Pradeep BS Report

8/18/2019 Pradeep BS Report

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A Summer

Internship Project Report onConsumer perception on Financial Dailies with

special reference to Business Standard

At

BUSINESSSTANDARD

When you’re sure

Submitted By: Under the Supervision of:

Pradeep Kumar Jha Mr. ShrishMudgal

RO !O: "#"$%# &Bran'h Manager(

BB) * thSem


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MAHARISHI MARKA D!SH"AR I S#I#$#! %F MA A&!M! #

MM $ I'!RSI#( M$))A A HAR(A A*+,,-./

D!C)ARA#I%

+, Pradeep Kumar Jha, a bonafide student of BB) &-ull ime( programmeat the MM+M, Maharishi Mar/andesh0ar University,Mullana, )mbala1aryana2"$$#%3, hereby de'lare that + have undergone the summertraining at Business Standard td. Under the supervision of Mr.ShrishMudgal on and from %45%65"7 to #$5%35"7.


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+ also de'lare that the present pro8e't report is based on my original 0or/.he 'ontent of this pro8e't report has not been submitted to any other

university or institute either in part or in full for the a0ard of any degree,diploma or fello0ship.

-urther, + assign the right to the university, sub8e't to the permission fromthe organi9ation 'on'erned, use the information and 'ontents of this

pro8e't to develop 'ases, 'ase lets, 'ase leads and papers for publi'ationand5or for use in tea'hing.

Pla'e: 1aryana

ate: Signature of student

ACK %")!D&!M! #

+ 0ould li/e to e;press my gratitude to0ards my institute < Maharishi

Mar0andeshwar Institute of Mana1ement2 for providing me 0ith this opportunity

to develop su'h a pro8e't 0hi'h enhan'ed my /no0ledge and self2'onfiden'e.

he development of this pro8e't involves the 'ontribution and assistan'e of a number

of people. )t the very start, + 0ould li/e to pay homage to our respe'ted tea'hers

0hi'h 'onstitute the very inspirational and intelle'tual guides.

+ give my most sin'ere than/s to Asst3 Prof3 Arpan Anand and other fa'ulty

members 0ho have al0ays been a guiding, en'ouraging and motivating for'e.

+ am very grateful for the support of our pro8e't guide Mr3 Ajeet 0umar and Mr3

Su0h4ir Sin1h of Business Standard )td3

+ have done sin'ere efforts in ma/ing this pro8e't as a useful and an intelligent tas/.


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ate:

Pla'e: 1aryana &Signature(

PREFACE

Summer project is part of academic requirement incorporated in the

curriculum of BBA Program. This e ercise ena!les to get practical e posure to

realities of corporate "orld. A great #no"ledge comes from !etter !oo#

education and a good e perience. $eeping this in mind% the && 'nstitute of

&anagement has introduced a summer training program% and thus ' got a trul(

re"arding chance to get !est feel and e perience of the real "orld economic

en)ironment 'n the !est possi!le manner.

*or this practical training% ' had undergone a research project on

“CONSUMER PERCEPTION ON FINANCIAL DAILIES”. +uring the training

period ' had studied ho" attitude of consumer perception regarding financial

ne"spaper and ho" the( feel and "hat the( "ant in dail( financial

ne"spaper. ' ha)e also got to #no" ho" it can !e measured. +uring m(

project ' came to #no" different aspect of people perception on financial

ne"spaper and their a"areness


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Table of content


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Sr. o Title' Title page'' /ertificate of organi0ation

''' +eclaration

' Ac#no"ledgementPreface

' ecuti)e summar( !jecti)es

ision and mission1 Section A 67A '8SAT' A9 P6 *'9

1.1 rgani0ation profile and histor(1.2 :a( of BS;ho" it reaches to customer<1.3 Si0e of the organi0ation1.4 rgani0ational structure

2 Section B 6 P 6T P6 = /T : 6$

2.1 'ntroduction9iterature re)ie"

ature of pro!lempected !enefit

2.2 &ethodolog(

2.3 ploration of Alternati)e

2.4 /onclusion3 Section C 9 A6 ' 7 *6 & T> S?&& 6

T6A' ' 73.1 Application of concept3.2 e" s#ills acquired3.3 Augmentation of soft s#ills3.4 Bi!liograph(

3.5 6eferences3., Anne ure


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Executive summary

Business Standard is the countr( s most respected !usiness dail(% !eing the

first serious !usiness reader. The ne"spaper has a print run of o)er 2% 1-%CCC

copies pu!lished form 12 prime location namel( Ahmada!ad% Bangalore%

Bhu!anes"ar% /handigarh% >(dera!ad% $ol#ata% $ochi% 9uc#no"% &um!ai%

e" +elhi% and Pune. The ne"spaper !elie)es in free% fair and independent

journalism and stri)es to include )alues in its editorial staff. The journalism

practiced !( !usiness standard la(s on qualit(% credi!ilit( and accurac(. The

financial times of 9ondon has ta#en as !est in consideration

Business Standard has the countr( s !est economic journalism and

columnists. it is edited !( T. inan% perhaps 'ndia s !est #no"n !usiness

journalist% underta#en a complete and highl( successful re)amp of the

economic time .

!usiness standard s sta!le of specialist contri!utors includes some of the

economics and !usiness.

As a summer trainee ' ha)e "or#ed in the mar#et de)elopment department.

&( project "as /onsumer Perception on financial +ailies. ' had a fa)or of

man( practicalities of mar#eting from personal selling to institutional selling. '

ha)e learnt man( strategies of the field.

' could achie)e the gi)en monthl( target in the first half of e)er( month.

>o"e)er this performance increased the higher authorities e pectation from

me% "hich moti)ated me to "or# harder% ' learnt man( soft s#ills li#e the team

"or#% sharing and caring% personal relations etc.


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OBJECTIVES OF T E ST!"#

To learn $ifferent mar%etin& tec'ni(ues

:e ha)e learnt different mar#eting techniques in our stud( of the su!ject !ut

no" those are applied in the practical scenario.

To learn t'e scratc' )or% of 'ar$ core *ersonal sellin&

This is indeed a necessar( tas# to !e done. :hat "e read and "hat "e get is

something )er( different. 6eading the su!ject and appl(ing the same are

completel( different aspect. :hen (ou meet the actual customer the process

of communication !ecomes totall( different

Strate&y ma%in& in actual com*etitive mar%et

To strategi0e% (ou need to #no" (our e ternal en)ironment and for this

purpose the practical e perience in such a reno"ned firm "ill !e helpful. Thus

"e "ill !e a!le to strategi0e the cases then later on the real life situation more

creati)el(.

To a**ly t'e t'eoretical %no)le$&e in to t'e *ractice

7i)ing a practical approach to an( pro!lem has !een a difficult tas#. :e as

student quiet often neglect the !asic realities of the real "orld. This training

"ill pro)ide us "ith the !est #no"ledge to o)ercome these shortcomings.


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VISIO+ A+" ,ISSIO+

VISIO+

The compan( !elie)es in pro)iding information that creates "ealth and thus

enriches life.

,ISSIO+

The compan( "ould !ecome leader of the !usiness dail( in 'ndia !( the

distri!ution and pro)iding qualit( and ser)ice to our reader.


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SECTION: A Organizational profle


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T(pe +ail( ne"spaper

*ormat Broadsheet

"ner $ota# &ahindra group

*ounder Ananda Pu!lishers

Pu!lisher Business Standard pri)ate 9td

ditor Sanja(aBaru

*ounded 1D-5

9anguage nglish>indi

>eadquarters ehru >ouse% 4% Bahadur Shah 8afar&arg% e" +elhi E 11CCC2

/irculation 21-%CCC

fficial "e!site Business standard.com; nglish<hindi.!usiness standard.com ;>indi<

CO,PA+# PROFI-E

I+TRO"!CTIO+ TO B!SI+ESS STA+"AR"


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Business Standard is an 'ndian nglish language dail( ne"spaper pu!lished

!( Business Standard 9td ;BS9< in t"o languages% nglish and >indi. The

e"spaper primaril( co)ers 'ndia and international !usiness% and financial

ne"s and issues.

The main nglish language edition comes from 12 regional

centres &um!ai% e"

+elhi% $ol#ata% Bangalore% /hennai% Ahmeda!ad% >(dera!ad %/handigarh % Pu

ne% 9uc#no"% Bhu!anes"ar% and $ochi and reaches readers in o)er 1%CCC

to"ns and cities across 'ndia.

• istory

Started in 1D-5 in $ol#ata !( the Ananda Pu!lishers group% Business

Standard "as hi)ed off as a separate compan( in 1DD,.

't "as then !ought !( &um!ai !ased financial in)estors led !( the $ota#

&ahindra Ban#% after "hich !egan a phase of rapid e pansion "ith the launchof ne" editions.

http://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/Hyderabad,_India


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• Personnel

T. . inan "as editor from 1DD3 to 2CCD% "hen he too# up the editorship

of The conomic Times. 'n =anuar( 2C1C% inan !ecame chairman and

editorial director of BS9 and "as succeeded as editor of Business

Standard !( +r.Sanja(a Baru. >e "as the media ad)isor of Prime &inister

&anmohan Singh. The paper "hich is 'ndiaFs second largest !usiness dail(

emplo(s around 2CC !usiness journalists% including A $ Bhattachar(a and

Sh(amal &ajumdar. 'n esta!lishing a pedigree of strong financial

journalism% Business Standard also pu!lishes articles !( Bimal=alan % former

go)ernor of the 6eser)e Ban# of 'ndiaG Shan#ar Achar(a% former chief

economic ad)isor to the 7o)ernment of 'ndiaG +eepa# 9al% professor of

economics% ?/9AG Suman Ber(% director general% ational /ouncil of Applied

conomic 6esearchG A!hee# Barua% chief economist of >+*/ Ban#G itin+esai % former chief economic ad)isor and former under secretar( general at

the ?nited ationsG Surjit Bhalla% chairman of H?SG Ar)ind Su!ramanian%

professor at the Peterson 'nstitute for 'nternational conomicsG &. 7o)inda

6ao% director of ational 'nstitute of Pu!lic *inance and Polic(G A 6aj"ade%

foreign e change consultantG and Ar)ind Singhal % chairman% Technopa#

Ad)isors.

• "istribution an$ format

Business Standard sells around 154%CCC copies dail( in nglish% mostl( to the

!usiness and polic( ma#ing Ilite. The >indi edition sells ,3%CCC copies dail(.

A/ ielsenFs sur)e( of the upper middle and rich mar#et in 'ndia

places Business Standard ne t to The conomic Times in total readership.

http://en.wikipedia.org/wiki/Bimal_Jalanhttp://en.wikipedia.org/wiki/Nitin_Desaihttp://en.wikipedia.org/wiki/Nitin_Desaihttp://en.wikipedia.org/wiki/Arvind_Singhalhttp://en.wikipedia.org/wiki/Bimal_Jalanhttp://en.wikipedia.org/wiki/Nitin_Desaihttp://en.wikipedia.org/wiki/Nitin_Desaihttp://en.wikipedia.org/wiki/Arvind_Singhal


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The paper has a reputation for relia!le reporting and responsi!le journalism%

as "ell as for its stimulating page of anal(sis and editorial comment. 't has

pioneered the ran#ing of the "ealthiest 'ndians ;the Billionaire /lu!< and

pro)ides an automo!ile maga0ine as a free monthl( supplement.

'n 2CC,% BS9 !egan to produce a Sunda( edition that is no" pu!lished in four

centres.

The >indi edition "as launched in *e!ruar( 2CC@ from se)en centre s

stretching from &um!ai in the "est% running across the >indi Belt% and to

$ol#ata in the east. BS9 also pu!lishes )arious periodicals % including BS

&otoring% 'ndian &anagement and the Asian &anagement 6e)ie".

• Electronic

The ne"spaperFs "e!site% !usiness standard.com% allo"s )isitors to accessthe Business Standard e paper% "ith a choice of editions. The Business

Standard "e!site recei)es 1.5 million unique users per month% the highest for

an( Jstand aloneJ ne"spaper "e!site in 'ndia .

'n =anuar( 2C1C% it launched smartin)estor.in% an information cum trading

"e!site for those interested in the stoc# mar#et.

E.EC!TIVE PROFI-E

Business Standard 9imited "as incorporated on 1, th +ecem!er 1D-5

under the name of K+eshPu!lication ;P< 9tdL. This "as changed to KBusiness

Standard ;P< 9tdL . n 23 rd o)em!er 1DD5 as a limited compan(. The head

office of the compan( is located at +elhi. The compan( is managed% under the

leadership and guidance of the Board f +irectors. The compan( !elie)es inethical conduct through professional management and has for"ard loo#ing

http://en.wikipedia.org/wiki/Periodical_publicationhttp://en.wikipedia.org/wiki/Periodical_publication


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outloo#. Business standard is 'ndia s second largest and fastest gro"ing

!usiness ne"spaper ha)ing gro"th rate of 3CCM in past four (ears 't has a

leadership of o)er a quarter million "ith se)en editions and

gets pu!lished from Ahmada!ad% Bangalore% /alcutta% /hennai% +elhi%

>(dera!ad and &um!ai.

Business Standard is edited !( &r.T. . inan% the pre eminent

!usiness journalist of the countr(% and an e editor of The conomic Times

fori (ears. 't has the distinction of an e clusi)e editorial s(ndicate "ith the*inancial Times of 9ondon. 'ts readership profile encompasses the !rightest

and !est from 'ndia s !usiness and finance

/ommunities. 6eaders come *rom )aried occupations in the field of

Business% finance% 7o)ernment% Polic( ma#ers academics% 6esearchers

and Students% and o!ser)ers of the 'ndian econom( .

The main departments of Business Standard are &ar#et +e)elopment

+epartment also #no"n as /irculation +epartment% Scheduling +epartment%

Space &ar#eting +epartment% ditorial +epartment% S(stem +epartment%

Production +epartment and +ispatch +epartment. Business

Standards arra( of highl( respected columnists pro)ides not onl( national%

regional and glo!al perspecti)e to arm a quarter million readers% !ut also #een

insights to sharpen their competiti)e edge in the "orld of !usiness. Business

Standard is a constant guide for readers competing successfull( in !usiness%

mar#ets and ser)ices. 6ich "ith li)el( supplements and )i!rant sections on

personal finance% !an#ing% careers and technolog(% tra)el% !oo#s% re)ie"s on

arts and cultures.

PRO"!CT PROFI-E


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' +'A &A A7 & T

A monthl( "indo" to the latest thin#ing in the field of management in 'ndia

and a!road. Nour one point access to cutting edge ideas in management

Superior management co)erage deli)ers latest management theories

pinions from thought leaders.

7lo!al trends and inno)ations'nsights from carefull( anal(0ed case studies Articles from &c$inse(

Ouarterl(% !oo# re)ie"s and much more.

BS 1CCC

A detailed information of 'ndia s top 1CCC companies. The issue of BS 1CCC

chronicles those depressing times% pro)iding a "ealth of data on the impact

of the slo"do"n on corporate% the deterioration in their financials% and ho"

the( coped "ith the crisis. At the same time the( also record success stories%

though these "ere fe" and far !et"een. The pharmaceuticals and t"o

"heeler industries% for e ample% !eat the slo"do"n comprehensi)el(.


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't also ta#es a pee# into the future% "here ne" industries such as!iotechnolog

(% retailing and !usiness process outsourcing ma( change the face of 'ndia

'nc. 'n short the BS 1CCC pro)ides the readers not onl( "ith a snapshot of the

'ndian corporate sector as it e ists toda(% "ith all its strength and lia!ilities% !ut

also charts a roadmap for its future.

The Strategist

)er (ear% Business Standard !rings a special edition of its "ee#l(manageme

nt and mar#eting section% The strategist "hich contains the pic# of its articles

o)er the pre)ious (ear and a half. The o!jecti)e of the annual recollected

maga0ine is not merel( to !e standard K !est of K sho"case for the BS

readers. The Strategist to ta#es strateg( outside the theor( !oo#s. To

understand the classic pitfalls of the !ig !rands% there are reports on ational

Panasonic s struggles to esta!lish a foothold in 'ndia% "ith the practical case

studies li#e of Tata ngineering s ? turn "ith its maiden small car offering% the

'ndicia% ho" /arrier Aircon fro0e in the chill of ne" competition and "h($ellogg s felt the crunch after initial successes.

*? + &A A7 6

*ocus on facts and figures on mutual funds. The Business Standard *und

&anager see#s to ran# mutual fund schemes and also rate the !est *und

&anager of the (ear. :hile pro)iding data on all schemes% the( ran# onl(

those schemes% "hich ha)e !een operating for t"o (ears or more and ha)e aminimum corpus of 6s.4C crore. There is therefore a time and a corpus cut


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OR/A+I0ATIO+A- IERARC #

President

ice President

7eneral&ana ers

+eput( 7eneral&ana ers


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T E PRI+T ,E"IA

The modern ad)ertising techniques ma#e use of man( "a(s to con)e(

messages to the consumers. Print media ho"e)er% is one of the oldest formsof ad)ertising method. Print media also remains to !e one of the most popular

forms of ad)ertising !ecause it can reach a "ider target audience. There are

)arious different t(pes of print media% "hich help ad)ertisers to target a

particular segment of people. >ere s a quic# loo# at some of the )arious t(pes

of print media.

Ty*es of Print ,e$ia

Asst. 7eneral&ana ers

&anagers

+eput(&ana ers

Asst. &anagers

Seniore ecuti)es

ecuti)e

Traineee ecuti)e


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1. e"spapers

12 ,a&a3ines

42 +e)sletters

4. Brochures

5. Posters

+e)s*a*ers5

ur topic of interest is ne"spaper. :e #no" that ne"spapers are the most

popular forms of print media. The ad)ertiser in this case can choose from a

dail( ne"spaper to a "ee#l( ta!loid. +ifferent t(pes of ne"spaper cater to

)arious audiences and one can select the particular categor( accordingl(.

Ad)ertisers then design press ad)ertisements "here in the si0e is decided asper the !udget of the class.

T'e Business Stan$ar$

Businessstandard.com is the online propert( of Business Standard 9td ;BS9(dera!ad%

/handigarh% 9uc# no"% Pune% $ochi and Bhu!anes"ar.


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A >indi Business Standard is pu!lished from se)en centers across northern

'ndia &um!ai% +elhi% $ol#ata% Patna% 9uc#no"% Bhopal and /handigarh. 'ts

content can !e accessed at !shindi.com.

Business Standard stands for reporting that stresses accurac( and credi!ilit(%

comment that is informed% independent and fair% and journalism that is rooted

in ethical conduct and defined !( a sacrosanct !ond "ith the reader. All

Business Standard journalists sign on to a code of conduct that is a)aila!le on

this "e!site.

Business Standard has a 2CC person editorial team that is led !( Sanja(a

Baru% and includes "ell #no"n journalists li#e A$ Bhattachar(a% Sunil =ain

and Sh(amal &ajumdar.

Business Standard s sta!le of specialist contri!utors includes some of the

sharpest minds "riting on economics and !usiness. Among them Bimal

=alan% former go)ernor of the 6eser)e Ban# of 'ndiaG Shan#ar Achar(a% former

chief economic ad)isor% 7o)ernment of 'ndiaG +eepa# 9al% professor ofeconomics% ?/9AG Suman Ber(% director general% ational /ouncil of Applied

conomic 6esearchG A!hee# Barua% chief economist of >+*/ Ban#G itin

+esai% former chief economic ad)isor and former under secretar( general at

the ?nited ationsG Surjit Bhalla% chairman of usG Ar)ind Su!ramanian%

professor at the Peterson 'nstitute of 'nternational conomicsG &. 7o)inda

6ao% director of ational 'nstitute of Pu!lic *inance and Polic(G A 6aj"ade%

"ell #no"n foreign e change consultantG and Ar)ind Singhal% chairman%Technopa#.

't offers s(ndicated columns from &artin *eldstein and +ani6odric#% and

content from Brea#ing)ie"s.com "ith e clusi)it( in the 'ndian mar#et.

'n addition to t"o ne"spapers% BS9 pu!lishes t"o monthl( maga0ines ;'ndian

&anagement and Business Standard &otoring


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&anagement 6e)ie"


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.6ay of BS 7 how it reaches to customers 8


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Analysis of t'e com*etitors

T'e Economic Times

+a( &ain

ne"spaper

Supplement ther

supplements

Price

&onda( 14 'n)estorguide

, pagesinternational

3.5

Tuesda( 2C >igh fl(er 3.5

:ednesda

(

1, Brand equit( 'nternational 3.5

Thursda( 1, 8ig "heel 'nternational 3.5*rida( 1@ 'nternational 3.5Saturda( 14 'nternational 1C.CC

Sunda( 12 1C.CC

dition 1C

Bangalore% /handigarh% /hennai % >(dera!ad% #ochi% $ol#ata% 9uc#no"%

&um!ai% ne" +elhi% Pune.

9ey stren&t's

• 't is !( strong support of Bennett /oleman group

• 't is leader of the mar#et since decades.

• The ne" issue of T 7ujarati at a )er( lo" price


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-ac%in& attributes

• 7uidelines for reading stoc# ne"s is unclear

• The BS codes are missing "hich ma#es it difficult to read compan(

details

Financial Ex*ress

+a( &ain ne"spaper Supplement Price&onda( 12 4Tuesda( 1, 4:ednesda( 1C 1, 4Thursda( 12 4*rida( 12 14 4Saturda( 1C ,Sunda( 14 32 @

dition 1C;paper pu!lished form 1C cities<

Bangalore% /handigarh% /hennai% >(dera!ad% #ochi% $ol#ata% luc#no"%

&um!ai% e" +elhi % Pune

9ey stren&t'


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• 't is !ac#ed !( the 'ndian e press 7roup

• The ne"s pro)ided is )er( sequentiall( arranged

• The num!er of ad)ertisements is les in num!er and the( are su!ject

related ads.

• The ne"spaper pro)ides "ith the ma imum num!er of supplements

• The !etter part of the ne"spaper is that the( pro)ide a special

supplementar( for the ad)ertisement.

+e&ative s'a$es

• The price of the ne"spaper is )er( high

• The first page co)ers the general ne"s through the ne"spaper !eing a

finical one.

Business line

+a( &ain ne"spaper Supplement Price&onda( 1@ e "orld @Tuesda( 22 ,


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:ednesda( 2C ,Thursda( 22 Brand line ,

*rida( 24 life ,Saturda( 2C @

o of edition 14

Bangle% /hennai% /oim!atore% +elhi% >(dera!ad% cochin% #ol#ata% &adurai%

&angalore% &um!ai% Thir)anthpuram% Tiruchpalli% )ija()ada% isha#hapatnam

9ey stren&t's

• 't is !ac#ed !( the >indu group

• 't is pu!lished from 14 prime location

• The ad)ertisement is not general and rele)ant to financial institutions.

• The price of the ne" ne"spaper is cheapest on Sunda( as compared

to other nglish financial dailies.

+e&ative s'a$es

• The ne"spaper is !eing deli)ered late in the morning

• The language of the ne"spaper is tough "hich ma#es people hesitant

to su!scri!e to it.


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!ditorial

Schedulin1

Mar0etDe5elopment

Dispatch

ProductionDepartments

S6stem

SPAC! MK#&

3C

The compan( co)ers the complete length and !readths of the nation. :ith the

help of o)er 25C full time journalist% anal(st and "riters the ne"spaper tries to

co)er the nation. The /handigarh office has at present 23 emplo(ees spread

across - department namedG


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on "ee#da(s and 6s. - on "ee#end !ecause the re)enue generated

from this department. The department collects and mar#ets the

ad)ertisement from the corporate clients "hich indirectl( add )alue to

!usiness standard. The pages predefined for )arious t(pes of

ad)ertisements. The commission of these agencies is 15M

-ive e$ition5 this means that the edition printed in the cit( from "here it is

pu!lished

+e) e$ition5 this mean that edition is not printed in the same cit(

T(pes of ad)ertisement.

• "is*lay5 These ads are also called supporti)e ads as the( pro)ide

support to the financial ads. 't consist of launching of ne" products and

ser)ices "hich are displa(ed in the ads the( are !asicall( cooperate

ads. 't consist of B2B% B2/ and classified

• Ten$er5 't is the offer made !( the go)ernment pri)ate and pu!lic

sector companies

• Feature5 This is generall( a special edition printed especiall( for the

clients as a supplement to the ne"spaper. 7enerall( Ksponsored

sectionL is "ritten on the top right corner of the page as the material

is gi)en !( the client . it is a speciali0ed and "ell focused categor(.

Sometimes ad)ertorial section "hich mean that along "ith the

ad)ertisement an editorial article such article are also paid article


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space for the ad)ertisement% the department adjusts the space for the

articles.

SC E"!-I+/ "EPAT,E+T

This department is responsi!le for the la(out of the ne"spaper. The main

function of the department is scheduling of the page. i.e. to adjust the

ad)ertisement and the editorials. The ne"spaper tries to limit the

ad)ertisement to the minimum of 4CM and rest of ,CM is the edit part. The

department !oo#s the ads and then intimates to the concerned location assoon as the !oo#ing is done so that the same space is not !oo#ed for the t"o

ads. nce the ad position is made it goes to +elhi% Bom!a(% and Bangalore.

These each centre recei)e tentati)e ad dumm( from +elhi.

Before printing an( ne"s or ad)ertisement the department ta#es a printout of

the la(out of the actual paper on A 4 si0e paper "hich is called tentati)e ad

dumm(. nce the dumm( is read( no edit matter can !e filled in that. The

page is then for"arded to production department. 'n case the ad)ertisement

gets cancelled then the filler ads are printed for "hich the permission in

ta#en form the head. 'n such cases the organi0ation utili0es the space !ut the

re)enue are lost. Space mar#eting department tries to minimi0e this loss !(

getting some other ad)ertisements.

The soft"are used !( the department for this purpose is Ouar# press and

*light /hec#. The data is ta#en as P+* file and SP format. 'f an( format

goes out of this range% the soft"are sho"s the error. :hile formatting the(

ha)e to lea)e a space of C.5 a!o)e and !elo" in the ne"spaper "hich is

called data line and print line respecti)el(.

S#STE, "EPART,E+T

along "ith his team of mem!ers. This department is responsi!le for thecommunication net"or#s as "ell as all technical pro!lems. All the t"el)e


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34

!ranches are lin#ed "ith SAT and "ith the dedicated lease line along "ith

the head office. The cost of SAT is a!out 1la#h per annum. The department

is also responsi!le for connecting all the telephone line "ith PBAH s(stem. 't

also connects all the !ranches "ith the head office "hich is called >ot line .

this all helps in reducing the cost of the compan(.

The /handigarh !ranch recei)es a *acsimile cop( of ne"spaper e)er(da(

and ta#es the printout on a !utter paper. This is further for"ard to the

production department.

,AR9ET "EVE-OP,E+T "EPART ,E+T

This department is responsi!le for the circulation of the ne"spaper in the

"hole region and is thus #no"n as the circulation department. This

department co)ers o)er 4C routes for its is regular suppl(. The department

also loo#s after the dail( !ac# room operations "hich include gi)ing the print

orders for the regular suppl( of su!scription% complementar( and sponsored

copies. The( also chec# the regularit( of dispatch and pa(ment recei)ed for

the month.

The other function of the ne"spaper also include the promotion of the

ne"spaper to the readers. The( identif( the need of the customer. i.e the

qualit( and price demanded !( the customers. 'n this industr( this strateg( is

)er( important as the selling price of the ne"spaper is al"a(s less than its

cost of production. The main reason for this t(pe of pricing is to create

a"areness and generate reading !eha)ior amongst the audience of the

ne"spaper.

PRO"!CTIO+ "EPART,E+T


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35

The !utter cop( recei)ed from the s(stem department is framed on the

aluminum plate. This plate is then fi ed to the printing machine and as per the

orders the printing starts. The machine used for printing is #no"n *ilm

Processor "hich is costing 2.5 9a#h. The machine is di)ided into four different

units "hich are

1. +e)eloper ?nit

2. *i ed ?nit

3. :ash ?nit

4. +r(er ?nit

The department usuall( uses four color for the hard cop( "hich are Blac#%

Nello" %/(an and &agenta. Some colors are used at the time of printing of the

ne"spaper in the press. The ra" material for this department is aluminum

plate and paper. The print comes in the form of a reel "hich cost 6s. 1CCCCper reel.

"ISPATC "EPART,E+T

This department is responsi!le for the regular dispatch of the right num!er of

copies at the right time to the right people. The department has to generate

rush mail and put it on the parcel. 6ush mail sho"s the num!er of copies in

the parcel and its destination address. Along "ith the rush mail% route control

statement is also three for Ta i dri)ers "hich sho"s the num!er of parcels for

each and e)er( destination that comes under his route. The compan( is in

annual contract "ith the ta i dri)ers for the purpose of deli)er( at the up

countr(.


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3,

R!S ,AI-

't is a la!el "hich is stuc# on the ne"spaper pac#ets for identification of thedestination of the pac#ets. 't performs the same function as the address does

on a letter.

RO!TES CO+TRO-

't is the summar( of the dispatch control statement and it represents the total

dispatch scenario. 't pro)ides route "ise totals "ith the name of the routesand its further !ifurcation into indent%;paid copies


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3-

!+SO-" COPIES

?nsold copies are the copies "hich are supplied to the agents !ut not sold

and returned !( the agent. The different pu!lication follo" different guidelines

on unsold copies. )en the acceptance and passing of credits differ form

compan( to compan(.


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3@

A!"IT B!REA! OF CIRC!A-TIO+S 7ABC8

6egulator( !od( of the industr(

An in)estor "hile in)esting his mone( li#es to #no" )arious facts and the

people associated "ithQ the compan(. The different facts and figured chec#ed

and certified !( an( recogni0ed !od( is )er( important in print media. The

facts if certified !( na( recogni0ed organi0ation sets the standard of the

compan(. &oreo)er the companies gi)e ads in those ne"spaper onl( "here

in "hich their audience lies. *or this purpose the AB/ certification plants an

impro)ement role.

AB/ is a non profit % self discipline )oluntar( organi0ation consisting of

pu!lishers% ad)ertisers and ad)ertising agencies. 't has done pioneering "or#

in de)eloping s(stem to )erif( the circulation data pu!lished !( ne"spaper

and periodicals.

AB/ "as founded 'n 1D4@ not as profit organistQaction !ut to la( do"n a

standard and uniform procedure !( "hich a mem!er pu!lisher shall compute

it s net paid circulation figure. A charted accountant firm chec#s the circulation

figure gi)en !( the AB/. These charted accountant "or#s in accordance "ith

the rules and procedures set !( the !ureau.

The !ureau issue the certificate e)er( si months to those pu!lisher "hosecirculation figure "hich fulfill all the rules and regulation set !( the AB/ and

dul( certified !( the charted accounts

*rom a modest !eginning it has gro"n to remar#a!le proportions. AB/Fs

mem!ership toda( includes 411 Pu!lishers of national and regional

importance% 151 Ad)ertising Agencies% 51 Ad)ertisers 2C e" Agencies and

Associations connected "ith print media and ad)ertising. 't co)ers most of the

major to"ns in 'ndia.


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3D

*acts and figures "hich are chec#ed and certified !( an independent !od( is

a )er( important tool in the hands of the ad)ertising !usiness communit(. The

details of AB/ certified circulation figures are a)aila!le online to all &em!ers

of the Bureau http """.audit!ureau.org< at no e tra cost.

An Ad)ertiser "ould li#e to #no" the facts and figures !efore in)esting his

mone( in ad)ertising. An Ad)ertiser ought to #no" ho" man( people !u( a

pu!lication and in "hich area. The AB/ gi)es all these )ital facts e)er( si

months. The AB/ figures are not the outcome of opinions% claims or

guess"or#% !ut the( are the result of rigid% in depth and impartial audits of

paid circulations of mem!er pu!lications !( independent and leading firms of

/hartered Accountants "or#ing in accordance "ith the rules procedures

prescri!ed !( the Bureau.


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4C

SECTION: BReport on project

work


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41

I+TRO"!CTIO+

&( summer project "ith !usiness standard it "as of pro!lem sol)ing #ing in

nature.

Toda( the ne"spaper industr( is in the !oom ho"e)er "ith that it has !ecome

)er( competiti)e too. Toda( the "hole industr( scenario has faced

re)olutionar( change.

Toda( not just routine dailies !ut also the !usiness ;*inancial< ne"spaper alsoface the same le)el of competition .

't "as not eas( to do sur)e( and research a!out the organi0ation and

!usiness standard ne"s paper% !ecause the ne"s paper mar#et alread( ha)e

the good competitor speciall( in financial ne"spaper% !ut "e ha)e to do field

"or# and "e ha)e to understand consumer perception a!out financial ne"s

paper% it gi)es (ou e perience ho" to tal# "ith people% ho" to handle situationand ho" to sell (our product in the mar#et "here alread( competitor has

captured the mar#et.


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42

-iterature revie)

1. 'mpro)ing /ustomer Percei)ed alue at the 9i!ert( Program% aples

'tal( &BA thesis in mar#eting

?ni)ersit( essa( from >Rgs#olan i 7 )le 'nstitutionenfRre#onomi

Author linor =ohnson 2CC@U

$e("ords segmentationG

A!stract Aim This stud( is !ased upon the premise that creating )alue

is the !asis for all !usinesses ;7rant% 2CC2G +a(% 1DDCG Porter% 1DD,G

:oodruff% 1DD-


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43

OBJECTIVES

This stud( is !ased upon the premise that creating )alue is the !asis for all

!usinesses ;7rant% 2CC2G +a(% 1DDCG Porter% 1DD,G :oodruff% 1DD-


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44

post the transaction. 'ncluding the customer in the integrated )alue creating

process is found to !e a critical element to success and in maintaining

customer satisfaction and should thus !e the !asis for mar#eting

communication. mpirical research esta!lishes that product related issues

ha)e the highest impact on customer satisfaction at the 9i!ert( Program%

aples'tal(% argua!l( !ecause the( are the core and thus e pected ser)ice. A

num!er of short term ;quic#< fi es are suggested to quic#l( respond to

customer comments and thus increase trust and esta!lish a sense of co

creation of )alue "ith the customers. >a)ing esta!lished the main

demographics of the target audience% steps to de)elop more effecti)e

communications are also presented.

Su&&estions for future researc'5

*uture research should focus on e ploring ne" channels of communication to

reach a (oung and increasingl( technologicall( sa))( target audience. /ross

e amination of other 9i!ert( Programs could also present some useful

programming as "ell as mar#eting communications ideas.

/ontri!ution of the thesis ther militar( installations could !enefit from this

stud( as )arious locations share the same ;constantl( rotating< customer

!ase.

Buyin& Be'avior5 A Brief -iterature Revie)

Ps(chologists ha)e long !een interested in the topics of !u(ing and shopping

!eha)ior. Some major perspecti)es in ps(cholog( such as !eha)iorism and

cogniti)e ha)e formulated different theories to e plain !u(ing moti)ation and

!eha)ior. The !eha)iorists stress the process of operant conditioning and

indi)idual s histor( of reinforcement% "hile the cogniti)e approach puts its


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45

accent on indi)idual s free "ill and intentional% )oluntar( action. The )ie"s of

these t"o perspecti)es can !e e amined in terms of the nature of !u(ing

!eha)ior and the process of choice.

:ith regard to the nature of !u(ing !eha)ior% the !eha)iorists consider it as a

response to a reinforce. ne of the famous !eha)iorist% Alhadeff ;1D@2<

represents !u(ing !eha)ior as the outcome of the relati)e strengths of

conflicting approach and escape !eha)iors% each of "hich is determined !( its

o"n reinforces. Etc. n the other hand% the cogniti)e perspecti)e )ie"s

!u(ing !eha)ior as more )oluntar(% rational and intentional in nature ratherthan mere response to the en)ironment. People !u( "hat the( "ant to !u(

and their reasons for !u(ing em!race J"hate)er consideration induced%

inclined% "eighed "ith or decided them to !u(J ;Bec#% 1D-5o"e)er% the cogniti)e ps(chologists adopt a different

approach to e plain the process of choice. The( consider the choice of !u(ing

as a rule follo"ing !eha)ior

To the !eha)iorists% therefore% choice of !u(ing is simpl( a !eha)ior% the onl("a( of acting in a gi)en set of circumstances defined in terms of controlling

contingencies. n the other hand% the cogniti)e theorists present choice of

!u(ing as an outcome of internal% mental deli!eration and ps(chological

decision. Actuall(% although the !eha)iorists and the cogniti)e theorists ha)e


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4,

different ideas of the content of choice% the( do share similar )ie" on the

unconscious feature of choice ;rather in)oluntar( response to discriminati)e

stimulus and the follo"ing of rules


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4-

Business standard is a reno"ned financial dail( standing 2 nd after conomic

Times in

'ndia. Business standard is targeting to"ards the at least 25M gro"th in the

e isting circulation !ase in 'ndia in the ne t financial (ear.

But no" "hen the *inancial press has targeted the econom( class

audience % the position of Business standard is )er( critical. Because on one

side the( ha)e to fight "ith a high !rand )alued conomic Times % ser)ing to

the premium !usiness class segment and on other side *inancial press is

gi)ing a tight price "ar. Thus if the( "ant to sur)i)e in the mar#et the( need to

pull up their soc#s.

' as a summer trainee "as gi)en the tas# to increase the su!scri!er s !ase.

The target per month "as to get 2C ne" su!scription in a month % in the periodof eight "ee#s. ot just this ' "as gi)en chance to do !rain storming to

increase the !rand a"areness. After the half of the training period% ' "as gi)en

the opportunit( to "or# on institutional mar#eting to get the mass

su!scriptions.

Thus ' "ould define the pro!lem in to 4 parts

1. lac# of !rand a"areness2. not eas( to increase the customer su!scription !ase

3. hard to increase the mass su!scription from the institutions and

from the ne" mar#et.

4. understand the customer perception regarding financial ne"s

paper% li#e different feature% price% language%

>ere% ' "ould li#e to segregate the e pected !enefits in to t"o perspecti)es


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4@

1. *rom the Business standard s perspecti)e.

2. *rom m( perspecti)e.

*rom the !usiness standard s perspecti)e.

1. This "ill increase the o)erall su!scription of !usiness standard.

2. This "ill help the compan( to get the good num!er of ad)ertisement

due to higher circulation. :hich are actual !read earners for the

compan(V

3. This "ill increase the !rand a"areness in the targeted audience.4. 6eduction in the distance !et"een the mar#et leader and compan(.

5. The enthusiastic% (oung and d(namic future managers are eas( to train

and moti)ated and can come up "ith ne" inno)ati)e ideas.

*rom m( perspecti)e

1. opportunit( to learn different mar#eting techniques pre)ailing in

actual mar#et

2. pportunit( to learn the scratch "or# of hard core personal selling.

3. opportunit( to learn strategic management in actual competiti)e

mar#et

4. To appl( the theoretical ;/lass room< #no"ledge in to the practice.

5. Training to cope up "ith the se)eral #inds of pressures faced in the

corporate.

,. pportunit( to de)elop and appl( out of !o thin#ing and get

ma imum ideas from the industrial e perts.;&( superiors and

competitors<

-. +e)elop a!ilit( to understand competitors strateg( !eforehand.

,et'o$olo&y = A**roac' a$o*te$


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4D

'n an( mar#eting program the importance of sales force is not de!ata!le. :e

"ere first selected through an inter)ie"%and then "or#ed under the

super)ision of our immediate guide &r. A= T $?&A6. :e "ere

continuousl( moti)ated and appreciated for the "or# done. :e "ere acting as

the demand creator in the compan(. :e ha)e to do hard core selling !ut

along "ith that "e used other creati)e methods to sell the su!scription of the

ne"spaper. The compan( has designed a su!scription offer according to

"hich a customer can su!scri!e the ne"s paper for one (ear and for this

ad)ance pa(ment of the ne"spaper the( a)ail some !enefits. These !enefits

include the 4CM discount on the normal co)er price. Along "ith these

customer "ill get free 4 maga0ine namel( BS 1CCC% Ban#ing annual% *und

manager and Billionaire clu!. Then the customer does not ha)e to pa( for the

ne"spaper to the )endor and his cop( "ill !e recorded as the su!scription

cop( in our records.

:e "ere e)aluated on the !asis of time and dut( anal(sis. :e ha)e to su!mit

a dail( report a proper format sheet gi)en !( the compan(. :e ha)e to specif(the num!er of calls made in a da( mentioned the details of the calls "hich

include the name of the firm and its contact details. :e ha)e to mention the

person "hom "e met in the compan( and "hat "as the final result of the call.

'n case of follo" up "e mention the same on the report. At the end of the

report "e ha)e total the num!er of calls and "rite the num!er of calls "hich

"ere con)erted.

Researc' "esi&n


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5C

/onsidering the o!jecti)es of the stud(% sample sur)e( "as conducted and

accordingl( anal(sis of information "as made. +escripti)e research design is

used in present stud(.

Ty*e of "ata

Primar( data had !een used in present stud(.

"ata Collection ,et'o$

Sur)e( is used as data collection method

"ata Collection Tool

'n this project structured questionnaire is used as data collection tool.

Tar&et *o*ulation

Target population of this project is financial ne"spaper reader.

Sam*lin& Frame

ot used.

Sam*lin& !nits

Sampling units of this project are *inancial ne"spaper reader% cit( of

/handigarh% 8ira#pur% Panch#ula and &ohali. And customers li#e% stoc#

!ro#er% in)estor% !an#er and indi)idual

Sam*lin& Tec'ni(ue

on Pro!a!ilit(% /on)enience sampling technique "as used to select

respondents from different departments.

Sam*le Si3e


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52

>21 2 Sex Ratio of Rea$ers of financial $ailies?

>242 "o you rea$ financial $aily?


53/80

" # $ *7

S"

S#

76

4

# #% % % %%

"%

#%

$%

*%

7%

6%

Series"Series#

53

>2@2 'o) fre(uent you rea$ financial $aily?

>2 2)'ic' financial ne)s*a*er $oes you rea$?


54/80

+ -

,

9

+

. +. -. ,. :

!#

BS

F!

!# ; BS

!# BS F!

Series"

54

>2 2Are you satisfie$ )it' your *urc'ase $ecision of a

*articular financial ne)s*a*er?


55/80


56/80


57/80

5-

>2 2)'at is t'e *ur*ose to rea$ financial ne)s*a*er?

>2< 2"o you *urc'ase financial $aily on re&ular *rice or un$er

sc'eme?

>2


58/80

BS = -= B = BSBS -=

B

S"

$% $"

"" *

"%

7

"%

"7

#%

#7

$%

$7

Series"

5@

>2


59/80

5D

>2


60/80

,C

Stren&t' 6ea%ness O**ortunity T'reat

S(stematic

approach co)ering

all sectors.

9o" Brand 'mage /an gi)e an e tra

page on +elhi

related ne"s

A)aila!ilit( of

nline ne"s

anal(sis

ominal price

.

Product *eatures 'ncreasing

9iterac( 'ncome

arnings

9o" Pricing

Strateg(

Separate &one(

&ar#et section

o o"n

pu!lication house.

Potential &ar#et

A)aila!ilit(

Toughest

/ompetition *rom

The conomic

TimesBS 2CC +ispla( of ads

sometimes

creates a fuss.

Tie ups "ith

reno"ned national

ne"spaper

!rands.

ot ha)ing

Sunda( edition

)er )ie" of the

"hole "ee# is gi)en

in "ee#end

Small *ont Si0e

and more no. of

pages "hich

require long time

to read

/an pro)ide a

section on

S& ; The *astest

7ro"ing 'ndustr(<

+etailed anal(sis of

/ompanies "ith

graphical

representation

Poor Ser)ice

Oualit(

S6OT analysis of Business Stan$ar$

S: T Anal(sis is a simple !ut useful frame"or# for anal(0ing (our

organi0ationFs strengths and "ea#nesses% and the opportunitiesand threats that (ou face.


61/80

,1

Buil$in& Stren&t's5

Enable you to put your best foot forward

• The ne"spaper is second largest financial ne"spaper after the

conomic Times.

• The anal(sis pro)ided !( the ne"spaper is the most detailed than

an( other ne"spaper i.e. it pro)ides @ stoc# pages "hich no other

ne"spaper pro)ides.•

The guidelines pro)ided !( the ne"spaper for the stoc# ne"s ismore detailed and can !e easil( understood !( a la(man

• The ne"spaper pro)ides "ith BS 2CC "hich compares the top 2CC

traded share in S and BS along "ith 22 parameters.

• The ne"spaper detailed anal(sis on quarterl( result of the

companies and holds the top position in pro)iding the !est quarterl(

result

• 't dominates its presence on its reader through the lo(alt( it has!uilt among the nglish leaders.

• The supplements of the ne"spaper li#e% The Strategist and

"ee#end "hich has capti)ating po"er to adhere its readers.

Overcomin& 6ea%ness5

Who does not have them? Only when you recognize them you can do

something to correct them

• The high price of Sunda( ne"spaper "hich is not offered to

su!scri!ers.

• The font si0e of the stoc# is )er( small.

• +istri!ution and contact "ith )endors and ha"#ers is poor.

• cept for the fe" pages there is no fi ed pattern of ne"s.


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,2

The ne"s li#e stoc# and declaring of !onus and companies annual report

information are not printed% "here ne"spaper li#e conomic Times gi)es.

• The )endors are not paid much commission % so the( are not "illing to

sell ne"spaper

• Speciall( in 7ujarat% 7ujarati 9anguage ne"spaper should !e

pu!lished

Ex*lorin& O**ortunities5

• :e can entice (oung readers "ho can adapt to Business Standard

earl(.

• The ne"spaper can come up "ith an edition on Sunda( also

•

The ne"spaper can plan for 7ujarati ne"spaper also.• :e can also pro)ide higher incenti)es to )endor

,inimi3in& T'reats5

The( are li#e tic#ing time !om!s defuse them !( anticipating and ta#ing

pre)enti)e actions.

• BS is facing threat from !usiness maga0ines

• The increasing num!er of other media li#e tele)ision% internet etc.

• The media is facing indirect competition from the supplements of other

)ernaculars ne"spaper.

• The ne"spaper is facing threats from conomic Times and other

competitors li#e financial e press;7ujarati


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,3

• The ne"spaper of conomic Times 7ujarati has captured a major

mar#et

Ex*loration of alternation

There are man( "a(s to increase !rand a"areness and de)elop mar#ets.

>ere ' ha)e compared attracti)e alternati)e for the same. And to e)aluate

those ' ha)e ta#en follo"ing factors in to consideration

1. !udget

2. compan( s target

3. strengths and "ea#ness of the alternati)e

4. e pected outcomes

5. ris# of failure of the alternati)e .

Alternative


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,4

This option "ill indeed reach to the mass !ut here the competitor "ill also

understand the strateg( and "ill react accordingl( % compare to the guerilla

mar#eting !eing used !( the compan(% "here competitordoesn t ha)e chance

to react% the mar#et is captured !efore that. The other disad)antage in this

method is the e isting reader "ill come to #no" a!ut the offer and the( "ill

surel( opt for the same and this offer "ill harm the !usiness instead of helping

as e isting clients "ill !e pa(ing less amount and this "ill result in to a decline

in the e isting re)enue generating. So this alternati)e doesn t set in to the

compan( s target .thus the compan( has no other option !ut to #eep

differential pricing for the e isting and ne" customers. And according to the

strateg( ha)e opted is the !est suiting according to the target.


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,5

Conclusion

If you prefer to make just the same dish every day. ou cannot be successful

in marketing! it can be the best dish one can ever have but in long term that

will also now work.

&ar#eting is a continuous learning process. ne has to !e in touch "ith the

mar#et to #eep o"n sel)es updated. :e had long discussion "ith senior

along "ith the other team mem!er regarding the different aspect !eingdiscussed a!o)e. 't "as the team "hich "or#ed to"ards the o!jecti)e set !(

the compan(. :ith proper discipline% hard "or# and commitment "e started

to"ard s our o!jecti)es and !( the end "e "ere more than successful in

achie)ing our targets.

't "as the mi ture of the e perience and inno)ati)e ideas "hich helped us in

achie)ing out targets. The compan( did emplo(ed some different strategiesand inno)ati)e concepts to come up "ith some su!stantial outcomes in their

association "ith the summer trainees. :e made a complete !lueprint of the

approach to !e follo"ed and then follo"ed the steps li#e stairs. Since "e tried

to leap alonestair at each stepfum!ling "as not possi!le. This #ind of pre

planning of the schedule !rings me no confusion and ma#es the journe(

smooth.

The methodolog( )aried from customer to customer as this "as real life

personali0ed mar#eting projects. :e planned different methods li#e mass

distri!ution% tie ups% su!scription offer etc. according to the target mar#et and

most important follo" up is the most important thing not just in mar#eting !ut

in the an( field of the "orld% if (ou are #een on follo"ing up (our life "ill

!ecome smoother% not just "hich "ill ma#e a good impression.


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A**lication of conce*tsH toolsH tec'ni(ues an$ s%ills learnt at

t'e institute of mana&ement5G

:hen ' started m( training ' "as )er( e cited !( getting the chance to appl(

m( #no"ledge in media ;ne"spaper< industr(. This industr( is facing sudden

change in scenario specificall( after the entr( of the conomic Times

specificall( targeting the middle class !( gi)ing good features in !oth >indi

and nglish ne"spaper. +uring these @ "ee#s ' understood the learning s"hich ' had from m( BBA course and most importantl( their actual implication

in practical life.

*ollo"ing are the learning outcomes

S6OT analysisG

:e did the S: T anal(sis of the compan( and the competitor li#e conomic

Times% Business 9ine% and financial press.

!n$ifferentiate$ mar%etin&5G

The product and the price offering to the entire customer !ase is the same.

There "as no differentiation in an( segment of the mar#et. The compan(

follo"s a consistent strateg(.

Telemar%etin&5G

Business Standard uses the technolog( in the customer care department.

The( ta#e a regular follo" up of their entire customer regarding the deli)er( of

the ne"spaper. Sometimes there are pro!lem in starting the deli)er( of the


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ne"spaper% ha"#ers are sometimes inconsistent or una"are of the scheme

and etc. the compan( is )er( prompt in follo" up% the follo" up ends onl(

"hen the issue is resol)ed. the compan( uses telemar#eting for the purpose

of the su!scription rene"al of their e isting clients "hose pre)ious (ear s

annual su!scription is getting o)er. this is a )er( con)enient and fast method

"hich sa)es time% mone( and man po"er.

Relations'i* mar%etin&5G

This is commonl( #no"n as referral mar#eting. 't is a mar#eting and sales

technique used !( !usiness that encourages people to pass on a sales

message to other potential customers.

Personal sellin&5G

:e "ere persuaded to go for personal selling for a little time frame to

understand the scratch "or#. The !asic field "or# ma#es (ou understand the

strengths and "ea#ness percei)ed !( (our actual customer.

Potential mar%et5G

:e identified the potential mar#et in the corporate that could understand and

!enefit from the ne"spaper and then mo)e further.

Customer relations'i* mana&ement5G

&aintaining good customer relationship is )er( important as the "orld theseda(s ha)e !ecome a K79 /A9L mar#et and a small !ad e perience "ith one


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customer ma( lead to !e trou!le in the future ahead. Along "ith that "e% "hile

going to ma#e an( professional call are representing Business Standard% so

"hate)er happens effects the compan( directl(.

/rass root mar%etin&5G

The term is !asicall( used for the local mar#eting and here "e "ere focusing

on the cit( of &ohali% Panch#ula and near!( cities.

Transactional sellin&5G

The( "ant )alue through the lo"est price. :hile dealing "ith the institution

"hat "e "ent through "as this #ind of selling. "e as seller are a!le to offer

them cheaper prices as there is one point selling associated "ith it. This

reduces our distri!ution cost and thus "e can also manage to offer them

lo"er prices. This #ind of selling is !eneficial to !oth the parties.

Ex*eriential mar%etin&5G

The idea is not to sell something !ut to demonstrate ho" a !rand can enrich a

customer s life. :hene)er "e "ere going out to ma#e calls "e "ere

highlighted on one concept that don t tr( and forcefull( sell (our product. &a#e

the customer feel and need for (our product and then he "ill surel( !u(.

forcing customer "ill ne)er help rather (ou should tr( and e plain the

customer "h( this particular product can !e )er( !eneficial for him. Tr( to

con)e( him "hat is there in (our product "hich "ill satisf( his need and he "ill

!e (our customer fore)er.

+e) %no)le$&eH toolsH tec'ni(ues or s%ills2 I 'ave *ic%e$ u*5/onsistenc( in qualit(


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SECTION: # $earnin %ro& thesu&&er trainin


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-earnin& from t'e summer trainin&

Au&mentation of soft s%ills

Soft s#ills li#e the soft S form the silent part of (ourself. Nou don t reali0e it !ut

"hen (ou communicate the( are al"a(s reflected. Till no" "e "ere tal#ing in

terms of the organi0ation !ut "hen "e come to the field then soft s#ills form a

major part of (our learning s. 't ta#es a lot of e perience and soft s#ills to sta(

calm and repl( "hen the customer is constantl( !anging on (our head. There

is no dou!t that "e can acquire these s#ills% though "e ha)e alread( acquired

a fe" of them.

an$lin& t'e *ressure of tar&et an$ *erformance

:e ha)e gi)en the monthl( targets to !e achie)ed. :e ha)e to "or# hard toachie)e the targets and that creates the pressure. There "as a #ind of

competition "ith the team mem!ers and the !etter part of that competition

"as that it "as health(. :e ha)e to perform and that too in that gi)es time

frame. This all used to create a lot of apprehension "ithin us.

Team )or%

'n Business Standard "e "ere a team of a!out num!er of persons "or#ing

to"ards the same goal of increasing the circulation of the ne"spaper. The

students !elonged to mi ture of institutes and di)erse cities. +ue to their

culture differences e)er(one "as )er( distinguished in their personali0ed. :e

ha)e to "or# together as a team and come out "ith the result. :e learned the

art of mo)ing together under different circumstances.


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S%ills to un$erstan$ t'e *otential from t'e mass5G

This s#ill has !een fairl( understood "hen "e "ere almost half done in our

training period. The s#ill ena!les (ou to sa)e (our time and manpo"er. This

a!ilit( of distinguish (our target client "ill pro)e )er( !eneficial in the long run.

Conce*tual t'in%in& 5G

+uring the training period "e "ere al"a(s gi)en the freedom of thin#ing. :e

"ere moti)ated to come up "ith something inno)ati)e and creati)e. :e "ere

told !( &r. Ajeet Singh to thin# out of the !o and tr( to cross the roads no"

as later "hen "e join the corporate "orld after our course "e ha)e to sho"

result. This "as the onl( time "hen "e can do e periment.

Customi3e$ Communication5G

't is the deli)er( of the same product in different pac#ing according to (our

target customer. This is again a )er( important s#ill learnt !( me during

training. The product and price remain the same !ut according to the place "e

ha)e to do the promotion. :e ha)e o!ser)ed the time and mood of the client

"hen "e are in con)ersation "ith them. As "e #no" the right time and right

place are )er( important% this )er( "ell fits into the practical scenario.


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Recommen$ation

*rom the stud( out and anal(sis of the result o!tain from the sur)e(% the

follo"ing suggestion can help the firm

• add ne" stoc# mar#et ne"s and information of !onus of different

companies

• increase the num!er of centre from "here the ne"spaper isa)aila!le

• increase the font si0e

• pro)ide higher incenti)es to ha"#ers

• increase the circulation ser)ice


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BIB-O/RAP #

Websites:

""".!usinessstandard.com

http """.!usiness standard.com india common a!outus.phphttp """.!u00le.com articles t(pes of print

media.htmlhttp """.audit!ureau.org a!out.htm

http [email protected] acadgrammar litre) e amples lite 4.htm

Text book:

$otler Philip% ;2C1C< &ar#eting &anagement E A South Asian Perspecti)e%

*ourteenth dition% e" +elhi% Pearson ducation

References

?ni)ersit( essa( from >Rgs#olan i 7 )le 'nstitutionenfRre#onomi

Author linor =ohnson 2CC@U

$e("ords segmentationG 7rant% 2CC2G +a(% 1DDCG Porter% 1DD,G :oodruff%

1DD-


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