CHAPTER 1

1

INTRODUCTION

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.

Objectives of study:

To study the Sharp Company and its Business.

To study the Customer Perception towards Sharp Electronic Products.

DESCRIPTION OF THE STUDY:

A study to measure the customer perception (Institutional customers) towards the Sharp

7Business System (India) Limited in various trade of different products used in

Pharmaceutical, Cement, Pathological lab, Seed Agriculture & Chemical Industries in

Hyderabad

SCOPE:-

a) The report help in creating customer database for various regions .

b) The company can get leads from the Survey which in turn helps the company to gain

sales.

c) It will help the company to know the short comings in it's strategy.

d) It will help the company to find out the Market Presence of its competitor as well as

itself.

e) To generate brand awareness

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f) To know the customer responses/feedback regarding the companies Printers/MFP.

Strategy:

The client base is corporate only the strategy used were

1) Taking Appointment with Admin/IT manager or any concerned person.

2) Getting through security guard

3) Getting through Reception

4) Meeting the concern Person during walk inn.

Limitations of study:

Non-availability of reliable data.

Unpredictable Behavior of P.M (Purchase Manager)

Limitation of time and money.

3

CHAPTER 2

4

SHARP 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 andmanufactures electronic products.

Headquartered in Abeno-ku, Osaka, Japan, Sharp employed around 55,580 people

worldwide as of June 2011. 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

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.

5

Timeline of SHARP Corporation-

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.

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.

6

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.

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.

Sharp enters what is then called the photocopier business.

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.

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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.

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.

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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.

1995

Sharp announces the establishment of Sharp Laboratories of America, Inc. (SLA) in

Camas, Washington, to give Sharp a global tripolar 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.

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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.

10

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.

11

VISION OF SHARP COMPANY

Sharp aims at Rs 5,000-cr turnover by 2015

Sharp Business Systems (India) Ltd has made a lot of headway in the past two years

and consolidated its position in the Indian market and is aiming at a business turnover

of Rs 5,000 crore by 2015 from the current Rs 900 crore, according to Sunil Sinha, who

was here on Sunday to open an exclusive Sharp brand shop, said in an interview that

the company was selling office automation products, consumer goods and solar

products. It was producing air-conditioners and LED television sets at its manufacturing

“Sharp has always been known for its innovative, quality products and even though our

prices at the lower-end may be slightly higher, the customer will be happy. Moreover,

the Indian market is no longer as price-sensitive as it used to be a few years ago.

People are willing to pay more for quality products,” he said.

Power saving

He said Sharp refrigerators were using two technologies - plasma cluster ion generator

and hybrid cooling - preventing dryness, uneven cooling and overcooling of food, fruits

and vegetables to keep them fresh. As for air-conditioners, he said, the customers

would be able to save a substantial amount on power bills due to lower power

consumption, as inverter technology is being used. The compressor runs on DC (direct

current), he explained. Roughly, the AC would not consume more than 100 units per

month on the aggregate. The company was also trying to promote air purifiers in the

Indian market.

12

CORE BUSINESS

Core technologies and products include: LCD panels, solar panels, mobile phones,

audio-visual entertainment equipment, video,Multi-Function Printing Devices, microwave

ovens, air conditioners, cash registers, CMOS and CCDsensors, and flash memory.

The first commercial camera phone was also made by Sharp for the Japanese market

in November 2000. Recent products include the ViewCam, the Ultra-Lite notebook PC,

the Zaurus personal digital assistant, Sidekick 3, and the AQUOS flat screen television.

Sharp manufactures consumer electronic products, including LCD televisions, sold

under the Aquos brand, mobile phones,microwave ovens, Home cinema and audio

systems, air purification systems, fax machines and calculators.

For the business market, Sharp also produces projectors and monitors and a variety

of photocopiers and Laser Printers, in addition to electronic cash registers and Point of

sale technologies.

In the field of multifunction printers (MFD) has won awards from BLI and BERTL, two

firms providing competitive intelligence and test reviews in the print industry. SHARP's

MX2600N and MX3100N printers included version 3 of the company's Open System

Architecture (OSA3) which allows third party developers to directly integrate their

business applications with the MFD.

Sharp Solar is a supplier of silicon photovoltaic (PV) solar cells,and offers a solar TV. In

Q1 2010 the company made the highest revenues from production of solar PV

13

ORGANIZATION STRUCTURE OF SHARP BUSINESS AND SYSTEMS

Source: www.sharpusa.com

14

FUNCTION OF SHARP BUSINESS AND SYSTEMS

Sharp’s business philosophy contains a statement of “Our future prosperity is directly

linked to the prosperity of our customers, dealers and shareholders ...indeed, the entire

Sharp family.” Under this philosophy, Sharp’s basic concept concerning corporate

governance is to maximize corporate value through swift and accurate management .

Based on this stance, Sharp appoints an outside director who has international, multi-

faceted and compliance perspectives on wide-ranging issues, such as the social and

economic environment, and the future direction of Sharp. In doing so, we strive to

strengthen the decision-making functions within the Board of Directors and the functions

for supervising directors’ execution of duties. We also have the Executive Officer

System, thereby dividing the supervisory and decision-making functions from the

business execution functions, and creating a structure that steadily facilitates nimble, .

With respect to corporate auditors and the Board of Corporate Auditors, Sharp appoints

outside independent corporate auditors in order to reinforce the monitoring and

checking functions on the management and otherwise strengthen the corporate

governance system.

Sharp’s corporate governance system comprises the Board of Directors, which

supervises directors’ execution of duties, the Board of Corporate Auditors, which audits

the business executions of directors, and the Executive Officer System, which divides

the supervisory and decision-making functions from the business execution functions.

By also appointing an outside director and setting up various committees to supplement

the supervisory functions of the Board of Directors, Sharp believes that its corporate

governance system is adequate in terms of transparency, objectivity and soundness.

The Board of Directors Meetings of Sharp Corporation are held on a monthly basis in

principle to make decisions on matters stipulated by law and management-related

matters of importance, and to supervise the state of business execution. To improve

management agility and flexibility, and to clarify the responsibilities of the company

15

management during each accounting period, the term of office for members of the

Board of Directors is set at one year.

As an advisory body to the Board of Directors, the Company has the Internal Control

Committee, which deliberates on basic policies, and the state of development and

implementation regarding internal controls and internal audits, then reports on and

discusses important matters with the Board of Directors. As advisory bodies to the

Board of Directors, Sharp also has the Nominating Committee and the Compensation

Committee.In addition to the Board of Directors, the Company has the Executive

Management Committee, where matters of importance related to corporate

management and business operation are discussed and reported once a month in

principle. This committee facilitates prompt executive decision making.

The Board of Corporate Auditors is composed of five corporate auditors, three of whom

are outside independent corporate auditors. Each corporate auditor meets regularly with

the representative directors, the directors, the executive officers, the accounting

auditors, the head of the Internal Audit Unit and others to exchange opinions and work

to ensure that business is executed legally, appropriately and efficiently.

CUSTOMER

By providing excellent pre-sales advice and supplying innovative, state-of-the-art

solutions, which we support with outstanding service, we deliver very high-levels of

customer satisfaction. We have thousands of customers who have been with us for

many years and are happy to turn to us time and time again for new products, solutions

and services; our relationships are testament to the quality of the customer service we

provide.

 

Sharp Business Systems UK Plc is a fully owned and operated subsidiary of Sharp

Electronics (UK) Ltd.  Our heritage lies within IOT Plc, which was acquired by Sharp in

March 2011, and we have been dedicated to providing the highest quality of service to

all kinds of organisations, regardless of size and nature, since 1964.  As part of the

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globally recognised and trusted Sharp Corporation, we are at the forefront of technical

innovation ensuring that we can fulfil all printing and copying requirements.

Our current portfolio of hardware products ranges from space-saving MFPs through to

exceptionally versatile high-speed production print systems.  We also supply a wide

range of software solutions, which combines with our premium level service support to

offer our customers a powerful Managed Print Service (MPS). 

Our success and longevity in an ever changing industry is entirely due to the application

of a time-honoured ethos, delivered consistently by longstanding, experienced staff

justifiably proud of the high levels of account management and after sales service that

we provid

GROWTH AND COMPETITION

Competitive analysis

The market share of SHARP is nearly 4.49% so far.

There is a good opportunity for the SHARP to increase its market share in future if it

focuses on its marketing and advertisements.

The requirements for Air purifiers is very less 1.56%. This shows company needs to

create more awareness to the product by advertisements and live demo shows.

HP and CANON emerged as Market Leader and Challenger with Overall share of

47.19% and 29.84% respectively.

17

Competition As on 22 Dec 2013

Name Last Price Market Cap.

(Rs. cr.)

Sales

Turnover

Net Profit Total Assets

Videocon

Ind195.70 6,238.36 18,157.27 -71.63 32,015.74

PG

Electroplast159.75 262.22 218.13 -20.28 222.53

Jindal

Photo179.60 184.24 330.58 -22.40 330.44

BPL 19.65 96.06 59.69 -127.32 367.16

Mirc

Electronic6.60 93.56 1,292.29 -28.64 311.77

Salora Inter 38.30 33.73 396.86 1.52 154.05

Noesis Ind 2.10 5.53 2.74 -35.41 215.71

Sharp India 34.45 89.38 154.29 2.77 31.75

Market Share

18

“Air Purifiers equipped with Sharp Plasmacluster Ion Technology are used by more than

5 crore families worldwide and is undoubtedly the best Air Purification System available

to mankind. Sharp enjoys 56% market share worldwide and is No 1 in 17 countries. We

are expecting the market for Air Purification to reach Rs 2000 crores by 2016. Sharp

India plans 25% market share and clock a turnover of Rs 500 Crore from Air Purifier

business alone.

The copier-based laser MFP witnessed a growth of 13.3 percent in 2011 compared to

2010, with Canon and Ricoh commanding a combined market share of 46 percent.

Toshiba, Sharp, and Xerox are each neck-to-neck with a combined market share of 36

percent. Konica Minolta and Kyocera each achieved a market share in the vicinity of 6-

10 percent.

LG Display Shipped The Most Units Of LED-Backlit LCD TV Panel Globally Korean

manufacturer LG Display came top in the global shipment of LED-backlit LCD TV

panels on a unit basis for the fourth quarter of 2010, followed by Japanese firm Sharp

corporation, according to data released by California-based market research and

consulting firm DisplaySearch this week. Somewhat surprisingly, Samsung – whose

brand is as good as synonymous with “LED TV” since the company’s large-scale

marketing campaign two years ago – only managed to secure third place, but the good

news is the Seoul-headquartered conglomerate is joint-top (with Sharp) in revenue

terms.

www.sharpusa.com

19

This information is found in the latest Quarterly Large-Area TFT LCD Shipment-

Advanced LED Report published by DisplaySearch. As depicted in the pie chart above,

LG captured 31.1% of the LED LCD television panel market in the final quarter of last

year by shipping over five million units worldwide. Sharp claimed 21.5%, while Samsung

had to settle for 20.8% of the market share. Taiwanese LCD makers AU Optronics

(AUO) and Chimei Innolux (CMI) took 14.2% and 8.5% respectively.

Samsung fared better when it came to earned revenues for LED-based LCD TV panel

shipments. The Korean HDTV manufacturer grabbed 27.3% of the share, tying Osaka-

based rival Sharp for first place. LG Display came in third at 25.1%, in front of AUO

which accounted for 13.9% of the LED LCD display revenue globally.

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 1 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 electrification programmers 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

20

Technology spectrum. 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 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.

OPERATIONS

In cooperation with shipping contractors, Sharp is working to reduce environmental

impact in distribution; for example, by improving transport methods, transport routes,

and load efficiency. In packaging, Sharp is working to save resources by reducing the

use of packaging materials.

Reducing the Environmental Impact of Distribution in Japan

21

Source: www.sharp.com

Sharp observes a rule set forth in the Japanese Law Concerning the Rational Use

of Energy (Energy Conservation Law) that requires specified shippers to reduce

CO2emissions per shipping volume by 1% or greater per year. All Sharp Group

companies in Japan are working to steadily

reduce environmental impact and costs associated with distribution by improving

transport and load efficiencies and by shifting to environmentally friendly modes of

transport (modal shift).

In fiscal 2012, Sharp Group CO2 emissions from shipping activities in Japan were

29 thousand tons CO2 (down 21% from the previous fiscal year). Emissions per

shipping volume were 0.2 tons CO2/thousand ton-km, an average annual reduction

of 3% for the most recent five years.

22

THE INDUSTRY ANALYSIS

Sharp Corporation is a well known Japanese consumer appliance electronics

manufacturer that also manufactures products for the information and communication

industry. A subsidiary of Sharp has business interests in the solar power industry

wherein it offers both commercial and residential solutions. The company wants to

gradually move towards Eco Positive operations and is also looking to expanding

further.

Publication Overview

This complete and comprehensive analysis of Sharp Corporation, includes an overview

of the industry the company operates in and then moves on to analyzingthe company

itself.

Company analysis includes a history of Sharp Corporation, a business segment

analysis of the segments Sharp Corporation operates through, a look at the

organization structure of the company, a geographical operating segments analysis, an

analysis of the company's major competitors.

A financial analysis of Sharp Corporation is presented in the report which includes a

ratio analysis, basic profit and loss analysis, presentation of the company balance

sheet, and much more.

Porters five forces models-

Bargaining Power of buyer: The buying power is quite low as the product is premium

Supplier Power: The supplier power is low because of the product is imported from

japan

Competitive Rivalry: Presence of large number of players in the market leads to high

rivalry.

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Threat of new entrant: Its is very less as new entrants cannot easily survive in the

market

Availability of substitutes: The threat of substitutes in Printer market is high..

SWOT ANALYSIS-

Strength

1. Enjoys good brand recognition.

2. Has strategic tie-ups with companies like Samsung, Qualcomm & Hon

Hai group

3. Spends more on R&D.

4. Good consumer service. Sharp’s call center rated high among

consumers

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

6. One of the worlds largest manufacturer of TVs

7. Sponsorship of events and sports tournaments and teams like

Manchester United

Weakness1.”Make in Japan – Sell overseas” model means limited market share

2. Reducing price of LCD panels means lesser margins

3.Sharp reported reducing sales and reducing reported profits

Opportunity

1.Good scope for LCD screens market

2.Increased spending in consumer electronics market

3.Increasing demand for smartphones

Threats1. Consumer electronics products becoming commoditized

2.Intense competition in the consumer electronics industry

3.Japan’s currency (Yen) fluctuation risk

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KEY SUCCESS FACTORS

ERP implementations are gaining momentum in Sharp Business and Systems..As

executives become more comfortable with volatility and as they think they have a better

handle on what might occur in the future, they are starting to think about investing

again. To add fuel to the fire, they are realizing that they’ll be left in the dust by their

competitors who can deliver quicker, provide 24/7 access to shop and gain order status

visibility etc., and so they are considering investing in technology. Thus, I’ve seen a

sharp rise in requests to select systems and help with project management for upgrades

and implementations.

ERP implementations rarely fail in formulation; however, they frequently fail in

implementation. Almost every client I run across has heard a horror story of a failed

ERP implementation - a supplier that couldn’t ship, a customer that couldn’t figure out

what was needed, the business in chaos, etc. Thus, it makes imminent sense to

consider the top keys to success for ERP implementations. Don’t even start down the

path until you’ve thought through these keys to success:

1. Focus on just the critical few key requirements: Although it is natural to think that

every piece of functionality is critical (or why not include it since you're spending

money on a new system anyway), STOP! Take a step back and focus 80% of your

efforts on the 20% of functionality that drives your business. Which profit drivers are

important? Which customer requirements are key to success? Does your industry

have any differentiators? How will the software functionality address these critical

success factors?

2. In my experience with numerous ERP selection and implementation projects, this is

one of the most overlooked yet vital success factors. Unfortunately it is easy to get

swiped up in the bells and whistles the ERP software providers show you unless you

have clearly defined which 3-5 critical requirements should be seen with a deep

dive.

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3. People: Nothing else matters if the right people aren't on the team. As with project

success in general, it begins and ends with leadership! When implementing a

system, it is 99.9% probable that something will go wrong during the

implementation, and if you have the right people in the right positions (on the

implementation team, focused on change management, leading the organization,

etc.), they will turn these potential bottlenecks into minor bumps in the road.

4. Functional-led: The project must be led by a core business function, yet the IT

project manager must be integral to the process. I know might seem like a

contradiction, but it is one of the most important elements to success. The business

must lead the process to make sure it is focused on the key elements that will

support the business and drive business value/ return; however, they typically are

not the best equipped to ensure a successful execution. Therefore, finding an IT

project manager proficient in bringing it all together (the business needs, project

management, the IT elements, etc.) and facilitating the implementation (sometimes

behind the scenes in a supporting role) is key to success.

For example, in my experience, if the ERP implementation was led by IT, the

business leaders would blame IT’s lack of business knowledge on any issues that

arose – regardless of whether they could have prevented them. Instead, if the

business functions led the implementation, they brought up the business issues in

advance. In those cases, if IT wasn’t integral, the issues were typically not

addressed successfully – or in the most cost effective and efficient manner. Thus,

the optimal solution occurred when it was a collaboration.

5. Change management: Implementing a new system is one of the most significant

change management initiatives a company can embark upon. People’s jobs change,

processes are redefined, and the system is changed – not much stays the same.

Thus, change management is vital to success.

Even though change management is a requirement to succeed, it isn't necessary for

the project leader and team to be an expert in change management to be

successful. Instead, leadership is the key - communicate proactively, provide as

26

much clarity as possible about the future state, communicate the roadmap to get to

the future state, ask questions, incorporate input, and listen. Project managers and

functional leaders will make or break your ERP project success.

6. Training and education: This topic should not be overlooked. It is the only way to

make sure the business results are achieved. Don't just focus on the how-to's. .

Products of Sharp Business System (India) Limited

Multifunctional Printers

Inverters AC

Air Purifiers

Monitors

THE CORE BUSINESS:

BUSINESS PRODUCTS:

Multi functional printers.

Sharp Solar

Air Purifier

Touch Screen Monitors

Projectors

HOME PRODUCTS:

Washing Machines

Air Conditioners

Lcd/Led Tvs

Vaccum Cleaner

Rifrigerators

Home Theators

Microwave Ovens

27

CHAPTER 3

REVIEW OF LITERATURE

28

Kraus, Paul John, 2000, conducted a study of Competitive brand differentiation. This

research analyzes the circumstances that impact views of analytic under each of these

alternative difference techniques and provide important ideas into the process that

makes an efficiently classified product. The subject determines that each factor isthe

indecisiveness of choices for the distinguishing feature, the degree of recognized

reliability between the central feature and the distinguishing product,and the

differentiator's costs compared to competing producers.

Agrawal, D P. 2006, conducted a study of Brand Positioning, this study detailed about

the moraland cross-cultural issues in product positioning. Five basic factors of product

placement – Brand Identification, Brand Image, Brand Character, Brand Awareness,

and Brand Interaction are recognized.

This paper is based on the core idea that values can be used as a product differentiator

and can create an ideal advantage. The framework comes out as the core research

study is important from the managing perspective as it offers a detailed template to

position the brand in a significant way.

Xiao Tong. 2006, conducted a study of exploring the relationship between marketing

activities and the creation of brand equity in the Chinese clothing market. The result

shows that store image, event sponsorship, target marketing, and Web advertising

expenditures have a strong combined effect on the brand equity creation in China.

Frequent price promotions have negative effects on the brand quality level and brand

image. The outcomes of the study suggest that cultural differences mediate the effectof

marketing efforts on brand equity creation.

Renata Žvirelienė, Ilona Bučiūnienė, 2008, conduct study of the relationship marketing

aspects.The study describes Relationship marketing is also called as ‘New marketing’ to

fulfillment of customer needs and building of long-term relationships with customer. The

main aim towards this study is to diversity of client needs and regular changes thereof,

found out the requisite for a fresh approach to the development of operations. From the

interpretation, the result of the study comments on the significance of the company’s

relationships with business partners, and the main relationship marketing dimensions

(empathy, communication, cooperation, satisfaction, trust and commitment) with

29

customers was sufficiently strong and in turn determined closeness of these

relationships.

Gitana Dudzevičiūtė, Valentina Peleckienė. 2010, conducted a study of the importance

of the marketing strategy and strategic planning in organization for continuing

successful growth. Further, it attempts to make a comparative analysis of the marketing

strategy, processes proposed by various authors. The study describes to make a

quantitative analysis of the customers’ satisfaction, referring to the particular example of

the company. The outcomes of the study describe the extra attempts and resources are

necessary to make successful organization.

Bai, X.-S. 2010, conducted a study of tracking system of agricultural products' quality

and safety is to avoid security issues and control to observe farming items process

which is an efficient means to ameliorate the top quality of farming items and create

farming items brand. The analysis tests the efficiency from the maturation of the

monitoring program of farming products' top quality and safety.

As a consequence, the analysis points out the current problems and modified factors

and gives some referential recommendations on the judging program, standardization,

technology and policy.

Gordon, Brian S. 2010, conducted a research on Consumer-based product value model

depending on Keller's product value chart that explains how the customer’s views

influence product resonance.

The consumer-based product value scale was consists of five constructs related to

product equity: brand awareness, product organizations, product brilliance, product

impact, brand resonance. This finding revealed that two attitudinal constructs (brand

brilliance and product affect) played an important function in the product association-

brand resonance relationship.

30

CHAPTER 4

RESEARCH METHODOLOGY

Research design- I used descriptive research as a research design because it gives an

accurate results.

Area of Research- My area of research is Marketing in Customer Care Services.

Research process

Research methodology and methods are taught in several ways in many academic

disciplines at various levels by people committed to a variety of research paradigms.

Though paradigms vary in their contents and substance, their broad approach to

31

enquiry, in the author’s opinion, is similar. Such ideas have also been expressed by

Festinger and Katz, who in the foreword to their book Research Methods in

Behavioral Sciences say: ‘Although the basic logic of scientific methodology is the

same in all fields, its specific techniques and approaches will vary, depending upon

the subject matter’ (1966: vi). Therefore, the model developed here is generic in

nature and can be applied to a number of disciplines in the social sciences. It is

based upon a practical and step-by-step approach to research enquiry that at each

step provides a smorgasbord of methods, models and procedures to choose from.

Broadly, a research process is very similar to undertaking a journey. Suppose you

want to go out for a drive. Before you start, you must decide where you want to go

and then which route to take. If you know the route, you do not need to consult a

map, but, if you do not know the route, then you need to use one. Your problem is

compounded if there is more than one route. You need to decide which one to take.

Similarly, for a research journey there are also two important decisions to make. The

first is to decide what you want to find out about or, in other words, what research

questions you want to find answers to. Having decided upon your research questions

or research problems, you then need to decide how to go about finding their answers.

The path to finding answers to your research questions constitutes research

methodology.

Just as there are signposts along the way as you travel to your destination,

so there are practical steps through which you must pass on your research journey

Step I: Formulating a research problem

Formulating a research problem is the first and most important step in the research

process. A research problem identifies your destination: it should tell you, your

32

research supervisor and your readers what you intend to research. The more specific

and clearer you are the better, as everything that follows in the research process –

study design, measurement procedures, sampling strategy, frame of analysis and the

style of writing of your dissertation or report – is greatly influenced by the way in

which you formulate your research problem. Hence, you should examine it thoroughly,

carefully and critically. The main function of formulating a research problem

is to decide what you want to find out about. Chapter 4 deals in detail with various

aspects of formulating a research problem.

It is extremely important to evaluate the research problem in the light of the

financial resources at your disposal, the time available, and your own and your

research supervisor’s expertise and knowledge in the field of study. It is equally

important to identify any gaps in your knowledge of relevant disciplines, such as

statistics required for analysis. Also ask yourself whether you have sufficient knowledge

about computers and software if you plan to use them.

Step II: Conceptualising a research design

An extremely important feature of research is the use of appropriate methods.

Research involves systematic, controlled, valid and rigorous exploration and description

of what is not known, and establishment of associations and causation that

permit the accurate prediction of outcomes under a given set of conditions. It also

involves identifying gaps in knowledge, verification of what is already known and

identification of past errors and limitations. The strength of what you find largely

rests on how it was found.

The main function of a research design is to decide, describe, justify and explain

33

how you will find answers to your research questions. The research design sets out

the specific details of your enquiry. A research design should include the following:

the study design per se and the logistical arrangements that you propose to undertake,

the measurement procedures, the sampling strategy, the frame of analysis and

the time-frame. (Do not confuse the study design and research design. The study

design is just one part of the research design. The research design also includes other

parts which constitute the research process.)

For any investigation, the selection of an appropriate research design is crucial in

enabling you to arrive at valid findings, comparisons and conclusions. A faulty design

results in misleading findings and is therefore tantamount to wasting human and

financial resources. In scientific circles, the strength of an empirical investigation is

primarily evaluated in the light of the research design adopted. When selecting a

research design it is important to ensure that it is valid, workable and manageable.

There is an enormous variety of study designs and you need to be acquainted with

some of the most common ones both in quantitative and qualitative

approaches.

Select or develop the design that is most suited to your study. You must have strong

reasons for selecting a particular design; you must be able to justify your selection; and

you should be aware of its strengths, weaknesses and limitations. In addition, you will

need to explain the logistical details needed to implement the suggested design.

Step III: Constructing an instrument for data collection

Anything that becomes a means of collecting information for your study is called a

‘research tool’ or a ‘research instrument’, for example interview schedules,

questionnaires,

34

notes on field observations, field diaries, information collected from secondary

notes, interview guides.

The construction of a research instrument is the first ‘practical’ step in carrying

out a study. You will need to decide how you are going to collect data 8 RESEARCH

METHODOLOGY

for the proposed study and then construct a research instrument for data collection.

Chapter 9 details the various methods of data collection for qualitative

and quantitative studies and the process of developing a research

instrument.

If you are planning to collect data specifically for your study (primary data), you

need either to construct a research instrument or to select one that has already been

constructed. Chapter 10 deals with methods for collecting data using attitudinal

scales.

If you are using secondary data (information already collected for other purposes),

you will need to identify what information is needed and then develop a

form to extract the required data. In order to determine what information is

required, you need to go through the same process as for primary data.

Field testing (or pre-testing) a research tool is an integral part of instrument

construction.

As a rule, the pre-test of a research instrument should not be carried out

on the sample of your study population but on a similar population which you are

not proposing to study. This is covered in greater detail in Chapter 9.

If you are planning to use a computer for data analysis, you may wish to provide

space for coding the data on the research instrument

35

Step IV: Selecting a sample

The accuracy of your findings largely depends upon the way you select your sample.

The basic objective of any sampling design is to minimise, within the limitation of

cost, the gap between the values obtained from your sample and those prevalent in

the study population.

The underlying premise in sampling is that a relatively small number of units, if

selected so that they genuinely represent the study population, can provide – with

a sufficiently high degree of probability – a fairly true reflection of the sampling

population that is being studied.

When selecting a sample you should attempt to achieve two key aims of sampling:

(i) the avoidance of bias in the selection of a sample; and (ii) the attainment

of maximum precision for a given outlay of resources.

There are three categories of sampling design (Chapter 12): random/probability

sampling designs, non-random/non-probability sampling designs, and the ‘mixed’

sampling design.

There are several sampling strategies within the first two categories. You need to

be acquainted with these sampling designs – the strengths and weaknesses of each

and the situations in which they can or cannot be applied – in order to select the

one most appropriate for your study. The type of sampling strategy you use will

influence your ability to make generalisations from the sample findings about the

study population, and the type of statistical tests you can apply to the data.

Step V: Writing a research proposal

Having done all the preparatory work, the next step is to put everything together

36

in a way that provides adequate information about your research study, for your

research supervisor and others. This overall plan, called a research proposal, tells the

reader about your research problem and how you are planning to investigate it.

Broadly, a research proposal’s main function is to detail the operational plan for

obtaining answers to your research questions. In doing so it ensures – and reassures

the reader of – the validity of the methodology to obtain answers accurately and

objectively.

Universities and other institutions may have differing requirements regarding the

style and content of a research proposal, but the majority of institutions would require

most of what is set out here.

Step VI: Collecting data

Having formulated a research problem, developed a study design, constructed a

research instrument and selected a sample, you then collect the data from which

you will draw inferences and conclusions for your study.

Many methods could be used to gather the required information. As a part of

the research design, you decided upon the procedure you wanted to adopt to collect

your data. In this phase you actually collect the data. For example, depending 10

RESEARCH METHODOLOGY

upon your plans, you might commence interviews, mail out a questionnaire, conduct

nominal/focus group discussions or make observations.

Step VII: Processing and displaying data

The way you analyse the information you collected largely depends upon two

things: the type of information (descriptive, quantitative, qualitative or attitudinal);

and the way you want to communicate your findings to your readers. Chapter 15

37

describes different ways of analysing quantitative and qualitative data and Chapter

16 details various methods of displaying the data that has been analysed.

In addition to the qualitative–quantitative distinction, it is important for data analysis

that you consider whether the data is to be analysed manually or by a computer.

If your study is purely descriptive, you can write your dissertation/report on the

basis of your field notes, manually analyse the contents of your notes (content

analysis), or use a computer program such as NVivo for this purpose.

If you want quantitative analysis, it is also necessary to decide upon the type of

analysis required (i.e. frequency distributions, cross-tabulations or other statistical

procedures, such as regression analysis, factor analysis and analysis of variance) and

how it should be presented. You will also need to identify the variables to be subjected

to these statistical procedures.

Step VIII: Writing a research report

There are two broad categories of reports: quantitative and qualitative. As mentioned

earlier, the distinction is more academic than real as in most studies you need

to combine quantitative and qualitative skills. Nevertheless, there are some purely

qualitative and some purely quantitative studies.

Writing the report is the last and, for many, the most difficult step of the research

process. This report tells the world what you have done, what you have discovered

and what conclusions you have drawn from your findings. If you are clear about the

whole process, you will also be clear about the way you want to write your report.

Your report should be written in an academic style and be divided into different

chapters and/or sections based upon the main themes of your study

38

Data Representation

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

Data collection methods: The collection of data takes place in two ways. They are as

follows

Primary Data: collected using Questionnaire from Pharmaceutical, Pathological

lab, Seed Agriculture & Chemical Industries in Hyderabad.

Secondary Data: Collected company websites, trade journals and publications .

Sampling method: Convenience Sampling

Sample size: Sample size is the number of observations used for calculating estimates

of a given population. For example, if we interviewed 30 random students at a given

high school to see if they liked a certain music artist, "30 students" would be our sample

size.

The sample size of my study is 50.

Research Instrument

The most common research instrument is the questionnaire. Keep these tips in mind when designing your market research questionnaire.

Keep it simple. Include instructions for answering all questions included on the survey. Begin the survey with general questions and move towards more specific questions. Keep each question brief. If the questionnaire is completed by the respondent and not by an interviewer or survey

staff member, remember to design a questionnaire that is graphically pleasing and easy to read.

Remember to pre-test the questionnaire. Before taking the survey to the printer, ask a few people-such as regular customers, colleagues, friends or employees-to complete

39

the survey. Ask them for feedback on the survey's style, simplicity and their perception of its purpose.

Mix the form of the questions. Use scales, rankings, open-ended questions and closed-ended questions for different sections of the questionnaire. The "form" or way a question is asked may influence the answer given. Basically, there are two question forms: closed-end questions and open-end questions.

Close-end questions - Respondents choose from possible answers included on the questionnaire. Types of close-end questions include:

Multiple choice questions which offer respondents the ability to answer "yes" or "no" or choose from a list of several answer choices.

Scales refer to questions that ask respondents to rank their answers or measure their answer at a particular point on a scale. For example, a respondent may have the choice to rank their feelings towards a particular statement. The scale may range from "Strongly Disagree", "Disagree" and "Indifferent" to "Agree" and "Strongly Agree."

Open-end questions - Respondents answer questions in their own words. Completely unstructured questions allow respondents to answer any way they choose. Types of open-end questions include:

Word association questions ask respondents to state the first word that comes to mind when a particular word is mentioned.

40

CHAPTER 5

DATA ANALYSIS:

The analysis used for data interpretation is Simple Descriptive analysis. In this

the data is interpreted with the help of various pie charts diagrams.

The inference of the data interpretation is also done.

a) Are you using any Printers/MFP ?

ResponsesYES NO

39 11

Percentage 78% 22%

41

Table No.1

78%

22%

YESNO

Figure No.1

Interpretation- From table and figure a)1 we can infer that 78% of respondents were

currently using MFP/Printers. whereas only 22% respondents were not using

Printers/MFP right now but they need it very soon.

b) Is it Colour or Black & white ?

Responses

Colour Black & white Both

14 20 16

Percentage 28% 40% 32%

Table No.2

42

28%

40%

32% COLOURBLACK AND WHITEBOTH

Figure No.2

Interpretation- From the above Table and Figure we can infer that 40% of respondents

use Black & white Printers, whereas 28% of respondents use Colour Printers in their

office.

B) We can also infer that about 32% of respondents were using both Black and white

and colour Printers in their office.

c) Market Share of Printers in Somajiguda

Sr No Compan

y

Particulars Percentage

1 HP 30 60%

2 CANON 10 20%

3 RICOH 5 10%

4 SHARP 5 10%

Table No.3

43

60%20%

10%

10%

HPCANONRICOHSHARP

Figure No.3

Interpretation-

a) From the above Figure and Table we can infer that 60% of respondents in

Somajiguda were using HP printers in their office.

b) About 20% of respondents were using CANON in their office.

c) 10% of respondents were using RICOH in their office.

d) 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 in

Somajiguda.

.

d)Market Share of Printers in Balanagar-

Sr

No

Company Responses Percentage

1 RICOH 5 10%

2 HP 15 30%

3 SHARP 5 10%

4 CANON 15 30%

5 XEROX 5 10%

6 SAMSUNG 5 10%

44

Total=50 Total=100

Table No.4

10%

30%

10%

30%

10%

10%RICOHHPSHARPCANONXEROXSAMSUNG

Figure No.4

Interpretation-

a) From the above table and figure we can infer that 30% of respondents were

using CANON and HP . HP and CANON emerged as Market leader were as

SHARP and SAMSUNG emerged as Challenger in balanagar area.

e)Market Share of Printers in Ameerpet Area

Sr

No

Company Response

s

Percentage

1 CANON 10 20%

2 HP 25 50%

3 SAMSUNG 5 10%

4 SHARP 10 20%

5 OTHERS 0 0

45

Total=50 100%

Table No.5

20%

50%

10%

20%

CANONHPSAMSUNGSHARPOTHERS

Figure No.5

Interpretation-

a) From the above Table and figure we can conclude that 50% of respondents

were using HP printers in their office.

b) HP emerged as Market Leader whereas CANON emerged as challenger in

Ameerpet Area.

f)Market Share of Printers in Begumpet Area-

Sr No Company Responses Percentage

1 SHARP 5 10%

2 HP 15 30%

3 KYOCERA 10 20%

4 CANON 3 6%

5 KONICA 2 4%

6 RICOH 5 10%

46

7 XEROX 5 10%

8 LEXMARK 5 10%

Total=50 Total=100%

Table No.6

10%

30%

20%6%4%

10%

10%10%

SHARP HPKYOCERA CANONKONICA RICOHXEROX LEXMARK

Figure No.6

Interpretation-

a) From the above Table and figure we can infer that 30% of the respondents were

using HP printers in their office .

b) HP printers emerged as Market leader in Begumpet area.

c) RICOH and CANON emerged as Challenger for HP Printers in the begumpet region.

d) KYOCERA emerged as challenger for RICOH AND CANON

.e) LEXMARK,XEROX and KONICA emerged as Market follower

g)Overall Market Share of Printers in three location-

Sr

No

Company Responses Percentage

1 SHARP 4 8%

2 CANON 2 4%

3 HP 30 60%

4 RICOH 4 8%

47

5 SAMSUNG 2 4%

6 KYOCERA 2 4%

7 KONICA 1 2%

8 LEXMARK 1 2%

9 XEROX 4 8%

Total=50

Total=100%

Table No.7

8%4%

60%

8%

4%4%

2%2%

8%SHARP CANONHP RICOHSAMSUNG KYOCERAKONICA LEXMARKXEROX

Figure No.7

Interpretation-

a) From the above table and figure we can infer that 60% of respondents were

using HP printers.

b) HP emerged as Market leader in all areas.

c) XEROX and SHARP emerged as Challenger to HP

d) KYOCERA and SAMSUNG emerged as challenger to XEROX and SHARP

48

e) SHARP's Market share is 8%

h) Print Volume Required Per Month By Companies-

Sr

No

Print

Volume

Respons

es

Percentage

1 Less than

1000

26 52%

2 1001-3000 13 26%

3 3001-10000 10 20%

4 10001- 1 2%

49

20000

5 More than

20000

0 0%

   

TOTAL=5

0 100%

Table No.8

52%

26%

20%

2%

Less than 10001001-30003001-1000010001-20000More than 20000

Figure No.8

INTERPRETATION-

a) From the above figure and table we can infer that 52% of the respondents

print volume per month is less than 1000.

b) 20% of respondents print volume per month is 3001-10000.

c) 26% of respondents print volume per month is 1001-3000

i) Number of Printers used in the Organisation ?

Sl No. Options Responses Percentage

1 Only 1 10 20%

2 2-5 30 60%

3 6-10 6 12%

4 11-20 3 6%

50

5 More than

20

1 2%

Table No.9

20%

60%

12%

6%

2%

Only 12 TO56 TO 1011 TO 20More than 20

Figure No.9

Interpretation-

a) From the above figure and table we can infer that 60% of respondents said that the

number of Printers used in their organization is two to five.

b) 20% of respondents said that number of Printers in their organization is only one.

J) What is there buying pattern-

Sr

No.

Buying

Pattern

Response

s

Percentage

1 Per

click per

Page

6 12%

51

2 Rental 2 4%

3 Outright 40 80%

4 Buybac

k

2 4%

    total=50 100

Table No.10

12% 4%

80%

4%

Per click per PageRentalOutrightBuyback

Figure No.10

Interpretation-

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

pattern is Outright.

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

k)Type of the page Preferred A3 or A4-

Sr No Page Preferred Responses Percentage

1 A3 1 2%

2 A4 40 80%

52

3 Both 9 18%

Total=50 100%

Table No.11

2%

80%

18%

A3A4Both

Figure No.11

Interpretation-

a) From the above figure and table we can infer that 80% of the respondents were using

A4 as preferred page .

b) 18% were using both pages for printing and 2.% of respondents were using A3.

L ) Current requirement of Printers?

Sl

no.

Options Yes No

1 Responses 6 44

2 Percentage 12% 88%

Table No.12

53

12%

88%

YESNO

Figure No.12

Data Interpretation-

a) From the above figure and table we can infer that 88% of the respondents were not

in a need to buy a new Printers/MFP.

b) About 12% of respondents have shown interest on buying a new Printers/MFP.

m) Want to meet SHARP representatives?

Sl.no. Options Yes No

1 Responses 10 40

2 Percentage 20% 80%

Table No.13

54

20%

80%

YESNO

Figure No.13

Interpretation-

a) From the above figure and table we can infer that 20% of the respondents have n

shown interest to meet SHARP representative.

b) About 80% of respondents said they don't want to meet SHARP representatives.

n) Lead Generation-

No Product Responses Percentage

1 Printers/MFP 30 60%

2 Air Purifiers 2 4%

3 Monitors 10 20%

55

4 LCD/LED TV'S 4 8%

5 Inverter AC's 4 8%

Table No.14

60%

4%

20%

8%8%

Printers/MFPAir PurifiersMonitorsLCD/LED TV'SInverter AC's

Figure No.14

Interpretation-

a) From the above figure and table we can infer that out of all leads 60% were for

Printers/MFP .

b) 20% for Monitors and 8% for Inverter AC's and LCD/LED TV respectively

c) Least were for Air Purifiers

o) Are you interested in buying Air Purifier?

Options Responses Percentage

Yes 1 2%

No 49 98.%

56

Total=50 Total = 100

Table No.15

2%

98%

YesNo

Figure No.15

Interpretation-

a) From the above figure and table we can infer that only 2%of respondents have

shown interest to buy Air Purifiers.

b) 98% of respondents have shown negative response for buying Air Purifier.

p) Want to know more about Air treatment solution from SHARP and its benefits?

Options Responses Percentage

1 Yes 4 8%

2 No 42 84%

3 May be 4 8%

57

Table No.16

8%

84%

8%

YesNoMay be

Figure No.16

Interpretation-

a) From the above figure and table we can infer that only 8% of respondents want to

know more about Air treatment solution from SHARP.

b) 8% of respondents said Maybe and 84% of respondents refused to know about Air

treatment solution from SHARP.

q) Are you keen to exercise this benefits at your office/house/gym/spa/clinics?

No Options Responses Percentage

1 Yes 6 12%

2 No 40 80%

3 Maybe 4 8%

58

Table No.17

12%

80%

8%

YesNoMaybe

Figure No.17

Interpretation-

a) From the above figure and table we can infer that 12%of respondents wants to

exercise benefits obtained from Air Purifier.

b) 8% of respondents said maybe.

c) From the above figure and table we can infer that 80%of respondents don’t want to

exercise benefits obtained from Air Purifier.

59

CHAPTER 6

Finding-

a) In Somajiguda HP emerged as Market Leader with 60% Market share.

b) In Balanagar HP and CANON emerged as Market leader with 30% each.

c) In Ameerpet HP emerged as Market Leader with 50% Market share

d) In Begumpet HP emerged as Market Leader with 30% Market share.

e) Overall Market leader is HP with 60% followed by SHARP with 8%.

f) Most of the companies buying pattern is outright.80% of the companies uses outright

pattern..

60

g) Most of the company prefer A4 pages to print is 80% ..

h) Print volume per month is less than 1000 is 52%.

i) Most of the company have two to five printers in there offices.It is around 60%.

j) Current requirements for Printer/MFP is 12%.

k) About 40% respondents want to meet SHARP representatives.

l) Lead generation for SHARP products were 60% for Printers, 4% for Air Purifiers, 20%

for Monitors , 8%each for LCD/LED Tv and Inverter AC's.

m) 2% of respondents are willing to buy Air Purifiers.

n) About 8% of respondents have shown interest For Air Purifying solution by SHARP.

o) About 12% of respondents are keen to exercise benefits in their office provided by

Air purifiers.

CHAPTER 7

61

SUGGESTIONS

• SHARP company should use attractive ads in digital media.

• Sharp company should 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.

RECOMMENDATIONS

The Sharp Company is a Japanese multinational corporation that designs and

manufacturers electronic products.It has a very strong presence in India and

rapidly growing overseas.

After working on this project I felt that there are some areas where the company

should give some focus to improve the market base.

62

The Sharp Corporation should conduct trainning sessions at a specific interval of

time.

SHARP company should give awareness about their products in all possible

ways.

CHAPTER 8

63

CONCLUSION

HP and CANON emerged as Market Leader and Challenger with Overall share of

47.19% and 29.84% respectively.The market share of SHARP is nearly 4.49% so

far.There is a good opportunity for the SHARP to increase its market share in future if it

focuses on its marketing and advertisements.

The requirements for Air purifiers is very less 1.56%. This shows company needs to

create more awareness to the product by advertisements and live demo shows.

64

CHAPTER 9

APPENDIX

65

Questionnaire for Printers- In this questionnaire its mainly made to know the buying

pattern of the customer, print volume and type of pages to be print. whether the printer

needed should be colour or black and white , the satisfaction level of current printer

whether they need any printer or not. lastly they want any other products from the

company i,e in order to generate leads etc

Questionnaire for Air Purifiers- To create brand awareness and to create curiosity for

the product. To know whether the customer wants to meet SHARP representative or not

for demo etc.

Questionnaire

I am Zeeshan Akhtar student of Viswa Vishwani Business School Hyderabad.

Doing Summer Internship from Sharp Business Systems India Ltd. Kindly help me to fill

66

the below mentioned questionnaire from the best of your knowledge so that I can

successfully complete my STP.

NAME  

DESIGNATIO

N  

COMPANY  

PHONE  

EMAIL ID  

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

a) Yes ( ) b) No ( )

2) Is it Colour or B/W?

a) Colour ( ) b) Black & White ( )

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

a) KYOCERA ( ) d) SHARP ( ) g)

XEROX ( )

b) KONICA ( ) e) HP ( ) h)

TOSHIBA ( )

c) RICOH ( ) f) CANON ( )

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

a) Less than 1000 c) 3001-10000 e) More than

20000

b) 1001-3000 d) 10001-20000

5) How many B&W and colour printers or MFP (Multi Function Printer's ) you are using

in your organisation ?

67

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

than 20 ( )

6) What is your buying pattern for printer's / MFP ?

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

Buy back

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

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) If we help to reduce the operating cost of printing then will you be ready to meet our

SHARP representatives?

a) Yes ( ) b) No ( )

11) At present do you have requirements for any of the products mentioned below in

your office ?

68

Companie

s

Very

satisfied Satisfied Neutral

Dissatisfie

d

Very

Dissatisfie

d

KYOCERA          

KONICA          

RICOH          

SHARP          

HP          

CANON          

XEROX          

TOSHIBA          

Devices Yes No No. of Quantity/Remark

Printer's/

MFP      

Inverter AC      

Air purifier's      

Monitor's      

LCD/LED

TV's      

Questions Yes No Sometimes

1)Do you have musty odour in your

rooms?

2)Do you feel suffocated after AC is

switched off?

3)Do you feel suffocated when you enter

your car/office in the morning?

4)Have you experienced common cold

during seasonal changes?

5)Does anybody in your family suffer from

any kind of disease?

6)Do you know continuous exposure to

bad odour is psychologically dangerous

for infants?

69

7)Have you heard of these harmful

airborne substances ?

Moulds

Pet dander

Dust mites

Pollen

Smoke

SARS

H5N1

H1N1

Allergens

8)Do you want to know some more about

Air treatment solution from Sharp and its

benefits?

9)Are you keen to exercise these benefits

at your office/ house/gym/spa/clinics?

10)What is the room size you wish to

sanitize?

Less then 250

sft

250-500 sft 500<sft

11)Which is the primary source of odour

in your room?

Musty smell

Sweat

Cigarette

Pets

Urine

Kitchen

12)The climate of your city ? Mainly humid Mainly dry Both

70

CHAPTER 10

BIBLIOGRAPHY

1)SHARPUSA.COM(ONLINE)

https://www.sharpusa.com/AboutSharp/CompanyProfile/SharpAndTechnologyHistory.a

spx

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

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

71

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.

7) Referred various books.It is listed below:

a) Principles of Marketing –By Philip Kotler

b) Industrial Marketing- By Krishna K.Havaldar

c) Sales and Distribution Management-By ICFAI Center for Management Research

d) Customer Relationship Management- By Ed Peelen.

e) Consumer Behaviour- By Blackwell Minial

f) Research for Marketing Decisions- By Malhotra and Dash.

g) Consumer Behaviour- By Leon.G.Schiffman

- By Leslie Lazar Kanuk

- By S.Ramesh Kumar

72