents, i.e.
53.3%+5%+1.7%=60% of the respondents think that the overall value (in terms of making
profits, products and service received in return to the investment of the dealer in terms of
space, stocks purchased etc.) of Beetel telephone handsets are Excellent, Very Good and
Good respectively. 60% is not a satisfactory figure for the company Beetel. So, we can say
that dealers of Beetel are not satisfied with the Overall value provided by Beetel.
Analyzing the primary data I have got that 70% of the dealers are satisfied with the overall
value of Orpat, 57% are satisfied with the overall value of Panasonic and GE each.
Page | 74
Graphical Analysis of the Findings of the Relational Outcome Section:
7767 62 66 71
020406080
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Recommendation to friends to do Business with
80 80 78 80 77
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Likeliness to continue dealings
Fig 41
Fig 41 shows that Beetel has
got a score of 77 out of 100
when it comes to the
‘likelihood of
recommending Beetel to
friends/relatives to do
business with’. Competitors
are lagging behind Beetel in
this aspect.
Fig 42
Fig 42 shows that Beetel has
got a score of 80 out of 100
when it comes to the
‘likeliness to continue
dealings with in the next 1
year’. BPL and GE also
scored 80 out of 100 in this
case. Although, Beetel scored
well,it is facing tough
competition from its close
competitors in this aspect.
73 73 76 7768
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark companies
Commitment Index Fig 40 shows that Beetel
has got a score of 73 out of
100 when it comes to the
commitment aspect. GE
and Orpat have got 77 and
76 out of 100. So, we can
say that Beetel has scored
low in this aspect in
comparison with its
competitors.
Fig 40
Page | 75
67 64 6757
90
0
20
40
60
80
100
BEETEL BPL ORPAT GE PANASONIC
Sco
res
Beetel and its Benchmark Companies
Likeliness to Increase Investment
Beetel78%
Others22%
Recommendation to Customers
Fig 43
Fig 43 shows that Panasonic
has got 90 out of 100, while
Beetel scored 67 when it
comes to the „likeliness to
increase investment in the
next 1 year‟. Though Beetel
is in the 2nd
position but there
is a huge difference between
Panasonic and Beetel. So
Beetel should take care of its
performance level so that the
likelihood of increasing
investment increases.
Fig 44
The graph in Fig 44 indicates
that Most of the Beetel dealers
(78%) recommend Beetel first
to the customers, when they
come to the shop for purchase.
Only 22% of the dealers do not
recommend Beetel first to the
customers. The result is
satisfactory.
Page | 76
Statistical Analysis of the relation between the likelihood to recommend telephone to
friend/relatives, profitability, and Overall quality of products and services:
Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives
varies with different brands and different profitability. To know that Anova should be
performed.
Anova:
Tests of Between-Subjects Effects Dependent Variable: recommendation to friends
Source Type III Sum of Squares df
Mean Square F Sig.
Corrected Model 19.917(b) 12 1.660 2.686 .004
Intercept 293.045 1 293.045
474.280
.000
TelCode 12.602 4 3.151 5.099 .001
profitability 4.141 4 1.035 1.676 .162
TelCode * profitability
11.302 4 2.825 4.573 .002
Error 56.844 92 .618
Total 1452.000 105
Corrected Total 76.762 104
b R Squared = .259 (Adjusted R Squared = .163)
Tel Code
GEBPLPanasonicorpatBeetel
Es
tim
ate
d M
arg
ina
l M
ea
ns 5
4.5
4
3.5
3
2.5
excellent
very good
good
fair
poor
profitability
Estimated Marginal Means of recommendation to friends
Non-estimable means are not plotted
Chart 31: The telephone brands and
the profitability are the two
independent variables here for this
Anova analysis. The significance
level for Telephone code and
Telephone code*profitability are
.001 and .002, much less than .05. So
the likelihood to recommend a
telephone varies with different
brands only but not with the
profitability aspect. But the
likelihood to recommend a telephone
varies with different brands and
Profitability combinations.
Chart 31
Fig 45
Fig 45 shows how the likeliness to
recommend telephone varies with
different brands of Telephone
handsets but not with the
profitability.
Page | 77
Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives
varies with Overall quality of products and services. To know that one way Anova should be
performed.
Now, to know the reasons of a high score of Beetel in the „recommendation to friends to do
business with‟ instead of its low score in „profitability‟ variable we can do correlation analysis.
Correlation Analysis:
Tests of Between-Subjects Effects
Dependent Variable: recommendation to friends
17.807a 4 4.452 7.6 .000
436.096 1 436.096 740 .000
17.807 4 4.452 7.6 .000
58.955 100 .590
1452.000 105
76.762 104
Source
Corrected Model
Intercept
OverallQualityofTS
Error
Total
Corrected Total
Type III Sum
of Squares df
Mean
Square F Sig.
R Squared = .232 (Adjusted R Squared = .201)a.
Overall Quality of T&S
excellentvery good
goodfairpoor
Esti
mate
d
Marg
inal M
ean
s
4.5
4
3.5
3
2.5
Estimated Marginal Means of recommendation to friends
Correlations
1 .536** .343** .166 .484**
.000 .004 .102 .000
60 60 60 60 60
.536** 1 .306** .207 .395**
.000 .009 .057 .001
60 60 60 60 60
.343** .306** 1 .034 .268*
.004 .009 .399 .019
60 60 60 60 60
.166 .207 .034 1 .253*
.102 .057 .399 .026
60 60 60 60 60
.484** .395** .268* .253* 1
.000 .001 .019 .026
60 60 60 60 60
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
recommendation
beetel to friends
Loyalty beetel
continuation Beetel
Profitability of Beetel
Overall Quality of
T&S (BEETEL)
recommend
ation beetel
to friends Loyalty beetel
continuation
Beetel
Profitability
of Beetel
Overall Quality
of T&S
(BEETEL)
Correlation is significant at the 0.01 level (1-tailed).**.
Correlation is significant at the 0.05 level (1-tailed).*.
Fig 46 Chart 32
Chart 32 and Fig 46 shows that the significance level for overall quality of products and
services is very low (.000). So the likeliness to recommend telephone brands to friends to
do business with varies with the overall quality of the products and services.
Chart 33
Page | 78
Correlations
1 .207 .395**
.057 .001
60 60 60
.207 1 .253*
.057 .026
60 60 60
.395** .253* 1
.001 .026
60 60 60
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Pearson Correlation
Sig. (1-tailed)
N
Loyalty beetel
Profitability of Beetel
Overall Quality of
T&S (BEETEL)
Loyalty beetel
Profitability
of Beetel
Overall Quality
of T&S
(BEETEL)
Correlation is significant at the 0.01 level (1-tailed).**.
Correlation is significant at the 0.05 level (1-tailed).*.
From chart 33 we can see that the likeliness to recommend Beetel to friends is significantly
positively correlated with the „loyalty to Beetel‟, „likeliness to continue with Beetel‟, and
the „overall quality of the products & services‟. But the correlation values are not much
strong. There is no significant correlation between the likeliness to recommend Beetel to
friends and the total profitability.
So the likeliness to recommend to friends to do business with Beetel does not depend at all
on the „Profitability‟ of Beetel.
Chart 34 shows that the loyalty to Beetel is not significantly correlated with the
profitability. So to improve the loyalty towards Beetel, the company should pay
attention to increase the overall quality of the products and services aspect as it is
positively correlated with loyalty of Beetel dealers towards it.
Chart 34
Page | 79
FINDINGS
1) Major Competitors:
Other than Beetel, it has been found that 45, 42 and 33 dealers are dealing in BPL, GE
and Panasonic. So we can say these three companies are the competent competitors of
Beetel.
2) Share of landline phone business:
In the total business of the dealers including Telecom/mobile phones, Electronic white
goods, Home appliances, IT products etc., it has been found that 70% of the dealers are
having fixed phone business contributing less than 15% of their total business, and not a
single dealer have fixed phone business of more than 75% of the total business. These
figures indicate that the overall landline telephone business is on the declining stage of
its product life cycle.
3) Sales of Beetel in proportion with its Competitors:
Among the total landline phone business in the market among 60 dealers, 52% of the
dealers agreeing to the fact that Beetel is contributing more than 50% of the total landline
phone business in their store. So we can say that for majority of the Beetel dealers the
sales volume of Beetel is satisfactory.
4) Satisfaction Score:
It has been found that the satisfaction score of Beetel dealers is dependent on the overall
quality of telephones, overall quality of the distributor sales representatives, overall
quality of the marketing support & signage, overall quality of the trade schemes, overall
quality of billing and payment and lastly on overall quality of the relationship with the
management. Among these Beetel scored low in overall quality of the distributor sales
representatives and in overall quality of the relationship with the management. To score
high in the first one Beetel should improve on the frequency of visiting shop,
responsiveness, rapport, ability to understand requirement, knowledge, ability to keep
commitment, ability to solve problems, helpfulness, knowledge of the distributor sales
representatives. It has been found that only 67% of the dealers are satisfied with the
current frequency of visit by the Distributor Sales Representatives.
Page | 80
5 ) Expected frequency of the Company sales representatives:
45% of the dealers said that they want the company sales representative to visit their shop
once in a month. On the other hand 3% of the dealers said that they don‟t want the
company sales representative to visit their shop. This may be because some of the dealers
think that the distributor sales representative is enough for serving them.
6) Overall Quality of the Products and services of Beetel:
It has been found that out of that Beetel dealers are satisfied with the feedback that they
get from the customers about the quality of telephone handsets and the services. 87% of
the Beetel dealers are satisfied with the products and services of Beetel. But Panasonic is
its close competitor.
7) Overall Value of Beetel:
It was found that the total value i.e. what the dealers get in terms of making profits,
products and services received, as well as the relationship enjoyed, in relation to what
they give in terms of their investment in space, stocks purchased, people employed as
well as their own time and effort, they get from the companies, dealers are not satisfied
with Beetel. Dealers are satisfied with BPL most. Only 60 % of the Beetel dealers have
rated the overall value they get from Beetel as Excellent, Very good and Good. In this
parameter Beetel did not score well also.
8) Quality of After Sales Service of Beetel:
The dealers are not at all satisfied in comparison with its competitors in case of the
overall quality of after sales service. Dealers are mostly satisfied with Panasonic and
Orpat. To improve the quality of after sales service Beetel needs to improve on the
quality of repair, responsiveness and ability to communicate the time involved.
9) Overall Profitability of Beetel:
As per the total profitability i.e. the profit masrgin, profit on schemes or the service
margin is concerned, dealers are not at all satisfied with the total profitability they get
from Beetel products with comparison with its competitors. Panasonic gives the highest
satisfaction. To improve the profitability of the dealers Beetel have to increase the profit
margin.
Page | 81
10) Loyalty and Commitment towards Beetel:
Most of the dealers are not feeling much loyal or committed towards Beetel in
comparison with its competitors, as a company. Beetel dealers are much loyal to Orpat
and GE. It has been found out that to increase the loyalty towards Beetel, the overall
quality of products and services should be much better.
11) Likeliness to continue with Beetel for the next one year:
Most of the dealers want to continue dealings with Beetel in the next 1 year.
12) Likeliness to increase the share of investment in Beetel products:
Dealers are interested to increase the share of investment in Beetel products, but most of
them also want to increase their share in Panasonic products.
13) Likelihood of Recommending Beetel to friend to do business with:
Likelihood of recommending Beetel to friends to do business with is more than its
competitors. It has been found that there is no dependence of the recommendation aspect
and the total profitability aspect. The likelihood of recommending Beetel to do business
with is more than any of its competitors while the dealers are not at all satisfied with its
profitability. From the analysis it has been found out that the likelihood of
recommendation is different for different quality of products and services. Respondents
who feel the quality of product & services poor for Beetel, for them the likelihood of
recommendation of Beetel is lowest. It increases with the quality not with profitability.
As the concern of the customer is the product and service quality, and Beetel scores high
in this aspect, so the sales volume is high for Beetel in comparison with its competitors.
Hence, the likelihood of recommending Beetel to do business with is also high.
Likelihood of recommending Beetel is also dependent on the loyalty and likeliness of
continuing business.
14) Likeliness of recommending Beetel to customers first:
It has been found that every dealer recommend phones to their customers. Among them,
78% recommend Beetel to their customers first when they come to the shop. It‟s a good
proportion.
Page | 82
15) Others:
It was found from the primary source that GE happens to be one of the major competitors
of Beetel in the current market scenario, but according to the secondary data it was found
that Beetel have signed an agreement with Atlinks company, the world‟s largest phone
manufacturers who manufactures GE phones. From 2005 Beetel is manufacturing and
marketing GE phone in India.
SWOT Analysis:
Strengths:
85% of the dealers think Beetel to be financially strong.
85% of the dealers think Beetel to be leading telephone manufacturer in India.
78%of the dealers think Beetel to be superior technology user.
87% of the dealers think Beetel to be customer-oriented company.
91%of the dealers think Beetel has fair trade practices.
78% of the dealers think Beetel is an innovative company.
91%of the dealers think Beetel manufactures telephones suitable for all.
Strong goodwill for more than 15 years.
78% of the dealers mostly prefer to deal with Beetel.
85% of the dealers mostly deal with Beetel.
52% of the Beetel dealers sell Beetel more than 50% of their total telephone sales.
78% of the dealers recommend Beetel to the customers first.
Dealers are satisfied with the quality of overall quality of trade schemes, overall quality
of marketing support, overall quality of telephones and overall quality of billing and
payment.
High likeliness to recommend Beetel, likeliness to continue dealings and likeliness to
increase investment in next 1 year.
Weaknesses:
Have two distributors in Kolkata itself, who supplies to same dealers. Thus dealers are
getting biased about the distributors and the revenue generation of the company is getting
hampered.
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Unsatisfactory responsiveness, poor understanding of the dealer‟s requirement, poor
ability to keep commitment, poor knowledge of the product of the distributor sales
representatives.
Unsatisfactory responsiveness & helpfulness of the distributor, poor quality of repairs,
and inability to communicate the time for after sales service.
Dissatisfactory credit facility.
Low level of loyalty of dealers to Beetel telephone.
Low profitability and value that the dealers get.
Dissatisfactory relationship with the management.
Opportunities:
A market share of 50% in the current scenario.
Around 78% of the dealers likely to recommend Beetel to the customer first.
Highly demanding scheme of one year replacement guarantee.
Growing wireless land phones market.
Dealers do agree that if the company comes up with other new products like IT products
or mobile phones it will do well in the market.
High demand of the basic phones of Beetel.
Threats:
Growing market share of the strong competitors like BPL, Panasonic and GE.
Controversies between the two distributors affecting the sales volume of handsets to the
dealers.
Telephone handset business is in the declining stage of its life cycle.
Low profit margin.
The time taken for repairing the handsets is very long than normal time period.
Telephone handsets, imported from China, could not be repaired easily by the company.
Many dealers winded up their business being dissatisfied with the overall value of Beetel.
BCG Matrix:
In the BCG matrix Beetel telephone handset would come in the „Cash Cow‟ division. Because
Beetel telephone handset has got a relatively large market share. But the market growth is low.
So, the proper steps can be to enter into new market where the product can be sold or to harvest
the asset of this business and with that cash flows invest into another business.
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CONCLUSION AND RECOMMENDATIONS
From the above analysis the following things are clear:
Beetel currently has the highest market share among its telephone dealers. However Panasonic,
BPL, GE and Orpat are the major competitors who are growing fast and slowly eating away
from Beetel‟s market share pie.
The problems that Beetel‟s dealers are complaining about are the overall quality of the
distributor sales representatives, overall quality of after sales service, overall quality of
relationship with the management, and the total profitability.
But later from the analysis we can infer that the overall quality of after sales service and the
total profitability has got no effect on the overall satisfaction score of the dealers of Beetel. So
my recommendations to improve the performance and satisfaction level of Beetel dealers are as
follows:
To delight the dealers Beetel should emphasize on the overall quality of distributor sales
representatives, overall quality of relationship with Beetel, overall quality of trade
schemes, overall quality of marketing support, overall quality of telephones and overall
quality of billing and payment.
Distributors have to recruit responsive sales executive, who can build rapport, understand
requirement, knowledgeable, helpful and can keep commitment.
As the landline set business is in its declining stage, so Beetel have to use Push strategy
(with the help of sales promotions like POP materials, free gifts, contests, lucrative trade
schemes etc.) to induce dealers to carry, promote & sell the products to end users. In this
highly competitive market, where demand is low and supply is high, in the short run
Beetel should lower the price of its basic phones instead of increasing it to penetrate the
market.
The company should more emphasis on the fast moving phones in the market i.e. the
fixed base phones than the feature or the cordless phones.
The company should appoint one strong distributor per city to avoid the competition
between the distributors to sell the same products.
Although the company is marketing GE products, it should concentrate on its parent
brand as it loosing importance.
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The company should improve its after sales service by improving on the quality of repair,
responsiveness on the servicing needs, and communication of the time involved with
servicing.
27% of the Beetel dealers suggested to improve the behavior of the distributor sales
representatives, as in they should be more interactive.
To increase the likeliness to recommend to friends to do business with and the loyalty
towards Beetel, Beetel should improve on the „overall quality of products and services‟.
25% of the dealers suggested improving the quality of the materials used for telephone
parts.
25% of the Beetel dealers said that the battery quality should be improved.
55% of the dealers suggested that the company sales representatives should visit the
dealer at least once a month.
34% of the dealers suggested that the time taken to service the telephone should be less
(not more than 2 days).
30%of the dealers suggested that the delivery should be provided as per the order given.
30% of the dealers suggested that the promotional activities of Beetel should increase.
37% of the dealers suggested that Beetel should provide more POP materials (danglers,
posters, streamers, glow sign board).
43% of the dealers suggested that Beetel should provide credit facility to them.
38% of the dealers suggested that Beetel should advertise more to attract customers,
among which57% of the dealers said that they want advertisement in the local news paper
and on the hoardings.
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APPENDICES
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REFERENCES
www.wikipedia.org
www.imrbint.com
http://beetel.net/?page=profile_modified
http://www.panasonic.co.in/web/productssolutions/communications/telephone/analoguecordlesspho
ne
http://www.geappliances.com/electronics/
http://www.blonnet.com/2003/09/09/stories/2003090901671700.htm
http://www.hindu,com/2007/07/19/stories/2007071955200500.htm
www.rediff.com
Naresh K. Malhotra. Market Research An Applied Orientation, Fifth Edition, Delhi: Pearson Education
(Singapore) Pte. Ltd.,2005
Darren George and Paul Mallery. SPSS for Windows Step by Step, Sixth edition, Delhi: Pearson
Education (Singapore) Pte. Ltd.,2005
Principles of Marketing – Philip Kotler and Garry Amstrong, a Tata McGraw publication.