Philips Amey

COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX

A

PROJECT REPORT

ON

“COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO LCD TELEVISIONS”

BY

AMEY ASHOK JADHAV

UNDER THE GUIDANCE OF

PROF. SHAILESH PANDEY

SUBMITTED TO

UNIVERSITY OF PUNE

IN PARTIAL FULFILLMENT OF THE 2 YEARS FULL TIME COURSE

MASTER OF BUSINESS ADMINISTRATION (MBA)

ACADEMIC YEAR 2009-2011

SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATION, NARHE-AMBEGAON

PUNE - 411041

SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATIONS 1


DECLARATION

I, the undersigned, hereby declare that the Project Report entitled

“COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE

TO LCD TELEVISIONS” written and submitted by me to the University of

Pune, Pune in partial fulfillment of the requirements for the award of

degree of “MASTER OF BUSINESS ADMINISTRATION” under the guidance

of Prof. SHAILESH PANDEY is my original work and the conclusions drawn

therein are based on the material collected by myself.

Place: Pune AMEY. A. JADHAV

Date: Research Student



GUIDE’S CERTIFICATE

This is to certify that the Project Report entitled “COMPETITOR ANALYSIS

OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO LCD TELEVISIONS”

which is being submitted herewith for the award of the degree of

Master of Business Administration of University of Pune, Pune is the

result of the original research work completed by “AMEY ASHOK JADHAV”

under my supervision and guidance and to the best of my knowledge

and belief the work embodied in this Project Report has not formed

earlier the basis for the award of any degree or similar title of this or

any other University or examining body.

Place: Pune Prof. SHAILESH PANDEYDate: Research Guide


INTRODUCTIONBASIC CONTENT

AND CONTEXT OF THE TOPIC

CHAPTER1




In formulating business strategy, managers must consider the strategies of the firm's competitors. While in highly fragmented commodity industries the moves of any single competitor may be less important, in concentrated industries competitor analysis becomes a vital part of strategic planning.

Competitor analysis has two primary activities,

1) Obtaining information about important competitors, and

2) Using that information to predict competitor behaviour.

The goal of competitor analysis is to understand:

with which competitors to compete, competitors' strategies and planned actions, how competitors might react to a firm's actions, How to influence competitor behavior to the firm's own advantage.

Casual knowledge about competitors usually is insufficient in competitor analysis. Rather, competitors should be analyzed systematically; using organized competitor intelligence-gathering to compile a wide array of information so that well informed strategy decisions can be made.

Competitor Analysis Framework

Michael Porter presented a framework for analyzing competitors. This framework is based on the following four key aspects of a competitor:

Competitor's objectives Competitor's assumptions Competitor's strategy Competitor's capabilities



Objectives and assumptions are what drive the competitor, and strategy and capabilities are what the competitor is doing or is capable of doing. These components can be depicted as shown in the following diagram:

A competitor analysis should include the more important existing competitors as well as potential competitors such as those firms that might enter the industry, for example, by extending their present strategy or by vertically integrating.



Competitor's Current Strategy

The two main sources of information about a competitor's strategy is what the competitor says and what it does. What a competitor is saying about its strategy is revealed in:

annual shareholder reports 10K reports interviews with analysts statements by managers press releases

However, this stated strategy often differs from what the competitor actually is doing. What the competitor is doing is evident in where its cash flow is directed, such as in the following tangible actions:

hiring activity R & D projects capital investments promotional campaigns strategic partnerships mergers and acquisitions

Competitor's Objectives

Knowledge of a competitor's objectives facilitates a better prediction of the competitor's reaction to different competitive moves. For example, a competitor that is focused on reaching short-term financial goals might not be willing to spend much money responding to a competitive attack. Rather, such a competitor might favour focusing on the products that hold positions that better can be defended. On the other hand, a company that has no short term profitability objectives might be willing to participate in destructive price competition in which neither firm earns a profit.



Competitor objectives may be financial or other types. Some examples include growth rate, market share, and technology leadership. Goals may be associated with each hierarchical level of strategy - corporate, business unit, and functional level.

The competitor's organizational structure provides clues as to which functions of the company are deemed to be the more important. For example, those functions that report directly to the chief executive officer are likely to be given priority over those that report to a senior vice president.

Other aspects of the competitor that serve as indicators of its objectives include risk tolerance, management incentives, backgrounds of the executives, composition of the board of directors, legal or contractual restrictions, and any additional corporate-level goals that may influence the competing business unit.

Whether the competitor is meeting its objectives provides an indication of how likely it is to change its strategy.

Competitor's Assumptions

The assumptions that a competitor's managers hold about their firm and their industry help to define the moves that they will consider. For example, if in the past the industry introduced a new type of product that failed, the industry executives may assume that there is no market for the product. Such assumptions are not always accurate and if incorrect may present opportunities. For example, new entrants may have the opportunity to introduce a product similar to a previously unsuccessful one without retaliation because incumbent firms may not take their threat seriously. Honda was able to enter the U.S. motorcycle market with a small motorbike because U.S. manufacturers had assumed that there was no market for small bikes based on their past experience.



A competitor's assumptions may be based on a number of factors, including any of the following:

beliefs about its competitive position past experience with a product regional factors industry trends rules of thumb

A thorough competitor analysis also would include assumptions that a competitor makes about its own competitors, and whether that assessment is accurate.

Competitor's Resources and Capabilities

Knowledge of the competitor's assumptions, objectives, and current strategy is useful in understanding how the competitor might want to respond to a competitive attack. However, its resources and capabilities determine its ability to respond effectively.

A competitor's capabilities can be analyzed according to its strengths and weaknesses in various functional areas, as is done in a SWOT analysis. The competitor's strengths define its capabilities. The analysis can be taken further to evaluate the competitor's ability to increase its capabilities in certain areas. A financial analysis can be performed to reveal its sustainable growth rate.

Finally, since the competitive environment is dynamic, the competitor's ability to react swiftly to change should be evaluated. Some firms have heavy momentum and may continue for many years in the same direction before adapting. Others are able to mobilize and adapt very quickly. Factors that slow a company down include low cash reserves, large investments in fixed assets, and an organizational structure that hinders quick action.


http://www.NetMBA.com/strategy/swot/


Competitor Response Profile

Information from an analysis of the competitor's objectives, assumptions, strategy, and capabilities can be compiled into a response profile of possible moves that might be made by the competitor. This profile includes both potential offensive and defensive moves. The specific moves and their expected strength can be estimated using information gleaned from the analysis.

The result of the competitor analysis should be an improved ability to predict the competitor's behaviour and even to influence that behaviour to the firm's advantage.


NEED FOR STUDY

CHAPTER2




Competitor analysis has several important roles in strategic planning:

• To help management understand their competitive advantages/disadvantages relative to competitors

• To generate understanding of competitors’ past, present (and most importantly) future strategies

• To provide an informed basis to develop strategies to achieve competitive advantage in the future

• To help forecast the returns that may be made from future investments (e.g. how will competitors respond to a new product or pricing strategy?

What businesses probably already know their competitors

What businesses probably already know their competitors

Overall sales and profits Sales and profits by product

Sales and profits by market Relative costs

Sales by main brand Customer satisfaction and service levels

Cost structure Customer retention levels

Market shares (revenues and volumes) Distribution costs

Organization structure New product strategies

Identity / profile of senior management

Size and quality of customer databases

Advertising strategy and spending Advertising effectiveness

Customer / consumer profile & attitudes

Future investment strategy


OBJECTIVES OF THE STUDY

CHAPTER3


Customer retention levels Contractual terms with key suppliers

Terms of strategic partnerships



To study the competitive environment of consumer durable goods (LCD)

market.

Which are the major players of consumer durable goods (LCD) market?

To find the market share of other competitor.

What competitors are offering?

To find out customers parameter of purchasing from dealer point view.

To find out market condition of consumer durable (LCD) in Pune.


PROFILE OF THE ORGANISATION

CHAPTER4




PROFILE OF THE ORGANISATION

Koninklijke Philips Electronics N.V. (Royal Philips Electronics Inc.), most commonly known as Philips, is a multinational Dutch electronics corporation.

Philips is one of the largest electronics companies in the world. In 2009, its sales were €23.18 billion. The company employs 115,924 people in more than 60 countries.

Philips is organized in a number of sectors: Philips Consumer Lifestyles (formerly Philips Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips Lighting and Philips Healthcare (formerly Philips Medical Systems).

History

The company was founded in 1891 by Gerard Philips, a maternal cousin of Karl Marx, in Eindhoven, Netherlands. Its first products were light bulbs and other



electro-technical equipment. Its first factory survives as a museum devoted to light sculpture. In the 1920s, the company started to manufacture other products, such as vacuum tubes (also known worldwide as 'valves'), in 1927 they acquired the British electronic valve manufacturers Mullard and in 1932 the German tube manufacturer Valvo, both of which became subsidiaries. In 1939 they introduced their electric razor, the Philishave (marketed in the USA using the Norelco brand name).

Main inventions

Compact Cassette

In 1962 Philips invented the compact audio cassette medium for audio storage. Although there were other magnetic tape cartridge systems, the Compact Cassette became dominant as a result of Philips's decision to license the format free of charge.

Laserdisc

Laserdisc was a 30 cm disc designed with MCA meant to compete with VHS and even replace it. It was not as generally popular as VHS, because of the initial investment costs of players, somewhat higher costs of movie titles, and the read-only format. But like Betamax, it enjoyed extensive success among serious video collectors. The technologies created for Laserdisc would later be used again for the Compact Disc.

Compact Disc

Although Philips' and MCA's Laserdisc project never reached the VHS mass market level, Philips still thought the format should be able to succeed, and (with Sony's help), in 1982 they launched the smaller CD.


http://en.wikipedia.org/wiki/Philishave

http://en.wikipedia.org/w/index.php?title=Valvo&action=edit&redlink=1

http://en.wikipedia.org/wiki/Mullard


DVD

The DVD, the eventual successor of the CD, met a long road of setbacks. Philips wanted to continue with the CD in a new format called MultiMedia Compact Disc (MMCD), while another group (led by Toshiba) was developing a competing format, then named Super Density (SD) disc. Their representatives approached IBM for advice on the file system. IBM also learned of Philips' and Sony's initiative. IBM convinced a group of computer industry experts to form a working group. The Technical Working Group (TWG) voted to boycott both formats unless they merged to prevent another format war (like the videotape format war). The result was the DVD specification, finalized in 1995. The DVD video format was first introduced in Japan in 1996, later in 1997 in the U.S. as limited test run, then across Europe and the other continents from late 1998 onwards.

Blu-Ray

Blu-Ray, yet again primarily developed by Philips and Sony, utilizes blue-violet colored diodes to create an even shorter wavelength beam than CD or DVD. Because of this, the capacity is much more than that of CD or DVD, being 25 GB single-layered or 50 GB dual-layered.

Corporate affairs

In 2004, Philips abandoned the slogan "Let's make things better" in favour of a new one: "Sense and simplicity".

Origin, now part of Atos Origin, is a former division of Philips.

Its record division, Polygram, was sold to Seagram in 1998 to form Universal Music Group.

Philips Intellectual Property and Standards, is the company's division dealing with licensing, trademark protection and patenting. Philips currently holds about 55,000 patent rights, 33,000 trademark registrations, and 49,000 design registrations.



Presence in India

Philips started operations in India at Kolkata (Calcutta) in 1930 under the name Philips Electrical Co. (India) Pvt Ltd, comprising a staff of 75. It was a sales outlet for Philips lamps imported from overseas.

In 1938, Philips India set up its first Indian lamp-manufacturing factory in Kolkata. After the Second World War in 1948, Philips started manufacturing radios in Kolkata. In 1959, a second radio factory is established near Pune.

In 1957, the company is converted into a public limited company, renamed

"Philips India Ltd".

In 1965 on 3 April, the millionth Philips radio is manufactured in India.

In 1970 a new consumer electronics factory is started in Pimpri near Pune.

(This factory was shut down in 2006.)



In 1982, Philips brought colour television transmission to India with the

supply of four outdoor broadcast vans to DD National during the IX Asian

Games.

In 1996, the Philips Software Centre was established in Bangalore (It is now

called the Philips Innovation Campus).

In 2008, Philips India entered a new product category, water purifiers

designed and made in India, and exported to other countries.

As of 2008, Philips India has about 4,000 employees.

Major consumer electronics products

1951 – Introduced the Philishave two-headed rotary shaver, marketed in the USA under the Norelco name.

1963 – Introduced the Compact cassette.

1963 – Introduced the first domestic home video tape recorder, the 405 line 1" tape reel model EL3400.

1978 – Introduced the laserdisc player, using technology invented in the 1960s.

1978 – Introduced the Philips Videopac G7000 (pictured at right), a home video game console developed by its Magnavox division. Marketed in the United States as the Odyssey console. Variations of the console are sold worldwide through 1984.

1979 – Introduced the Video 2000-system: a technically superior design, but a commercial failure.


http://en.wikipedia.org/wiki/Philishave


1982 – Launched the Compact Disc in partnership with Sony.

1983 – Participated in developing the MSX home computer standard. This computer standard was mainly popular in Japan and the Netherlands.

1991 – Introduced the CD-i, the Compact Disc Interactive system which had many video-game console-type features, but was not a sales success.

1992 – Launched the ill-fated Digital Compact Cassette format.

1995 – Manufactured the Atari Jaguar's CD add-on for Atari.

1999 – Launched the Super Audio CD in partnership with Sony.

2000 - Launched the luminaries Iridium.

2001 – Successfully launched the Senseo coffeemaker, first in the Netherlands and from 2002 onwards, in other countries across Europe. It produces coffee by brewing from custom-made pads containing coffee grounds. The original Senseo pads are produced by Douwe Egberts. The Senseo has been available in the US since 2004.

2004 – Philips HomeLabs research center created the Mirror TV technology used in their MiraVision television line.

2006 – Introduced the Blu-ray Disc in partnership with Sony.

2008 – Introduced flatscreen with WOW VX technology. (3D tv)

2008 – Introduced the Relationship Care range of Philips Intimate Massagers to the UK market.

The company receives a royalty on every DVD manufactured.


http://en.wikipedia.org/wiki/Douwe_Egberts

http://en.wikipedia.org/wiki/Senseo


2009 – Introduced the Philips Cinema 21:9 TV in a widescreen mode for HDTVs with an LCD display using the aspect ratio.

The Electrolux Group is a publicly-owned, Swedish manufacturer of home and professional appliances for cooking and cleaning.

Electrolux products include white goods and vacuum cleaners sold under a variety of brand names, including its own.

Forbes Magazine says Electrolux is one of the top 5 companies in consumer durable goods, worldwide, and named it to its list of 130 Global High Performers in 2010.



Notable products

1919: The Lux vacuum is the first product Electrolux sold.

1925: D, Electrolux's first refrigerator, is an absorption model.

1940: Assistant, the company's only wartime consumer product, is a mixer /food processor.

1951: W 20, Electrolux's first home washing machine, is manufactured in post-World War II Gothenburg, Sweden.

1959: D 10, the company's first dishwasher, is a countertop model nicknamed "round jar".

1964: Luxomatic is a feature-filled vacuum cleaner that uses self-sealing paper dust bags.

2001: Launch of the Electrolux Trilobite, a robot vacuum cleaner.

2002: The Washy Talky 'talking' washing machine goes on sale in India.

PHILIPS-ELECTROLUX JOINT VENTURE

Videocon has set up a separate business unit to market and sell Electrolux and Philips brands in India. Videocon acquired the rights for marketing Philips television in India, in April. It already has the India brand rights for Electrolux home appliances.

Currently, Videocon operates through product-specific business units that manage multiple brands and the new entity will change the existing structure.

Anil Khera will be the chief executive officer for the Philips-Electrolux unit, who will be shouldering this additional role along with continuing to head Videocon’s


RESEARCH METHODOLOGY

CHAPTER5


direct-to-home and mobile handsets businesses. The group has also hired Sajeev Rajasekharan as the COO of Electrolux and Neeraj Sethi as COO of Philips brand.

The five-year agreement was signed when Videocon acquired the manufacturing operations of Electrolux in India along with rights to market appliance brands Electrolux and Kelvinator in the country. The discussions about renewal of the contract between Videocon and Electrolux are one.

Philips and Electrolux were clubbed together as a business unit as they are the premium brands in the Videocon portfolio and complement rather than compete with each other given their product mix.



RESEARCH METHODOLOGY

Research in common refers to a search for knowledge. One can also define

research as a scientific and systematic search for pertinent information of a

specific topic. It is the pursuit of truth with the help of study observation,

comparison and experiment.



Developing Research Plan

After deciding the objective of marketing research next step is deciding research

plan for gathering effective information related to this research project. The

research plan consists of following steps, which are discussed subsequently.

Research Design

1. Descriptive Research: -

In my market survey descriptive research process was carried out to describe the

market characteristics, competitor profiles, marketing strategies, market

potential, etc.

2. Data source:-

While project study I used primary as well as secondary data source. For primary

data collection I visited retailers in Pune region and for secondary data went

through various journals and Internet also. The information collected is relevant,

correct and unbiased.

3. Research Approach:-

I followed survey technique for collecting the data. In market survey of Philips-

Electrolux I have used survey research approach. Here I carried out information

from retailers. I have carefully selected the instrument and methods of surveying

like I have chosen personal contact methods, not telephone survey because of



higher response rate meaningful responses. This helped me to get the general

feedback in Philips-Electrolux etc.

4. Research Instruments:

The research instrument used was questionnaire form. For this I have visited

outlets and check the competition facing by Philips-Electrolux brand from others

in market. A detailed questionnaire was prepared for this. In my research process

I have used close ended and open- ended questionnaire where respondents could

answer in their manner. Through this I was able to extract information from the

respondents about Philips-Electrolux and other brand competing each other.

5. Sampling Plan:

In designing a sampling plan following points where considered:

Sampling unit

It includes who is to be surveyed in research. I have surveyed retailers of Pune

region.

Sampling size



I have surveyed about each and every outlet of the area specified to me size

would reach up to 50 retailers. I have covered the area of Pune region like

Sinhgad Road, Tilak Road, Swargate, Shivaji nagar, Kadki, etc.

Sampling Technique

For carrying out survey at retail level non-probability method, convenience

sampling technique is used.

6. Methods of data interpretation:

In this market study I have used pie chart and bar chart for data analysis and

interpretation.

Data Collection

This report was prepared after collecting data from the retailers/ dealers and past data was arranged from the various studies conducted in last few years and various other records of company.

Primary Data:

These data were collected by personal interview with retailers/ dealer. For this purpose questionnaires were prepared in such that all necessary data would be collected.

Secondary Data:

Information regarding the project, secondary data was also required. These data were collected from various past studies and other sources of the company.


DATA PRESENTATION & INTERPRETATION

CHAPTER6




The number of brands of which retailers are aware of

Number of Brands known to Retailers

One 0

Two 0

Three 4

More than Three 46

INTERPRETATION

The number of brands of which retailers are aware of are more than 3

because more than 90%.


8%

92%

No. of Brands Known

OneTwoThreeMore Than Three


The important parameter on which LCD’s mostly sold

Most important Parameter

Price 32

Quality 12

Brand name 4

Various Schemes 2

INTERPRETATION


Price Quality Brand Name Various Schemess0

5

10

15

20

25

30

35

Parameter

Parameter


64% retailers says that its price on the basis of which customer purchase

LCD’s. 24% says that it is quality and 8% says that it is Brand Name. So,

price is important parameter for selling a LCD.

The brand of LCD that mostly sold from retail shop

Most Selling Brand

SAMSUNG 12

SONY 24

LG 10

PANASONIC 2

OTHERS 2

INTERPRETATION


24%

48%

20%

4% 4%

Maximum Sales

SamsungSonyLGPanasonicOthers


The maximum selling brand in LCD’s in Pune region seems to be Sony because

48% of retailer’s maximum sells is from Sony. No retailer from Pune region sells

Philips-Electrolux LCD as maximum sales.

The profit margin they gets maximum from the company

Maximum Profit Margin

SAMSUNG 18

SONY 14

LG 8

PANASONIC 6

OTHERS 4


36%

28%

16%

12%

8%

Maximum Sales Margin



INTERPRETATION

According to above data it was found that Samsung leads by giving more profit

margins to their retailer.

The most satisfying post sales service by a particular brand

Most Satisfying Post Sales Service

SAMSUNG 24

SONY 12

LG 6

PANASONIC 6

OTHERS 2


48%

24%

12%

12%

4%

Most Satisfying Service



INTERPRETATION

From the above data we can interpret that here also Samsung leads by

giving most satisfying service to their customers.

The most schemes provided by particular brand

Most Schemes Provided

SAMSUNG 16

SONY 12

LG 18

PANASONIC 2

OTHERS 2

SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATIONS 3532%

24%

36%

4% 4%

Schemes Provided


48%

24%

12%

12%

4%

Most Satisfying Service



INTERPRETATION

From the above data we can interpret that brand which provides most

schemes to their retailers is LG.

The ranking of particular brand according to their consumer demand

Ranking According to Consumer Demand

SAMSUNG 16

SONY 24

LG 6

PANASONIC 4

OTHERS 2


32%

24%

36%

4% 4%

Schemes Provided


46%

31%

12%

8%

4%

Ranking

SONYSamsungLGPanasonicOthers

COMPETATIVE ANALYSIS

CHAPTER7


INTERPRETATION

Most of the consumers ranked SONY as their first preference, the second choice is

to SAMSUNG and then to LG.


Industry Compititors

Sony, Samsung,LG,

Panasonic

Threat of New Entrants

VU, Sansui, Sharp

Bargaining Power of Buyers -

Quality & Service

Threat of Substitutes

Plasma, LED, 3D

Bargaining Power of Suppliers

Profit Margin


PHILIPS-ELECTROLUX LCDS’ ANALYSIS BASED ON

PORTERS’ FIVE FORCE MODEL



Threat Of New Entrants

A growing industry often faces threat of new entrants that can alter the

competitive environment. Same is with the consumer durable goods as Philips-

Electrolux has a threat that new entrant like VU, Sharpe, Sansui and many

more could increase competition.

Rivalry Among Existing Competitors

Rivalry among existing competitors is often the most conspicuous of the

competitions. Companies like LG, SONY, SAMSUNG, PANASONIC are mutually



dependent and thus any competitive move of a firm usually affects others

and may be retaliated.

Threat Of Substitutes

An important force of competition is the power of substitutes. The kind of

substitute of which Philip LCDS’ have threat is that, many technological

changes are been taking place in market. The entry of LED television can be

substituted to current LCD range. 3D technology is another threat for LCD

technology.

Bargaining Power Of Suppliers

Profit margin is the point where suppliers could bargain for having more

profit and the company which provides maximum profit they promotes that

particular brand of LCDs.

Bargaining Power Of Buyers

There is different degree of bargaining power of buyers. From the analysis it

comes out that buyers could compete the industry by forcing down prices

of LCDs’, bargaining for higher quality or more services.


FINDINGS & SUGGESTIONS

CHAPTER8




FINDINGS

The number of brands of which retailers are aware of are more than 3

because more than 90%.

Brands such as Samsung, Sony, LG & Panasonic are well known brands and

known to almost all retailers.



64% retailers says that its price on the basis of which customer

purchase LCD’s. 24% says that it is quality and 8% says that it is

Brand Name. So, price is important parameter for selling a LCD.

The maximum selling brand in LCD’s in Pune region seems to be Sony

because 48% of retailer’s maximum sells is from Sony.

SUGGESTIONS

Company should have their post sale services network good for attracting

more number of consumers.



Company should do regular visit to the retail outlets for having more

personal contacts with retailers.

During the project work it was found that less promotional activity is

causing loss of market base for Philips so company should promote

their products more aggressively.

Introduction of new technology like LED, IPS panel and 3D can make

difference.

Company should have good warranty period of their product which is less

can compete with other brands in the market

Company could encash brand name by giving little bit more profit

margins to retailers in comparisons to others.

Company should create more awareness in customers as well as in

retailers regarding Philip LCD television.


CONCLUSION

CHAPTER9


CONCLUSION



1. Philip-Electrolux is one of the leading company of consumer durable goods but when it comes to LCDs’ it is not so. Quality and good service is something what required for its supremacy.

2. After analyzing competitors it can be said that others brands is causing cut- throat competition for the organized sector.

3. In the project it was observed that LCDs’ having quality and long replacement warranty are leading the market.

4. After analyzing the market it can be said that post sales service plays a vital role in market penetration.

5. Retailers are expecting more profit margins from brands.


BIBLIOGRAPHY

CHAPTER10




BIBILIOGRAPHY

BOOKS & JOURNALS

⇨ KOTLER PHILIP, MARKETING MANAGEMENT, PEARSON EDUCATION,

13th EDITION

⇨ KOTHARI C.R., RESEARCH MRTHODOLOGY, NEW AGE INTERNATIONAL PUBLISHERS, REVISED 2nd EDITION

⇨ CHERUNILAM FRANCHIS, BUSINESS ENVIRONMENT, HIMALAYA PUBLISHING HOUSE

WEB SITE

⇨ www.google.com

⇨www.philips.co.in

⇨www.electrolux.com


ANNEXURES

CHAPTER11




Retail shop

Address

Retailer’s Name

Contact no.

QUESTIONNAIRE

1) Do you sale LCD from your shop?a. YESb. NO

2) How many LCDs’ do you keep in your store?a. 0-2

b. 2-4

c. 4-6

d. More than 6.3) How many brand of LCD are you aware of?

a. ONEb. TWOc. THREEd. MORE THAN THREE



4) Name the LCD brand you are aware of.a. ………………………………………………..b. ………………………………………………..c. ………………………………………………..d. ………………………………………………..e. ………………………………………………..

5) What is the important parameter for more sale of LCD?

a. Price

b. Quality

c. Brand Name

d. Schemes

6) Which is the brand of LCD that mostly sold from your shop?

a. SONY

b. SAMSUNG

c. LG

d. PANASONIC

e. OTHERS



7) Which brand gives you most satisfying post sales service?

a. SONY

b. SAMSUNG

c. LG

d. PANASONIC

e. OTHERS

8) Which company’s LCD gives you highest profit margin?

a. SONY

b. SAMSUNG

c. LG

d. PANASONIC

e. OTHERS

9) Does there any new brand enter in LCD market?

a. YES

b. NO

If Yes, Name the Brand: ………………………………………



10) Which brand gives more schemes in their products?

a. SONY

b. SAMSUNG

c. LG

d. PANASONIC

e. OTHERS

11) Are you aware about Philips-Electrolux LCD?

a. YES

b. NO

12) Rank the brands according to the consumers demand.

a. SONY

b. SAMSUNG

c. LG

d. PANASONIC

e. OTHERS


Philips Amey

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