A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS “SHARP” PRODUCTS IN CEMENT INDUSTRY

Submitted in partial fulfilment of PGDM/MBA

PGDM/MBA BATCH 2013-15

Submitted To Submitted By

PROF.K.VENKATA LAKSHMAN Mr. Y.VINAYKUMAR REG NO: 9050

1

A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS

“SHARP” PRODUCTS IN CEMENT INDUSTRY

Submitted in partial fulfillment of PGDM

PGDM/MBA BATCH 2013-15

SUBMITTED BY

Mr. Y.VINAYKUMAR

Faculty Guide Dean

PROF.K.VENKATA LAKSHMAN Dr. SABYASACHI RATH

2

DECLARATION

I hereby declare that the project title “A STUDY ON CUSTOMERS’

PERCEPTION TOWARDS ‘SHARP’ PRODUCTS IN CEMENT INDUSTRY “is

an original work undertaken by me, under the guidance of PROF.

K.VENKATA LAKSHMAN.

The report submitted is a bona-fide work of my own efforts and has not been

submitted to any institute/university/conference or published before.

Signature of the student Y.VINAYKUMAR Date: Place: HYDERABAD

3

ACKNOWLEDGEMENT

I would like to express my sincere gratitude to my parents and family

members, for supporting me always. I would further like to extend my sincere

thanks to the faculty of VISHWA VISHWANI INSTITUTE OF SYSTEMS AND

MANAGEMENT for providing me with an opportunity to further my career in

the field of marketing.

I would personally like to thank our DEAN DR. SABYASACHI RATH

for his help in my acquiring the project for the STP and PROGRAME

CHAIRPERSON Dr.MADHAN MOHAN.

I would also like to thank PROF K.VENKATA LAKSHMAN for his

continuous guidance and for encouragement as my appointed faculty guide.

I express my sincere gratitude to my company guide Mr.PRASHANTH,

Marketing Manager, THE SHARP INDIA LTD for entrusting me and

providing me valuable inputs for my project “A STUDY ON CUSTOMERS’

PERCEPTION TOWARDS SHARP PRODUCTS IN CEMENT INDUSTRY”.

Last but not the least, I express my sincere thanks to the STP

CHAIRPERSON Dr.BHRATH BUSHAN and PLACEMENT HEAD

PROF. RANGA RAOand all coordinators of diligently working on behalf

of the students to help us acquire better opportunities for the Summer

Internship and constantly providing guidance in terms of regulations and

proper procedure.

4

5

INDEX

S. No.

PARTICULARS PAGE NO.

1 Introduction 7

2 Sharp history 8-16

3 Core business of the company 17

4 COMPETATIVE ANALYSIS 18

5 INDUSTRY PROFILE 19-21

6 PORTER’S FIVE FORCES 21-24

7 SWOT ANLYSIS 25

8 Background of the study

9 Objective/Purpose of the Study 26

10 Design of the study 27

11 DATA Analysis 27

12 DATA INTERPRITATION 28-36

13 FINDINGS 37

15 CONCLUSSION& RECOMENDATIONS 38

16 BIBILOGRAPHY 39

17 QUESTIONNAIRE 40-41

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INTRODUCTION

ABOUT MY PROJECT

A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS “SHARP” PRODUCTS IN CEMENT INDUSTRY

I have done my survey in CEMENT INDUSTRY because it is industry which is growing fast and more profitability in the world as well as in INDIA also.

As per recent statistics INDIA is a second largest country in the world after CHINA. CHINA producing 1800 million tones INDIA Producing 300 million tones. This is the reason to choose this industry for my project survey.

I have chosen the company “SHARP INDIA LTD” because SHARP Company is a large company and it has 102 years of history. It shows the company key success.

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SHARP INDIA LTD

HISTORY:

"Make products that others want to imitate."

Sharp founder Tokuji Hayakawa coined this phrase to embody the

management concept at Sharp. In 1912, he invented the snap belt buckle

and three years later brought the Ever-Sharp mechanical pencil to the

market.

Sharp Corporation is a Japanese multinational corporation that designs

and manufactures electronic products. Headquartered in Abeno-

ku, Osaka, Japan, Sharp employed around 55,580 people worldwide as of

June 2013. The company was founded in September 1912 and takes its

name from one of its founder's first inventions, the Ever-

Sharp mechanical pencil, which was invented by Tokuji Hayakawa  in

1915. Sharp Corporation is the fifth-largest television manufacturer in the

world, after Samsung, LG, Sony, and Panasonic .

Since 2000, Sharp has heavily invested in LCD panel manufacturing

plants; Kameyama in 2004, Sakai in 2009. The Sakai plant is still the

only 10th generation LCD manufacturing plant on the globe and best fit

for production of 60 inch or larger panels. However, the 2008 financial

crisis and strong Yen (especially against Won) significantly lowered

world demand for Japanese LCD panels. Furthermore, the switch to

digital TV

8

Broadcasting was virtually completed in Japan by the middle of 2011.

Via Japanese government issued coupons for digital TV sets, consumers

were encouraged to purchase digital TV sets until March 2011. This

crippled the Japanese LCD TV market, reducing it almost by half from

2010. All of those events strongly hit Sharp's LCD business. As the

result, the Sakai LCD plant suffered a very low operating rate until Fall

2012.

2012 was the 100th anniversary for Sharp but it announced the worst

financial record in its history, with a loss of 376 billion yen (US$ 4.7

billion) in April 2012. In September, Sharp announced massive job cuts.

Timeline of SHARP Corporation-

Important milestones in sharp history

1912 to 1914

Company’s Founder, Tokuji Hayakawa, invents a snap belt buckle

requiring no fastening holes. 

Tokuji Hayakawa invents and patents an adjustable flow faucet.

1915 to 1919

Tokuji Hayakawa invents, manufactures and sells the Ever-Sharp

Mechanical Pencil, one of the most innovative and popular writing

instruments of its time.

1920 to 1924

Committed to modernization, Tokuji Hayakawa is among the first to

introduce assembly line manufacturing to Japan.

9

1925 to 1930

Company, then known as Hayakawa Metal Works, begins

mass production of the first crystal radio made in Japan.

1931 to 1936

An originally designed intermittent belt conveyor system is completed

in 1936. A first in Japan, this system achieves an unprecedented level

of quality and efficiency. The system's mass production capability

makes it possible to build a single radio in just 56 seconds.

1937 to 1944

World War II drives demand for Sharp radio sets.

1945 to 1952

Korean War brings a boom in procurements by the US forces, boosting

the Company's fortunes which had declined in the difficult period

immediately following World War II.

The Company successfully introduces a “Super Radio Set” in response to

newly expanded radio broadcasting in Japan.

1953 to 1954

The Sharp model TV3-14T became Japan's first commercially produced

television.

In 1953, television sets produced by Tokuji Hayakawa's company

account for 60% of Japan’s industry total.

10

1955 to 1958

Home appliance boom starts in Japan.  Company completes new home

appliances plant featuring the largest automatic plating facility in Asia as

well as cutting-edge plastic molding equipment.

1960 to 1961

Company begins mass production of color televisions.

The Company begins research on computers, semiconductors, ultra-short

wave technology and microwave ovens.  All are future product categories

in which the Company excels.

1962 to 1963

Based upon pioneering solar power research started in 1959, the

Company successfully mass-produces its first solar cells in 1963.

1964 to 1966

The Company delivers a breakthrough product -- the world's first all

transistor-diode electronic calculator.

1967 to 1968

Continuing its international expansion, the Company establishes sales

subsidiaries in West Germany and the United Kingdom.

1969 to 1970

Cooperative agreement with Rockwell Corporation of the United States

leads to production of extra large-scale integrated (ELSI) chips that form

the core of Sharp's popular cutting-edge Microcompet calculator.

11

1971 to 1972

Sharp produces the first 4-bit microprocessor in Japan.  It is incorporated

in a new point-of-sale terminal produced for Coca-Cola Co., Ltd.

1973 to 1975

Sharp succeeds in introducing a calculator with the world's first practical

LCD unit.

Sharp adopts “Sincerity and Creativity” as its corporate creed.

1976 to 1978

Sharp develops a TV employing an EL panel that is a mere 3 cm thick. 

This thin TV attracts a great deal of attention at electronics shows.

1985

An industry first, Sharp establishes a Creative Lifestyle Focus Center to

discover consumers’ true preferences in order to guide development of

demand-generating “new-lifestyle” products. 

1986

Sharp launches the Liquid Crystal Display Group and establishes Liquid

Crystal Display Laboratories within the Corporate Research and

Development Group.

1987

The name Sharp becomes inextricably linked with LCD. The Company

creates a TFT LCD module containing 92,160 pixels, the most in the

industry, and incorporates it into an LCD color TV.

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1988 to 1989

Sharp pledges to become a full-range electronics company with

optoelectronics as its core technology. Optoelectronics, which fuses light

and electronics, surpasses conventional optical data transmission

technologies.  Its major advantages are data compression, excellent

reliability and high transfer rates.

1990

Sharp's stylish UX-1, the world's thinnest facsimile, expands its home

product market.

Sharp reveals a convection microwave oven incorporating fuzzy logic

control.

1991

Sharp introduces the world's first wall-mount LCD TV, incorporating the

industry's largest 8.6-inch TFT LCD with 437,760 pixels.

1992

Sharp completes a new facility for manufacturing the most advanced

VLSI chips.

1993

The LCD ViewCam grows into a flagship product that shows the world

that "LCD is Sharp" and contributes to boosting the company image.

1994

Sharp makes waves by introducing a reflective-type TFT color LCD that

can be viewed clearly in natural or normal room light. Compared to

conventional transmissive-type LCD, which required a backlight, this

new display uses just one-thirtieth the power and boasts a wide viewing

angle. The reflective TFT LCD becomes popular as a display for mobile

devices.

13

1995

Sharp announces the establishment of Sharp Laboratories of America,

Inc. (SLA) in Camas, Washington, to give Sharp a global tricolor

research network linking Japan, the US, and the UK. SLA is founded so

that

America's superb researchers could use rapidly advancing multimedia

technology to create original products for Sharp.

1996

Sharp creates Japanese and English websites to provide company

information and new product news to the public.

1997

Sharp launches the Environmental Protection Group and promotes a

3G1R strategy company-wide. (The three Gs stand for Green products,

Green factories, Green mind, and the one R stands for Recycling

business.)  Sharp aims to become the No.1 environmentally responsible

company from product planning, factory operation, and work processing

to employee actions.

1998

Using new CG-Silicon (continuous grain silicon) technology developed

through a joint venture, Sharp makes a splash with its prototype ultra

high-definition 60-inch rear projector that uses three 2.6-inch CG-Silicon

LCD panels.

14

1999

Sharp announces the world’s first 20-inch LCD TVs in February and

begins sales the following month. The large 20-inch screen is the ideal

size for a main TV in a home.  With a thickness of only 4.95 cm, these

TVs

save space and use only 43% of the power consumed by conventional

models.

2000

Having provided many world-first and industry-first copiers since

entering the market in 1972 with a wet-type electrostatic copier, Sharp's

total worldwide copier production reaches 10 million in 2000.  Sharp

becomes the second copier manufacturer to achieve this outstanding

milestone.

2001

Sharp introduces the AQUOS® LCD color TV, a new standard in

consumer TVs.

Sharp introduces the world's thinnest and lightest (as of May 2001) 12.1-

inch notebook PC. 2002

Sharp strengthens its foundation for future success by starting

construction of new manufacturing facilities including the highly efficient

Kameyama Plant (in Japan) as a site for the integrated production of LCD

TVs—from the LCD panel to the final assembly of large-screen TVs.

2003

The shift to high-resolution LCDs for mobile devices rapidly progresses,

and Sharp begins full-scale production of System LCDs, which enable an

ultra-high-resolution display on a par with photogravure printing.  System

LCDs quickly find applications in mobile phones and PDAs.

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2004

Sharp’s state-of-the-art Kameyama Plant becomes fully operational.   It

integrates production of large-screen LCD TVs – from fabricating the

LCD panel to final assembly - and is the first such facility in the world.

2005

Sharp achieves the world’s highest solar cell production total for the sixth

year in a row, and Sharp receives high ratings as a leading environmental

company.

2006

Sharp initiates a system to ensure a consistent supply of large-format

LCD panels in the 40- and 50-inch class by adopting eighth-generation

glass substrates (2,160 x 2,460 mm), a world first, and sets up a global

five-base production system with the goal of producing products in the

region in which they are used.

2007

Sharp develops a 108V-inch LCD TV that it shows at the 2007

International Consumer Electronics Show in Las Vegas, Nevada.  This

108V-inch LCD TV, the world’s largest at that time, uses a Black

Advanced Super View full-HD panel, measuring 2,386 x 1,344 mm, that

is made at Kameyama Plant No. 2 from the first-ever eighth-generation

glass substrates.

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THE CORE BUSINESS:

BUSINESS PRODUCTS:

MULTI FUNCTION PRINTERS.

SHARP SOLAR

AIR PURIFIER

TOUCH SCREEN MONITORS

PROJECTORS

HOME PRODUCTS:

WASHING MACHINES

AIR CONDITIONERS

LCD/LED TVS

VACCUME CLEANER

RIFRIGIRATORS

HOME THEATORS

MICROWAVE OVENS

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GROWTH AND COMPITITION:

18

ELECTRONIC CONSUMER DURABLE INDUSTRY

Industry’s dominant economic features:

India’s consumer market is riding the crest of the country’s economic boom.

Driven by a young population with access to disposable incomes and easy

finance options, the consumer market has been throwing up staggering

figures. The market share of MNCs in consumer durables sector is 65 %

MNC's major target is the growing middle class of India. MNCs offer superior

technologyto the consumers whereas the Indian companies compete on the

basis of firm grasp of the local market, their well acknowledged brands, and

hold over wide distribution network.

India officially classifies its population in five groups, based on annual

household income (based on year 1995-96 indices). These groups are: Lower

Income; three subgroups of Middle Income; and Higher Income. Household

income in the top 20 boom cities in India is projected to grow at 10 per cent

annually over the next eight years, which is likely to increase consumer

spending on durables. With the emergence of concepts such as quick and

easy loan, zero equated monthly installment (EMI) charges, loan through

credit card, loan over phone, it has become easy for Indian consumers to

afford more expensive consumer goods.

Key Industry Dynamics:

Industry Size: Rs. 350 billion

Key Categories: White Goods, Brown goods and Consumer electronics.

Competitive landscape: Dominated by Korean majors like LG and Samsung in

most of the segments

Margin Profile: Low margin, dependent on volumes

Growth opportunities: Lower penetration coupled with increasing disposable

income.

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Growth of Consumer Electronics Production in India:

The biggest attraction for MNCs is the growing Indian middle class. This

market is characterized with low penetration levels. MNCs hold an edge over

their Indian counterparts in terms of superior technology combined with a

steady flow of capital, while domestic companies compete on the basis of

their well-acknowledged brands, an extensive distribution network and an

insight in local market conditions.

One of the critical factors those influences durable demand is the government

spending on infrastructure, especially the rural electrification programmer.

Given the government’s inclination to cut back spending, rural electrification

programmers have always lagged behind schedule. This has not favored

durable companies till now. Any incremental spending in infrastructure and

electrificationprogrammers could spur growth of the industry.

The digital revolution is shaking up the consumer durables industry. With the

advent of MP3 music files, personal video recorders, game machines, digital

cameras, appliances with embedded devices, and a host of other media and

services, it is no longer clear who controls which part of home entertainment.

This has set off a battle for dominance, and the shakeup is spanning the

entire

Technologyspectrum. Microsoft Corp. is spending billions on entertainment

initiatives such as its Xbox video game console. Compaq and HP sell MP3

music players that plug into home-stereo systems. Apple Computer is

positioning its new iMac as a digital-entertainment device. Sony is building

Vaiocomputers that focus on integrating multimedia applications. Philips sells

stereos that hook into a high-speed Internet connection to play music from the

Web. More startups are trying to carve out profitable niches in digital music,

video, and home networking. The industry is witnessing a number of strategic

alliances, to develop a range of capabilities -electronic hardware, software

and entertainment content. As more consumers grow comfortable with

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technology, companies need to build simpler devices that offer more

entertainment and convenience. These new machines need to work together

readily, and should be as easy to set up and use as a telephone or a

television.Consumerization of technology could be a major phenomenon over

the next 5 to 10 years. This could hasten industry.

Apart from steady income gains, consumer financing has become a major

driver in the consumer durables industry. In the case of more expensive

consumer goods, such as refrigerators, washing machines, color televisions

and personal computers, retailers are joining forces with banks and finance

companies to market their goods more aggressively. Among department

stores, other factors that will support rising sales include a strong emphasis

on retail technology, loyalty schemes, private labels and the subletting of floor

space in larger stores to smaller retailers selling a variety of products and

services.

 Porter’s Five Forces Analysis:

Threat of Entry of New Competitors

Lynch states that in general threat of entry of new competitors in electronics

industry is high as the new entrants can overcome entry barriers by investing

in facilities, advanced technology or outsourcing the same electronic

components from suppliers.However, Johnson and Scholes argue that the

strong brand and large scale of economies the company built over the years

with the use of advanced technologies resulted in high entry barriers such as

large capital requirement, high switching costs, need for advanced

technology, know-how knowledge and innovation, preventing new competitors

entering into market.

 

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Threat of Substitute Products

Although Sharp has strong brand equity associated with high quality and

reliable products allowing the company to sell its products at premium, with

increasing number of products being manufactured in China and Malaysia the

company is struggling to reduce the impact of cheaper substitute products on

most of its marketing segments.

Moreover, while certain products of Sharp such as TVs are considered to be

the best in the market, many other products the company manufactures

including PCs and mobile phones falls short from meeting high customer

expectations indicating that it is high likely that there are direct alternative

products available for these market segments.

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Bargaining power of Buyers

Considering the nature of the electronics industry it is argued that the

bargaining power of buyers is rather high. This is because electronic products

are highly price sensitive as majority of them are considered to be luxury

goods rather than essential and today’s consumers tend to demand high

quality.

Moreover, Kotler and Keller argue that the company’s most of the products in

the market are fairly undifferentiated and due to availability of alternative

products buyers face few switching costs. In addition, the dramatic increase of

online shopping has further increased the bargaining power of buyers

increasing pressure on the company to reduce prices.

Bargaining Power of Suppliers

According to Gary et al the power of suppliers over the company is limited due

to number of reasons. First of all, sharp has significant market presence and

share in global electronics market indicating its suppliers cannot risk losing

such a big customer. Secondly, as Sharppurchases high volume of goods

suppliers forced to reduce prices, offer discounts or face risk of going out of

business.

Moreover, the fact that most of the company’s purchases are made up of

standardised products that can be produced by many suppliers adds pressure

on suppliers and reduces further their bargaining power. Finally, in order to

diversify its product portfolio, Sharp not only has started to manufacture most

of electronic components in-house, but recently begun supplying those

components to other businesses operating in the market.

23

 

Intensity of Competition

It is generally accepted that there is fierce competition in both Japanese and

global electronics market. Therefore, the threat Sharp faces from competition

is a significantly high.

As Kotler and Keller discuss highly competitive environment in electronics

market, they point following factors as reasons behind the intense

competition:

1. Large number of equally positioned competitors

2. Rapid change in technologies

3. Short product life-cycle

4. High research and development costs

5. Low profit margins

6. High exit barriers

Therefore, this intense competition requires Sharp to constantly focus on

research and development, increase its innovativeness and efficiency, and

employ right marketing strategies in order not to lose the battle to its

competitors.

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SWOT ANALYSIS-

Strength

1. Enjoys good brand recognition.2. Has strategic tie-ups with companies like Samsung, Qualcomm & Hon Hai group3. Spends more on R&D.4. Good consumer service. Sharp’s call centre rated high among consumers

5. Over 55,000 people are employed with the company

6. One of the world’s largest manufacturer of TVs

7. Sponsorship of events and sports

tournaments and teams like

Manchester United

Weakness

1.”Make in Japan – Sell overseas” model means limited market share2. Reducing price of LCD panels means lesser margins3.Sharp reported reducing sales and reducing reported profits

Opportunity

1.Good scope for LCD screens market2.Increased spending in consumer electronics market3.Increasing demand for smartphones

Threats 1. Consumer electronics products becoming commoditized2.Intense competition in the consumer electronics industry3.Japan’s currency (Yen) fluctuation

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risk

BACKGROUND OF THE STUDY:

Multi-function printers has created a revolution in the industry of printers.

There are so many competitors in industry. SHARP is one of the competitor in

industry. They manufacturer’s products with innovative technology. Ignorance

to spread awareness in market has resulted low sales of the printers in India.

My survey for the company products will help to know the perception of

customers about their printers in the market.

OBJECTIVE OF THE STUDY:

a) To find out the Buying Behavior of the customer for office automation

products i.e. which company they prefer most while purchasing Printers/MFP.

b) To find out Market Presence of the SHARP Printer/MFP and its

competitors.

c) To generate leads to the company.

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DESIGN OF THE STUDY:

Primary Data-

The primary data is obtained from primary source i,e Direct interview,

Questionnaire, Telephonic conversation. In this report mainly primary

data is used for data interpretation.

Used Primary data- Questionnaire, Direct Interview and Telephonic

conversation.

Secondary Data-

The secondary data is obtained from book and online sites etc.

DATA ANALYSIS:

The analysis used for data interpretation is Simple Descriptive analysis.

In this the data is interpreted with the help of various charts, histograms

and bar diagrams.

The inference of the data interpretation is also done.

Sample size: 30

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Data Interpretation:

a) Are you using any Printers/MFP?

YES NO

RESPONDENTS 30 0

PERCENTAGE 100% 0%

yes no0

5

10

15

20

25

30

respondens

Fig a)

Interpretation-From table and figure a) we can infer that 100% of

respondents are currently using MFP/Printers.

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b) Is it Colour or Black & white?

17%

27%57%

colour b/w both

Interpretation-From the above Table and Figure we can infer that 27% of

respondents use Black & white Printers, whereas 17% of respondents use

Colour Printers in their office.

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B) We can also infer that about 56% of

respondents were using both Black and white and colour Printers

in their office.

c) Which brand are you using?

30

40%

27%

10%

10%

6% 7%

HPCANONSHARPRICOHKYOCERAXEROX

Interpretation-

a) From the above Figure and Table we can infer that 40% of responds are

using HP printers in their office.

b) About 27%of respondents are using CANON in their office.

c) 10% of respondents are using RICOH & SHARP in their office.

d) 6% of responds are using KYOCERA & XEROX in their office.

e) From the above Table and figure we can infer that HP printers emerged as

market leader, followed by CANON which emerged as Challenger for HP

printers.

d)WHAT IS THE PRINT VOLUME PER MONTH?

31

7%

50%

33%

10%

<1000 1001-3000 3001-10000

10001-20000 >20000

 

32

INTERPRETATION-

a) From the above figure and table we can infer that 50% of the

respondents print volume per month is 3001-10000

b) 33% of respondents print volume per month is10001-20000.

c) 10% of respondents print volume per month is >20000.

D) 7% of respondents print volume per month is 1001-3000.

e) HOW MANY B&W AND COLOUR PRINTERS?

33

ONLY1

2TO5

6TO9

10TO20

MORETHAN20

0

2

4

6

8

10

12

14

NO OF COM-PANIES

Interpretation-

a) From the above figure and table we can infer that 43% of respondents said

that the number of Printers used in their organization is 2 to 5.

b) 27% of respondents said that number of Printers in their organization is 6 to

10.

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f)WHAT IS YOUR BUYING PATTERN FOR

PRINTERS?

13%10%

50%

27%

PAY PER CLICK RENTALOUTRIGHT BUYBACK

Interpretation:

a) From the above figure and table we can infer that half of the respondents

buying pattern is Outright.

b) Followed by Perclick/page, Rental and Buyback respectively.

35

g) WHAT TYPE OF PAGES YOU PREFER WHILE PRINTING?

63%

37%

A3 A4 BOTH

Interpretation-

a) From the above figure and table we can infer that 63% of the respondents

were using A4 as preferred page.

b) 37% were using both pages for printing.

36

h) CURRENT REQUIREMENTS FOR PRINTERS?

17%

83%

YESNO

 Interpretation-

a) From the above figure and table we can infer that 83% of the respondents

were not in a need to buy a new Printers/MFP

b) About 17% of respondents have shown interest on buying a new

Printers/MFP.

37

FINDINGS

Overall Market leader is HP with 40% followed by CANON with

26.66%.

Most of the companies buying pattern is outright.

Most of the company prefer A4 pages to print.

Most of the companies Print volume per month is 3000-10000.

Most of the company have two to five printers in their offices.

Current requirements for Printer/MFP is 16.66%.

38

CONCLUSION

HP and CANON emerged as Market Leader and Challenger with Overall

share of 40% and 26.66% respectively. The market share of SHARP is

nearly 10% so farther is a good opportunity for the SHARP to increase its

market share in future if it focuses on its marketing and advertisements.

RECOMENDATIONS

• SHARP company has to use attracted ads in digital media.

• Sharp company also concentrate on social media especially

FACEBOOK TWITTER AND YOU TUBE.

• Sharp company should improve their distribution members also.

• SHARP company must should give awareness about their products in

all ways.

39

BIBLIOGRAPHY

 

1)SHARPUSA.COM(ONLINE)

https://www.sharpusa.com/AboutSharp/CompanyProfile/SharpAndTechnol

ogyHistory.aspx

2) SHARP.COM(ONLINE) HTTP://WWW.SHARP.COM

3)WIKEPEDIA.COM(ONLINE) http://en.wikipedia.org/wiki/Questionnaire

4)WIKEPEDIA.COM(ONLINE)http://en.wikipedia.org/wiki/Market_research

5)MBASKOOL.COM(ONLINE)http://www.mbaskool.com/brandguide/

consumer-electronics/8993-sharp.html

6) GOOGLE MAPS & JUST DAIL.

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Questionnaire:-

NAME

DESIGNATION

COMPANY

PHONE

EMAIL ID

1) Are you using Printer's or MFP (Multi-Function Printers) ?

a) Yes ( ) b) No ( )

2) Is it Color or B/W?

a) Color ( ) b) Black & White

3) Which brand are you using? Tick the appropriate option?

a) KYOCERA ( ) b) KONICA ( ) c) RICOH ( )

d) SHARP ( ) e) HP ( ) f) CANON ( )

g) XEROX ( ) h) TOSHIBA ( )

4) What is the print volume required per month? (Pages)?

a) Less than 1000 b) 1001-3000 c) 3001-1000 d) 10001-20000 e)

More than 20000

5) How many B&W and color printers or MFP (Multi-Function Printer's) you

are using in your organization?

a) Only 1 ( ) b) 2-5 ( ) c) 6-10 ( ) d) 11-20( ) e) More than 20 ( )

6) What is your buying pattern for printers / MFP?

a) Per click/Page ( ) b) Rental ( ) c) Outright ( ) d) Buy back

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7) What is the satisfaction level for current Printers or MFP (Multi-Function

Printers)?

COMPANIES VERY

SATISFIED

SATISFIED Neutral Dissatisfied Very

Dissatisfied

KYOCERA

KONICA

RICOH

SHARP

HP

CANON

XEROX

TOSHIBA

8) What type of pages you prefer while printing?

a) A3 ( ) b) A4 ( )

9) At present do you have any requirements for Printer's / Multi-function

printer?

a) Yes ( ) b) No ( )

10) At present do you have requirements for any of the products mentioned

below in your office?

Devices Yes No No. of Quantity/Remark

Printer's/MFP

Inverter A/C.

Air purifier's

Monitor's

42