Customers Satisfaction in Fan Market(Bajaj)

7/27/2019 Customers Satisfaction in Fan Market(Bajaj)

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SUMMER TRAINING PROJECTREPORT

Dealer/Customer Satisfaction in Fan Market

For Bajaj Electricals Ltd. (New Delhi)

Submitted in partial fulfillment of

Master degree in Business Administration (M.B.A.)

Under Guidance of: Submitted by:

Mr. Manish Shrivastava Rohit Chauhan(Area Manager, Fans) M.B.A.

Maharaja Agrasen Institute of Management & TechnologyKurukshetra University, Kurukshetra

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DECLARATION

I Rohit Chauhan student of MBA Programme (Session 2006-08) hereby declare that the

project report titled Customer satisfaction in Fan Market is a original piece of work

done by me and has been not submitted to any organization in any means possible.

The project is the result of my industrial summer training at Bajaj Electricals Ltd., New

Delhi.

ROHIT CHAUHAN

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ACKNOWLEDGEMENT

I hereby express my gratitude to Mr. Girish Mathur (Regional Manager) for giving me

the opportunity to do my project in Bajaj Electricals Ltd.

I am very grateful to Mr. Munish Shrivastava (Area Manager, Fans) for his valuable

suggestions and having shared his experiences related to the project.

I would like to extend a special thanks to him for sharing his knowledge and experience

related to my project and being a pillar of support throughout my training.

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

ROHIT CHAUHAN

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CONTENTS

1. INTRODUCTION TO THE PROJECT

INDUSTRY PROFILE

HISTORY

PRODUCT RANGE

2. COMPANY PROFILE

ABOUT BAJAJ ELECTRICALS

3. LITERATURE REVIEW

4. SCOPE OF THE STUDY

5. OBJECTIVE OF THE STUDY

6. RESEARCH METHODOLOGY

7. RESEARCH FINDINGS

8. LIMITAITON OF THE STUDY

9. CONCLUSION

10. DEALERS SUGGESTIONS

11. RECOMMENDATION AND SUGGESTIONS

12. BIBLIOGRAPHY

13. APPENDIX

QUESTIONNAIRE

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INDUSTRY PROFILE

Though Bajaj Electricals is one of the major player in Electrical product industry and is

actively participating in every segment but there are other major and minor players which

are its competitors and giving a potential threat to Bajaj Electricals.

Crompton Greaves

USP : Technically very sound and quality is high. Major competitor

of Bajaj Fan .

Polar

USP : It gives seven year warranty period.

Usha

USP: It is one of the oldest brand and major player in fan market.

Orient

USP: Technically very sound and high quality and presence in few regions

Havells

USP: It is one of the new player which has created a big market for itself due to

aggressive promotional strategic and major threat to Bajaj in premium segment.

Khaitan

USP: It gives full replacement.

Local Brands

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HISTORY

The Bajaj group of India owes immense gratitude to their founding fathers whose

vision and dedication over the years has greatly helped to build a business house that can

set standards in Indian Industry.

Jamnalal Bajaj was the founding father of the Bajaj Group. The adopted

fifth son of Mahatma Gandhi, and the merchant prince who held the

wealth he created in trust for the people of his country. Trust a simple

word that contains a whole philosophy handed down by Jamnalal Bajaj

to his successors. He valued honesty over profit, actions over words and

common good over individual gain.

Kamalnayan Bajaj, elder son of Jamnalal Bajaj, followed footsteps of

his illustrious father and consolidated the bajaj foundation. With

characteristic foresight and pragmatic vision, he launched a steady

diversification programme which gave the current name Bajaj both its

shape and size. His unique management style created a work culture

that matched well with the national spirit he had inherited.

Ramkrishna Bajaj took over the reins of the Bajaj group in 1972 after

Kamalnayan Bajaj and steered the Group from strength to strength for

over 22 years. He had also actively participated in the freedom struggle

of the country. In post independent India,

he had led the youth movement. All along, he actively strengthened the

foundations of business through ethics and practices both within the

group and amongst the business community as well.

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Shekhar Bajaj, Chairman & Managing Director of Bajaj Electricals

Ltd., started his career with Bajaj Sevashram after which he worked atBajaj International, the groups export company. Mr. Shekhar Bajaj

joined Bajaj Electricals in 1980, became the Managing Director in 1987

and took over as the Chairman and Managing Director in 1994.

Mr. Bajaj is the Chairman of Bajaj Group companies Bajaj International

and Hercules Hoist Pvt. Ltd. and on the Board of Directors of Bajaj

Auto and IDBI Bank. He was the President of ASSOCHAM, former

President of Indian Merchant Chambers (IMC) and Council for Fair

Business Practices (CFBP)

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PRODUCT RANGE

BAHAR

Double Ball Bering

Sweep 1200, 1400 mm

Colours Brown, White

BAHAR DECO

Double Ball Bering

Sweep 1200, 1400 mm

Colours Brown, White

CROWN DX

Double Ball Bearing

Sweep 1200 mm & 1400 mm

Colours Ivory, White, Copper Red, Topaz,

Jade, Pearl

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CRYSTAL

Double Ball Bering

Sweep 1200mm

Colours Blue, White

EURO

Double Ball Bearing

Sweep 1200 mm

Colours White, Topaz, Pearl

GRACE GOLD DX

Double Ball Bearing

Sweep 600, 900, 1050, 1200, 1400 mm

Colours Brown, White, Bianco

KALASH

Double Ball Bearing

Sweep 1200mm

Colours Brown, White, Copper

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MAGNIFIQUE MX05

Brushed Nickle finish motor housing

6 Plywood Blades in Silver & White

Halogen lamp underlight Remote control for speed regulation and light

dimmer

Sweep 1200 mm

BP04

Sweep 400 mm

Colours Pink, Blue, Natural

BP05

Sweep 400 mm


BT-05

Sweep 400 mm


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BW01-12

Double Ball Bering

Sweep 300 mm


BW04

Pull-Cord Oscillation Control

Sweep 400 mm


GRACE PEDESTAL 450 FAN

Sweep 450 mm

Colours Ivory

GRACE PEDESTAL FAN

Sweep 400 mm

Colours Ivory

BAHAR

Sweep 225, 305 mm

Colour Metallic Grey

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FRESHEE MKII

Sweep 225, 305 mm

Colour Metallic Grey

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COMPANY PROFILE

Bajaj Electricals Limited (BEL) is a part of the US$ 3 billion Bajaj Group who are in

the business of steel, sugar, two wheelers & three wheelers besides an impressive range

of consumer electrical products. BEL is a 68 year old company with a turnover of over

Rs. 650 crores aiming to be a Rs. 1001 crore company in the next couple of years.

Bajaj Electricals has 19 branch offices, a chain of 600 distributors, 3000 authorised

dealers, over 1,20,000 retail outlets and over 200 service franchises spread across the

country. BEL today has five major strategic business unit comprising of home appliances,

fans, lighting, luminaries and engineering & project. BEL is also in the business of

manufacturing erection and commissioning of transmission line towers, telecom tower

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mobile telecom towers and wind energy towers. Export of all BELs product except of its

engineering and projects business unit is taken care of by group company Bajaj

International Pvt. Ltd.

Time has taken rests in some important business process company few business units

while the others Business Units are on the way to obtain the same.

Total Quality Management (TQM) has taken roots in some important business processes

of the company. Few business units of the company have already received ISO

certification while the other Bus are on the anvil to obtain the same. BEL had many

technology tie-ups collaborations with major international players, the details of which

are given under business activities.

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LITERATURE REVIEW

BAJAJ FANS BEFORE APRIL 2000

Bajaj Electricals limited entered the fans business by distributing fans manufactured by a

small fan company called Matchwel Electricals Pvt. Ltd. located in Pune in the 50s.

Bajaj Electricals Ltd. acquired a controlling stake in this company in the early 60s and

this subsidiary was merged with Bajaj Electricals Ltd in the year 1984. Bajaj fans had the

lowest share in the organized sector with a market share of only 7.6 percent and a market

share of only 3.6 percent of the total market. Bajaj as also present mainly in the premium

ceiling fans segment; that meant that it was targeting only 14 percent of the total

organized sector market for fans of which bajaj had a 20 percent market share and was

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considered as a strong player. The brands advertising share of spend was only 12 percent

of the total category spends on advertising. The brand was not in the consideration set of

many consumers as word of mouth franchise was weak.

The channel used by Bajaj to market the fans was an Indirect distribution Model thanks

largely to the legacy of the Appliances business of Bajaj Electricals, which is still based

on an indirect distribution model.

COMPANYANY DISTRIBUTOR/ RETAlLER /CONSUMER

The consumer perception of Bajaj brand in the Electrical trade has been good overall.

However, the brands presence in the fans category in the minds of the consumer was

missing . As a result the brand as not included in the consideration set of the consumer

for fan purchase.

Bajaj also has a very strong all Indian logistics with a round 20 branches and a strong

after sales service infrastructure with around 200 service franchisees and a good synergy

of its appliances product lines in the channel, many of who also sell fans.

MARKETING STRATEGY OF BAJAJ TOWARDS DEALER/CUSTOMER

SATISF ACTION

BROAD MARKETING DIRECTION

1. The Market Vision

To make Bajaj Fans a leading player in the fans market in India, by understanding and

effectively meeting the consumers stated and unstated needs, so as to achieve a sustained

competitive advantage, while pursuing the path of profitable growth for the Fans BU and

its brands.

2. Bajaj Fans The Competitive Stance

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Increase the width of the product line and launch new categories / products. Move

towards a Direct distribution system. Benchmark the market leaders network

reach and expand the retail network aggressively.

Price the product competitively with a higher deliverable value.

Use the power of the large organization infrastructure good brand quality equity

and resources to take on major players head on and invest to grow the business.

4. The product- market segmentation

Bajaj Fans was earlier focusing only on the premium segment of ceiling fans and was a

niche player in the market. To have a dominating position in the fans market based on the

strengths that company had in terms of brand, infrastructure, management capabilities

and understanding of the fans market, the company decided to target most of the

segments in the fan market by following a micro-segmentation strategy. The company

believed that the Right product at the Right Price Point for the Right Target Consumer

was the Right approach to creating the Right Competitive Advantage.

THE BRAND POSITIONING

1. Brand Architecture of Bajaj Fans

Although Bajaj Fans decided to target nearly all the segments in the fans market, it was

imperative to have a differentiation and concentration on a set of customer in each

segment, which will value the core benefit, which shall be offered by the Bajaj brand in

each segment.

4. Introduction of sub brands

As many as five new sub brand were introduced.

Bahar as a low price sub economy fan is ceiling table/exhaust fans.

Maxima as a medium price sub-economy fan is ceiling and exhaust

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Grace as an economy ceiling fan

Crown as a premium ceiling fan and TPW fans

Bajaj Midea as a premium TPW fans in a tie up with GD Midea holding Co.

unique Co branding exercise with the world largest fan manufacturing company

based in China.

Introduction of multiple sub brand and product has been a key ingredient to the

success of Bajaj Fans. Each sub brands signifies a specifies a specific customer

expectation and the companys attempts at meeting them.

KEY ELEMENTS OF THE MARKETING STRATEGY

4. Product Strategy

Ceiling Fans

Launch high quality decorative fans with better design in the premium segment.

Launch high quality decorative and non decorative but contemporary fan in the

economy segment corresponding to the consumer needs of the segment. Launch basic product without any frills to meet the needs of sub economy

segment aimed at providing an up graduation platform to the customer from the

unorganized sector.

TPW Fans

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Launch a new range of TPW fans in the premium and economy segments.

Freshair Fans

Launch a new range of Freshair fans in the economy and sub economy segments.

2. Pricing Strategy

The company follows a competitive pricing strategy in all major markets for all products

segments. The strategy to enter the lower price.

Segments was executed through launch of differentiated models aimed at the lower price

segments.

Earlier all Economy and Premium ceiling fans were sold at around Rs 1000 and Rs. 1200

respectively to the customer. Sub. economy ceiling fans were introduced at a customer

price of less than Rs. 900. The company introduced their Maxima ceiling fans at a

customer price of Rs. 900 and Bahar ceiling fans at a customer price of Rs. 800/-.

However, one of the organized sector competitors (say competitor A) introduced a

ceiling fan model at a customer price of Rs. 700. Today the sub economy segment is

being actively looked at by most major competitors.

The pricing innovation aimed at the Bottom of the Pyramid mass market has been a key

element of the Bajaj Fans success story.

Increased brand visibility at the market place

Initiated various ground level activities by hiring promoters in the key wholesale and

large retail markets for fans. These promoters were dressed in branded T-shirts and caps

and were asked to distribute leaflets of Bajaj fans to potential customer and to detail the

products at the point of sale.

When visiting the market, they would carry placards with the core communication

message of Bajaj fans Subse Tez. This created a lot of excitement in the market and

customers started asking for Bajaj fans.

Attractive POPs Display schemes and Mystery Customer Contests were also run for the

dealers for better display of products and packing on the retail shelves by the retailers and

for a channel push.

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Distribution strategy

Reach of potential through Mission Excel Initiative.

The aim under this initiative was to understand the reach of Potential of the retailers of

the company in the total market and ensure presence and high shop share at key retail

outlets, which had a high share of the defined market. This enabled the company to

explore a larger part of the defined market potential by being present in larger retailers

_counters in a stronger manner. This activity leads to an improvement in both the width

and depth of distribution.

Dealer Loyalty

Simply increasing the margins of dealers by offering higher discounts was not the best

form to gain dealer loyalty. This was because any other 23rganized sector brand could

match the offer immediately and nullify the companys price advantage.

Instead, since 2001 the company has introduced a number of programs to increase dealer

loyalty towards Bajaj Fans, thereby encouraging them to recommend our fmn over other

brands, to the customer. These were:

Summer Hungama Scheme

Special gifts to dealers, which included household appliances and travel within the

country and abroad. Key dealers were encouraged to qualify for travel incentives and

were taken for the trip along with their spouse. This helped in increasing the bonding

with key dealers. Trips were arranged to Bangkok, Mauritius and Singapore.

Bajaj Fan Dealers Privilege Club I First by any fan company

For long term CRM

Membership by invitation only

Only Crme de la crme fan dealers invited

Special rewards, gifts, trophies and certificates

Annual conference at a foreign location

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Criteria for qualification - Sales volume, Growth, Payment Efficiency.

To honour our key dealers and make them feel important and valued.

The company invited only 100 top dealers of the country of which 81 dealers

qualified. They were taken on a trip to Dubai with the top Management of the

company.

Dealer meets

Dealer and Sub dealer meets were organized to gain their confidence share with them the

companys strategies and future plans and obtains their feedback on how to collectively

grow in volumes and profits. Most importantly such meets created a strong bond between

the company and its dealers and sub dealers and made them feel an important part of

Team Bajaj.

4. Conclusion

In one of the earlier paras under segmentation it was said that The Company believed

that the Right Product at the Right Price Point for the Right Target Consumer was the

Right approach to creating the Right Competitive Advantage.

Indeed the substantial success achieved by Brand Bajaj Fans, whether it be in terms of the

Sales Performance, Market Share gains, Profit performance, Image Improvements,

Increase in Consumer Demand, Network related improvements, Dealer Loyalty and the

overall Brand strengths, has been a vindication of this firm belief. The Fans Business

Unit has been a trail blazer within the company in terms of energinising and electrifying

Team Bajaj Electricals with its sterling performance and substantial achievement. In

fact, the Fans team has set an example for the rest of the company to follow and emulate.

But the greatest tribute to the marketing success are the many Lacs of new customers

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whom the company has been able to add year after year, who in turn also become the

spokespersons for brand bajaj fans. The brand now looks to the future with renewed

hope, optimism and confidence.

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SCOPE OF THE STUDY

The scope of the study is to study the dealer/customer satisfaction in fan market and to

reveal the key performance parameter of satisfaction. The study carried out in state of

U.P. covering region of NOIDA, GHAZIABAD, MEERUT and MORADABAD resp.

due to its heterogeneous demographics.

The study provides information about the various attributes of satisfaction of

dealer/customer. The units of study are dealers in fan market.

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OBJECTIVES OF THE STUDY

To study satisfaction level of dealer/customer towards different fan companies

To check brand loyalty of customer

To study satisfaction level of dealer/customer in terms of Service and Quality

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RESEARCH METHODOLOGY

Marketing Research is undertaken to understand a marketing problem in a better way.

Before undertaking a marketing research, answer to two questions in required.

1. What Information is required for this research?

2. How can it be produced?

The main objective was DEALER / CUSTOMER SATISFACTION IN FAN

MARKET and for this a list of information required rate:

1. To determine satisfaction level of dealer/customer towards different fan

companies.

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2. Attributes of satisfaction of dealers/customers in fan industry.

3. To rank key performance parameters of various brand of fans.

OVERVIEW OF THE METHODOLOGY ENGAGED IN THE

QUESTIONNAIRE

Research Design - Descriptive Research

Data Source - Primary Data

Research Approach - Survey Method

Research Instrument - Questionnaire

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

choice questions

Sampling Plan

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Sampling Unit - Fan dealers

Sample Area - Western UP

Sample Size - Dealers of both area

Sampling Procedure - Simple random sampling

Contact Method - Personal interview

Data Processing

A number of tables & graphs to bring out the main characteristics of collected

data. Inferences to be drawn from the collected data.

MARKETING RESEARCH INSTRUMENTS

There are two main instruments in collecting primary data:

1. Questionnaire

The eight week program about Dealer/Customer satisfaction in fan market

was carried with the objective of bringing out the reasons which play the most vital role

during the purchase decisions of the fan and dealer / customer satisfaction towards

various brands of fans.

REGION SELECTION

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The whole activity was carried out by selecting two major states which provide

the major chunk of business. The area under study were Western U.P where

questionnaire was served to the dealer covering regions of Noida, Ghaziabad, Meerut &

Moradabad respectively.

SAMPLING

The study was based on the random sampling method by which sample of 62

users were taken.

These three region were selected for under study was because of their different

demographic factor which constitute population of the locality.

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CUSTOMER SATISFACTION IN FAN MARKET(Ghaziabad)

TOTAL NO. OF DEALERS=17

Observation 1The %age of brands in which the dealers are dealing.

Brand Total %ageBajaj 6 35.29Havells 7 41.17Crompton 7 41.17Usha 10 58.82Orient 7 41.17Khaitan 10 58.82Others 10 58.82

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

Observation 2

What does the customer expects from different brands in terms of Quality?

Total %ageDesign 17 100Power consumption 6 35.29Speed 17 100Other 4 23.52

35

%age no. of dealers deal with

0

10

20

30

40

50

60

70

Bajaj Havells Crompton Usha Orient Khaitan Others

17

6

17

4

024

68

1012141618

Desig

n

Powe

rConsumption

Speed

Othe

r

Quality Measures

PositiveResponse

%AGE

NO.

OF

DEALE

RS

BRANDS


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

Observation 3

What does customer expect from different brands in terms of service?

Total %age

Guarantee 16 94.12Warranty 5 29.41

Ready to give spare cost ofplastic spare parts within guarantee period 0 0

Time required to rectify the problem 11 64.71Other 0 0

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

Observation 4

Rank of different brands according to customer satisfaction

Score Rank

Bajaj 63 6

Havells 60 7

Crompton 78 2Usha 86 1

Orient 74 4

Khaitan 77 3

Polar 73 5

Other 35 8

37

16

5

0

11

00

2

4

6

8

10

1214

16

18

Guarantee

Costof

plas

tic

spa

re

par

ts

Other

Service Measures

PositiveRespons

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BRANDS

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

Observation 5

Most preferred brand which dealer want to buy

Brand Total %age

Bajaj 3 17.64Havells 4 23.52Crompton 3 17.64Usha 2 11.77Orient 2 22.22Khaitan 3 17.64Other 8 47.05

38

Rankwise score of different brands acc customer

satisfaction

8678 77 74 73

63 60

0

20

40

60

80

100

Usha Crompton Khaitan Orient Polar Bajaj Havells


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

Observation 6

Satisfaction level of brands according to After Sale Service.Brands Satisfied Not SatisfiedBajaj 8 2Havells 8 1

Crompton 8 1Usha 11 0Orient 6 1Khaitan 8 1Other 8 1

39

Percentage no. of Dealers

17.64

23.52

17.64

11.77

22.2217.64

47.05

05

101520253035404550

Ba

jaj

Havells

Cromp

ton

Us

ha

Orient

Khaita

n

Others

Satisfaction regarding After Sale

Service

8 8 8

11

6

8 8

21 1

01 1 1

0

2

4

68

10

12

Bajaj

Havells

Crom

pton

Usha

Orie

nt

Khaitan

Othe

rs

Satisfied

Not Satisfied


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

Observation 7

Overall Satisfaction level of Dealers with respect to brands they buy

Brands Highly satisfied Satisfied Partially satisfied Not satisfiedBajaj 2 7 0 2

Havells 2 7 0 1Crompton 4 6 0 1Usha 4 8 0 0Orient 2 8 0 0Khaitan 4 5 0 1Others 4 7 0 0

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

dealing with.

Observation 8

Willingness of dealer to purchase the same brand.

41

Satisfaction level of dealers with brands they buy

2 2

4 4

2

4 4

7 76

8 8

5

7

0 0 0 0 0 0 0

21 1

0 01

001234

56789

Bajaj

Havells

Cromp

ton

Usha

Orie

nt

Khaita

n

Others

Highly satisfied

Satisfied

Partially satisfied

Not satisfied

Willingness of Dealers to purchase the same Brand

100%

0%

yes

no


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

CUSTOMER SATISFACTION IN FAN MARKET(NOIDA)



Brand Total %ageBajaj 15 83.33Havells 8 44.44Crompton 14 77.78Usha 14 77.78Orient 11 61.11Khaitan 14 77.78Others 7 38.89

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

Observation 2


Total %ageDesign 10 55.55

Power consumption 11 61.11Speed 13 72.22Other 9 50

43


83.33

44.44

77.78 77.78

61.11

77.78

38.89

0

10

2030

40

50

60

70

80

90



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

Observation 3


Total %ageGuarantee 15 83.33

Warranty 2 11.11Ready to give spare cost ofplastic spare parts within guarantee period 1 5.55

Time required to rectify the problem 9 50Other 1 5.55

44

1011

13

9

0

2

4

68

10

12

14

Desig

n

Power

Consumption

Speed

Othe

r

Quality Measures

PositiveRe

sponse


45/78


Observation 4


Score Rank

Bajaj 145 2Havells 72 7

Crompton 153 1

Usha 126 4

Orient 123 5

Khaitan 133 3

Other 99 6

45

15

21

9

1

0

2

4

6

8

10

12

1416

Guarantee Warranty Cost of

plastic spare

parts

Time required

to ractify

problem

Other

Service Measures

PositiveResponse


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

Observation 5


Brand Total %ageBajaj 9 50Havells 3 16.66Crompton 8 44.44Usha 5 27.77Orient 4 22.22Khaitan 4 22.22Other 2 11.11

46

Rankwise score of diff brands acc to customer

satisfaction

153 145133 126 123

99

72

0

20

40

60

80

100

120

140

160

180

Crompton Bajaj Khaitan Usha Orient Other Havells


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

Observation 6

Satisfaction level of brands according to After Sale Service.Brands Satisfied Not SatisfiedBajaj 14 2Havells 13 1


47


50

16.66

44.44

27.7722.22 22.22

11.11

010

20

30

40

50

60

Bajaj

Havells

Crom

pton

Usha

Orient

Khaitan

Othe

rs


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

Observation 7


Brands Highly satisfied Satisfied Partially satisfied Not satisfiedBajaj 5 13 0 0

Havells 3 12 3 0Crompton 1 12 2 3Usha 2 12 3 1Orient 1 14 2 0Khaitan 4 12 2 0Others 1 14 1 1

48


Service

1413

10

12

14

12

10

21

5

21 1

2

0

2

4

6

8

10

12

14

16

Bajaj

Havells

Crom

pton

Usha

Orie

nt

Khaitan

Othe

rs

Satisfied

Not Satisfied


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

with.

Observation 8

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

49


5

3

12

1

4

1

1312 12 12

1412

14

0

32

32 2

10 0

3

10 0

1

0

2

4

6

8

10

12

1416

Bajaj

Havells

Cromp

ton

Usha

Orie

nt

Khaita

n

Others

Highly satisfied

Satisfied

Partially satisfied

Not satisfied


100%

0%

yes

no


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CUSTOMER SATISFACTION IN FAN MARKET(Meerut)


Observation 1The %age of brands in which the dealers are dealing.Brand Total %ageBajaj 4 33.33

Havells 4 33.33Crompton 6 50Usha 5 41.66Orient 7 58.33Khaitan 8 66.66Others 5 41.66

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Observation 2


Total %ageDesign 12 100Power consumption 3 25

Speed 10 83.33Other 2 16.66

51


33.33 33.33

50

41.66

58.33

66.66

41.66

0

10

20

30

40

50

60

70


12

3

10

2

0

2

4

6

8

10

12

14

Desig

n

Powe

rConsumption

Speed

Othe

r

Quality Measures

Pos

itiveResponse


52/78

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

Observation 3


Total %ageGuarantee 11 91.66Warranty 3 25


Time required to rectify the problem 6 50Other 0 0

52


53/78


Observation 4


Score Rank

Bajaj 58 4

Havells 22 7

Crompton 52 5

Usha 60 3

Orient 77 1

Khaitan 74 2

Other 51 6

53

11

3

0

6

00

2

4

6

8

10

12

Guarante

e

Cost

of

plastic

spare

parts

Other

Service Measures

PositiveResponse


54/78

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

Observation 5


Brand Total %ageBajaj 2 16.66Havells 0 0

Crompton 3 25Usha 1 8.33Orient 6 50Khaitan 4 33.33Other 2 16.66

54

Rankwise score of diff brands acc to customersatisfaction

77 74

60 5852 51

22

0

10

20

30

40

50

60

70

80

90

Orient Khaitan Usha Bajaj Crompton Other Havells


55/78

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

Observation 6

Satisfaction level of brands according to After Sale Service.

Brands Satisfied Not SatisfiedBajaj 4 1Havells 2 0


55


16.66

0

25

8.33

50

33.33

16.66

0

10

20

30

40

50

60

Bajaj

Havells

Crom

pton

Usha

Orient

Khaitan

Othe

rs


56/78

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

Observation 7


Brands Highly satisfied Satisfied Partially satisfied Not satisfiedBajaj 1 4 0 1Havells 0 7 0 0

Crompton 2 6 0 1Usha 0 8 0 0Orient 1 7 0 0Khaitan 2 8 0 0Others 0 3 0 0

56


Service

4

2

4

5

7 7

6

1

0 0 0 0 0

1

0

1

2

3

4

5

6

7

8

Bajaj

Havells

Crom

pton

Usha

Orie

nt

Khaitan

Othe

rs

Satisfied

Not Satisfied


57/78

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

dealing with.

Observation 8


57


10

2

01

2

0

4

76

87

8

3

0 0 0 0 0 0 01

01

0 0 0 001234

56789

Bajaj

Havells

Crom

pton Usha

Orient

Khaitan

Others

Highly satisfied

Satisfied

Partially satisfied

Not satisfied


100%

0%

yes

no


58/78


CUSTOMER SATISFACTION IN FAN MARKET(Moradabad)



Brand Total %ageBajaj 8 53.33

Havells 8 53.33Crompton 5 33.33Usha 7 46.67Orient 5 33.33Khaitan 10 66.67Others 11 73.33

58


59/78


Observation 2


Total %ageDesign 15 100Power consumption 8 53.33

Speed 15 100Other 2 13.33

59


53.33 53.33

33.33

46.67

33.33

66.6773.33

0

10

20

30

40

50

6070

80


15

8

15

2

024

6

810

1214

16

Desig

n

Powe

rConsumption

Speed

Othe

r

Quality Measures

Posit

iveResponse


60/78

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

Observation 3


Total %ageGuarantee 15 100Warranty 11 73.33


Time required to rectify the problem 8 53.33Other 0 0

60


61/78

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

Observation 4


Score Rank

Bajaj 61 4

Havells 56 5

Crompton 46 7Usha 65 2

Orient 51 6

Khaitan 102 1

Polar 62 3

Other 21 8

61

15

11

0

8

00

2

4

6

8

10

1214

16

Guarantee

Costof

plastic

spare

parts

Other

Service Measures

PositiveResponse


62/78

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

Observation 5


Brand Total %ageBajaj 5 33.33Havells 4 26.67

Crompton 0 0Usha 2 13.33Orient 2 13.33Khaitan 5 33.33Other 4 26.67

62

Rankwise score of diff brands acc to customersatisfaction

102

65 62 61 56 5146

0

20

40

60

80

100

120

Khaitan Usha Polar Bajaj Havells Orient Crompton


63/78

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

Observation 6

Satisfaction level of brands according to After Sale Service.Brands Satisfied Not SatisfiedBajaj 9 0Havells 9 0Crompton 5 0

Usha 7 0Orient 6 0Khaitan 10 0Other 7 0

63


33.33

26.67

0

13.33 13.33

33.33

26.67

0

5

10

15

20

25

30

35

BajajHa

vells

Crom

pton Usha Orient

Khaitan

Others


Service

9 9

5

76

10

7

0 0 0 0 0 0 00

2

4

6

810

12

Bajaj

Havells

Cro

mpton

Usha

Orie

nt

K

haita

n

Othe

rs

Satisfied

Not Satisfied


64/78

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

Observation 7


Brands Highly satisfied Satisfied Partially satisfied Not satisfiedBajaj 3 7 0 0Havells 2 8 0 0

Crompton 0 9 0 0Usha 0 9 0 0Orient 2 6 0 0Khaitan 2 9 1 0Others 2 9 1 0

64


65/78

Interpretation:- Most of the dealers are satisfied with the sales promotion

schemes and profit margins of the brands they are dealing with.

Observation 8


65


32

0 0

2 2 2

78

9 9

6

9 9

0 0 0 0 01 1

0 0 0 0 0 0 00123456789

10

Bajaj

Havells

Cromp

ton

Usha

Orie

nt

Khaita

n

Othe

rs

Highly satisfied

Satisfied

Partially satisfied

Not satisfied


100%

0%

yes

no


66/78


66


67/78

LIMITATION

1. Sampling error may creep in i.e. sample selected may not be a true

representative of the population

2. There was no method to check if the respondents are providing the true and

consistent information

67


68/78

3. The raking done by respondent may be affected by their perception & the

other external facts like book brand etc. rather than their experience with the

fan

4. Although the identity of the analyzer was not to reverted for getting fair

responses, but dealers may still request and not thus, provide the true

responses.

5. An element of personal bias of the dealer while recommending promoting and

brand is always there due to many reasons, which cannot be qualified &

measured.

6. While conducting this study, unavoidable errors crept in such as non response

error & responsive style error

7. Since respondents have been interviewed on personal values & behaviours the

responses may not have exactly same.

68


69/78

DEALERS SUGGESTIONS

Information about Dealer meets should be provided to the dealers.

After sale service should be take care off

Dealer margin should be increased

Company should invest in publicity and advertisement of their product so that the

public get aware of it

69


70/78

Special sales promotion schemes should be there for retailers also

Companies should increase the range of economy models to give better option to

the customer

Once in a while company should contact retailers also to collect their views and

give information about the policies of the company

70


71/78

RECOMMENDATIONS & SUGGESTIONS

Since electrical goods some times have complaint so after sale services play a

vital role in making a purchase. So company should build up a strong network to

provide better and best after sale services to its customers

71


72/78

From the analysis it is revealed that company make low and unsubstantial

investments in marketing and advertisement so company should emphasize on

improving its marketing strategies

Since the customer in todays era is interested in a quality product rather than the

cheaper one company should provide a product with better quality and at a

genuine price

Design/look of fan should be taken care off which is important attribute of

satisfaction for dealer/customer

The price of the product should be less than that of competitors especially in sub

economy and economy segment

From the analysis it is revealed that company hardly pay any attention to

customer feedback. Company should look after this and try to follow CRM

(Customer Relationship Management) strategy in order to get useful suggestions

and feedback from it customers.

72


73/78

BIBLIOGRAPHY

Kotler Philip, Marketing Management, Pearsons publications, 2006

Zidmund, William, Business Research Methodology, Thomson publication, 2006

WEBSITE:

73


74/78

www.bajajelectricals.com

74
http://www.bajajelectricals.com/http://www.bajajelectricals.com/


75/78

QUESTIONNAIREName:

Address:

Phone:

1: Which brands of the fans are you dealing with?

75


76/78

Bajaj Crompton Usha

Havells Khaitan Orient

Other____________

2: What does the customer expects from these brands in terms of quality? Design Speed Power consumption

Any other_________

3: What does the customer expects from these brands in terms of service?

Guarantee Warranty

Ready to give cost of plastic spare parts within guarantee period

Time required to rectify the problem

Any other_________

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

them.

BRAND NAME RANK

Bajaj

Crompton Greaves

Usha

Orient

Khaitan

Polar

Havells

Other

5: Which brand you prefer to buy?

Bajaj Crompton Usha

Havells Khaitan Orient

Other____________

6: Why you prefer these brands?

BRAND After sale

service

Service

franchisee

Service

provided

Best service

profile

76


77/78

available

Satis Not

satis

Yes No Onsite Offsite Onsite Offsite

Bajaj

Crompton

Usha

Orient

Khaitan

Polar

Havells

Other

7: How much are you satisfied with brands you buy?

BRAND NAME Highly Satisfied Satisfied Partially satisfied Not satisfied

BajajCrompton

Usha

Orient

Khaitan

Polar

Havells

Other

8: Will you again purchase the same brand?

Yes No

if No, tell other brand_________________

9: Any suggestion to improve

77


78/78

Documents

Customers Satisfaction in Fan Market(Bajaj)