A STUDY ON CUSTOMERS PERCEPTION TOWARDS

SHARP PRODUCTS IN CEMENT INDUSTRY

Submitted in partial fulfilment of PGDM/MBA

PGDM/MBA BATCH 2013-15

Submitted To

Submitted By

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

A STUDY ON CUSTOMERS PERCEPTION TOWARDS

SHARP PRODUCTS IN CEMENT INDUSTRY

Submitted in partial fulfillment of PGDM

PGDM/MBA BATCH 2013-15

SUBMITTED BY

Mr.
Y.VINAYKUMAR

Faculty Guide

Dean

PROF.K.VENKATA LAKSHMAN

Dr. SABYASACHI RATH

DECLARATION

I hereby declare that the project title A STUDY ON CUSTOMERS

PERCEPTION TOWARDS SHARP PRODUCTS IN CEMENT INDUSTRY is
an original work undertaken by me, under the guidance of PROF. K.VENKATA
LAKSHMAN.
The report submitted is a bona-fide work of my own efforts and has not been
submitted to any institute/university/conference or published before.

Signature of the student

Y.VINAYKUMAR
Date:
Place: HYDERABAD

ACKNOWLEDGEMENT
I would like to express my sincere gratitude to my parents and family
members, for supporting me always. I would further like to extend my sincere
thanks to the faculty of VISHWA VISHWANI INSTITUTE OF SYSTEMS AND
MANAGEMENT for providing me with an opportunity to further my career in
the field of marketing.
I would personally like to thank our DEAN DR. SABYASACHI RATH
for his help in my acquiring the project for the STP and PROGRAME
CHAIRPERSON Dr.MADHAN MOHAN.
I would also like to thank PROF K.VENKATA LAKSHMAN for his
continuous guidance and for encouragement as my appointed faculty guide.
I express my sincere gratitude to my company guide Mr.PRASHANTH,
Marketing Manager, THE SHARP INDIA LTD for entrusting me and providing
me valuable inputs for my project A STUDY ON CUSTOMERS

PERCEPTION

TOWARDS

SHARP

PRODUCTS IN CEMENT INDUSTRY.

Last but not the least, I express my sincere thanks to the STP
CHAIRPERSON Dr.BHRATH BUSHAN and PLACEMENT HEAD
PROF. RANGA RAOand all coordinators of diligently working on behalf
of the students to help us acquire better opportunities for the Summer
Internship and constantly providing guidance in terms of regulations and
proper procedure.

INDEX
S.
No.

PARTICULARS

PAGE NO.

Introduction

Sharp history

8-16

Core business of the company

17

COMPETATIVE ANALYSIS

18

INDUSTRY PROFILE

19-21

PORTERS FIVE FORCES

21-24

SWOT ANLYSIS

25

Background of the study

Objective/Purpose of the Study

26

10

Design of the study

27

11

DATA Analysis

27

12

DATA INTERPRITATION

28-36

13

FINDINGS

37

15

CONCLUSSION& RECOMENDATIONS

38

16

BIBILOGRAPHY

39

QUESTIONNAIRE

40-41

17

INTRODUCTION

ABOUT MY PROJECT

A STUDY ON CUSTOMERS PERCEPTION TOWARDS

SHARP PRODUCTS IN CEMENT INDUSTRY

I have done my survey in CEMENT INDUSTRY because it is

industry which is growing fast and more profitability in the world as
well as in INDIA also.
As per recent statistics INDIA is a second largest country in the
world after CHINA. CHINA producing 1800 million tones INDIA
Producing 300 million tones. This is the reason to choose this
industry for my project survey.
I have chosen the company SHARP INDIA LTD because SHARP
Company is a large company and it has 102 years of history. It
shows the company key success.

SHARP INDIA LTD

HISTORY:
"Make products that others want to imitate."
Sharp founder Tokuji Hayakawa coined this phrase to embody the
management concept at Sharp. In 1912, he invented the snap belt buckle
and three years later brought the Ever-Sharp mechanical pencil to the
market.
Sharp Corporation is a Japanese multinational corporation that designs
and

manufactures electronic products.

Headquartered

in Abeno-

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

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

from

one

of

its

founder's

first

inventions,

the

Ever-

Sharp mechanical pencil, which was invented by Tokuji Hayakawa in

1915. Sharp Corporation is the fifth-largest television manufacturer in the
world, after Samsung, LG, Sony, and Panasonic .
Since 2000, Sharp has heavily invested in LCD panel manufacturing
plants; Kameyama in 2004, Sakai in 2009. The Sakai plant is still the
only 10th generation LCD manufacturing plant on the globe and best fit
for production of 60 inch or larger panels. However, the 2008 financial
crisis and strong Yen (especially against Won) significantly lowered
world demand for Japanese LCD panels. Furthermore, the switch to
digital TV

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

Japanese government issued coupons for digital TV sets, consumers were
encouraged to purchase digital TV sets until March 2011. This crippled
the Japanese LCD TV market, reducing it almost by half from 2010. All
of those events strongly hit Sharp's LCD business. As the result, the Sakai
LCD plant suffered a very low operating rate until Fall 2012.
2012 was the 100th anniversary for Sharp but it announced the worst
financial record in its history, with a loss of 376 billion yen (US$ 4.7
billion) in April 2012. In September, Sharp announced massive job cuts.

Timeline of SHARP CorporationImportant milestones in sharp history

1912 to 1914

Companys 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

10

 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

11

 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 Japans industry total.

12

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.

13

1971 to 1972

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

incorporated in a new point-of-sale terminal produced for Coca-Cola Co.,
Ltd.
1973 to 1975

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

practical LCD unit.

Sharp adopts Sincerity and Creativity as its corporate creed.

1976 to 1978

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

thick. This thin TV attracts a great deal of attention at electronics shows.
1985

An industry first, Sharp establishes a Creative Lifestyle Focus

Center to discover consumers true preferences in order to guide
development of demand-generating new-lifestyle products.
1986

Sharp launches the Liquid Crystal Display Group and establishes

Liquid Crystal Display Laboratories within the Corporate Research and
Development Group.
1987

14

 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.

15

1988 to 1989
Sharp pledges to become a full-range electronics company with
optoelectronics as its core technology. Optoelectronics, which fuses light
and electronics, surpasses conventional optical data transmission
technologies. Its major advantages are data compression, excellent
reliability and high transfer rates.
1990

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

home product market.

Sharp reveals a convection microwave oven incorporating fuzzy

logic control.
1991

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

incorporating the industry's largest 8.6-inch TFT LCD with 437,760
pixels.
1992

Sharp completes a new facility for manufacturing the most

advanced VLSI chips.
1993

The LCD ViewCam grows into a flagship product that shows the
world that "LCD is Sharp" and contributes to boosting the company
image.
1994

16

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

America's superb researchers could use rapidly advancing

multimedia technology to create original products for Sharp.
1996

Sharp creates Japanese and English websites to provide company

information and new product news to the public.
1997

Sharp launches the Environmental Protection Group and promotes

a 3G1R strategy company-wide. (The three Gs stand for Green products,
Green factories, Green mind, and the one R stands for Recycling
business.) Sharp aims to become the No.1 environmentally responsible
company from product planning, factory operation, and work processing
to employee actions.

17

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 2.6inch CG-Silicon LCD panels.

18

1999

Sharp announces the worlds 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
TVsfrom the LCD panel to the final assembly of large-screen TVs.
2003

19

 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.

2004

Sharps

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 worlds 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 largeformat LCD panels in the 40- and 50-inch class by adopting eighthgeneration 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 worlds largest at that time, uses a Black

20

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.

THE CORE BUSINESS:

BUSINESS PRODUCTS:

MULTI FUNCTION PRINTERS.

SHARP SOLAR
AIR PURIFIER
TOUCH SCREEN MONITORS
PROJECTORS

HOME PRODUCTS:

WASHING MACHINES
AIR CONDITIONERS
LCD/LED TVS
VACCUME CLEANER
RIFRIGIRATORS
HOME THEATORS
MICROWAVE OVENS

21

GROWTH AND COMPITITION:

22

ELECTRONIC CONSUMER DURABLE INDUSTRY

Industrys dominant economic features:
Indias consumer market is riding the crest of the countrys economic boom.
Driven by a young population with access to disposable incomes and easy
finance options, the consumer market has been throwing up staggering
figures. The market share of MNCs in consumer durables sector is 65 %
MNC's major target is the growing middle class of India. MNCs offer superior
technologyto the consumers whereas the Indian companies compete on the
basis of firm grasp of the local market, their well acknowledged brands, and
hold over wide distribution network.
India officially classifies its population in five groups, based on annual
household income (based on year 1995-96 indices). These groups are: Lower
Income; three subgroups of Middle Income; and Higher Income. Household
income in the top 20 boom cities in India is projected to grow at 10 per cent
annually over the next eight years, which is likely to increase consumer
spending on durables. With the emergence of concepts such as quick and
easy loan, zero equated monthly installment (EMI) charges, loan through
credit card, loan over phone, it has become easy for Indian consumers to
afford more expensive consumer goods.
Key Industry Dynamics:
Industry Size: Rs. 350 billion
Key Categories: White Goods, Brown goods and Consumer electronics.
Competitive landscape: Dominated by Korean majors like LG and Samsung in
most of the segments
Margin Profile: Low margin, dependent on volumes

23

Growth opportunities: Lower penetration

coupled with increasing disposable income.

Growth of Consumer Electronics Production in India:

The biggest attraction for MNCs is the growing Indian middle class. This
market is characterized with low penetration levels. MNCs hold an edge over
their Indian counterparts in terms of superior technology combined with a
steady flow of capital, while domestic companies compete on the basis of
their well-acknowledged brands, an extensive distribution network and an
insight in local market conditions.
One of the critical factors those influences durable demand is the government
spending on infrastructure, especially the rural electrification programmer.
Given the governments inclination to cut back spending, rural electrification
programmers have always lagged behind schedule. This has not favored
durable companies till now. Any incremental spending in infrastructure and
electrificationprogrammers could spur growth of the industry.
The digital revolution is shaking up the consumer durables industry. With the
advent of MP3 music files, personal video recorders, game machines, digital
cameras, appliances with embedded devices, and a host of other media and
services, it is no longer clear who controls which part of home entertainment.
This has set off a battle for dominance, and the shakeup is spanning the
entire
Technologyspectrum. Microsoft Corp. is spending billions on entertainment
initiatives such as its Xbox video game console. Compaq and HP sell MP3
music players that plug into home-stereo systems. Apple Computer is
positioning its new iMac as a digital-entertainment device. Sony is building
Vaiocomputers that focus on integrating multimedia applications. Philips sells
stereos that hook into a high-speed Internet connection to play music from the

24

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.
Apart from steady income gains, consumer financing has become a major
driver in the consumer durables industry. In the case of more expensive
consumer goods, such as refrigerators, washing machines, color televisions
and personal computers, retailers are joining forces with banks and finance
companies to market their goods more aggressively. Among department
stores, other factors that will support rising sales include a strong emphasis
on retail technology, loyalty schemes, private labels and the subletting of floor
space in larger stores to smaller retailers selling a variety of products and
services.

Porters Five Forces Analysis:

Threat of Entry of New Competitors
Lynch states that in general threat of entry of new competitors in electronics
industry is high as the new entrants can overcome entry barriers by investing
in facilities, advanced technology or outsourcing the same electronic

25

components

from

Johnson and Scholes

suppliers.However,
argue that the strong brand and large

scale of economies the company built over the years with the use of
advanced technologies resulted in high entry barriers such as large capital
requirement, high switching costs, need for advanced technology, know-ho w
knowledge and innovation, preventing new competitors entering into market.

Threat of Substitute Products

Although Sharp has strong brand equity associated with high quality and
reliable products allowing the company to sell its products at premium, with
increasing number of products being manufactured in China and Malaysia the
company is struggling to reduce the impact of cheaper substitute products on
most of its marketing segments.
Moreover, while certain products of Sharp such as TVs are considered to be
the best in the market, many other products the company manufactures
including PCs and mobile phones falls short from meeting high customer
expectations indicating that it is high likely that there are direct alternative

26

products

available

for

these

market

segments.

Bargaining power of Buyers

Considering the nature of the electronics industry it is argued that the
bargaining power of buyers is rather high. This is because electronic products
are highly price sensitive as majority of them are considered to be luxury
goods rather than essential and todays consumers tend to demand high
quality.

27

Moreover, Kotler and Keller argue that the

companys most of the products in the market are fairly
undifferentiated and due to availability of alternative products buyers face few
switching costs. In addition, the dramatic increase of online shopping has
further increased the bargaining power of buyers increasing pressure on the
company to reduce prices.

Bargaining Power of Suppliers

According to Gary et al the power of suppliers over the company is limited due
to number of reasons. First of all, sharp has significant market presence and
share in global electronics market indicating its suppliers cannot risk losing
such a big customer. Secondly, as Sharppurchases high volume of goods
suppliers forced to reduce prices, offer discounts or face risk of going out of
business.
Moreover, the fact that most of the companys purchases are made up of
standardised products that can be produced by many suppliers adds pressure
on suppliers and reduces further their bargaining power. Finally, in order to
diversify its product portfolio, Sharp not only has started to manufacture most
of electronic components in-house, but recently begun supplying those
components to other businesses operating in the market .

Intensity of Competition
It is generally accepted that there is fierce competition in both Japanese and
global electronics market. Therefore, the threat Sharp faces from competition
is a significantly high.

28

As

Kotler

and

Keller

discuss

highly

competitive environment in electronics market, they point

following factors as reasons behind the intense competition:
1. Large number of equally positioned competitors
2. Rapid change in technologies
3. Short product life-cycle
4. High research and development costs
5. Low profit margins
6. High exit barriers

Therefore, this intense competition requires Sharp to constantly focus on

research and development, increase its innovativeness and efficiency, and
employ right marketing strategies in order not to lose the battle to its
competitors.

SWOT ANALYSIS-

29

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. Sharps call
centre 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

Weakness

1.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

Threats

1. Consumer electronics products

becoming commoditized
2.Intense competition in the consumer
electronics industry
3.Japans currency (Yen) fluctuation risk

BACKGROUND OF THE STUDY:

30

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 manufacturers products with innovative technology. Ignorance
to spread awareness in market has resulted low sales of the printers in India.
My survey for the company products will help to know the perception of
customers about their printers in the market.

OBJECTIVE OF THE STUDY:

a) To find out the Buying Behavior of the customer for office automation
products i.e. which company they prefer most while purchasing Printers/MFP.
b) To find out Market Presence of the SHARP Printer/MFP and its
competitors.
c) To generate leads to the company.

31

DESIGN OF THE STUDY:

Primary Data

The primary data is obtained from primary source i,e Direct interview,
Questionnaire, Telephonic conversation. In this report mainly primary
data is used for data interpretation.

Used Primary data- Questionnaire, Direct Interview and Telephonic

conversation.

Secondary Data

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

DATA ANALYSIS:

The analysis used for data interpretation is Simple Descriptive analysis.

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

and bar diagrams.

The inference of the data interpretation is also done.

Sample size: 30

32

Data Interpretation:
a) Are you using any Printers/MFP?
YES
RESPONDENTS
PERCENTAGE

NO
0
0%

30
100%

30
25
20
respondens

15
10
5
0
yes

no

Fig a)
Interpretation-From table and figure a) we can infer that 100% of
respondents are currently using MFP/Printers.

33

b) Is it Colour or Black & white?

colour

b/w

both

17%

57%

27%

Interpretation-From the above Table and Figure we can infer that 27% of
respondents use Black & white Printers, whereas 17% of respondents use
Colour Printers in their office.

34

B) We can also infer that about 56% of

respondents were using both Black and white and colour Printers
in their office.

c) Which brand are you using?

35

200%; 7%

200%; 7%

300%; 10%
300%; 10%

1200%; 40%

HP
CANON
SHARP
RICOH

800%; 27%

KYOCERA
XEROX

Interpretationa) From the above Figure and Table we can infer that 40% of responds are
using HP printers in their office.
b) About 27%of respondents are using CANON in their office.
c) 10% of respondents are using RICOH & SHARP in their office.

36

d) 6% of responds are using KYOCERA &

XEROX in their office.
e) From the above Table and figure we can infer that HP printers emerged as
market leader, followed by CANON which emerged as Challenger for HP
printers.
d)WHAT IS THE PRINT VOLUME PER MONTH?

37

<1000
10001-20000

1001-3000
>20000

3001-10000

10% 7%
33%

50%

INTERPRETATIONa) From the above figure and table we can infer that 50% of the respondents
print volume per month is 3001-10000
b) 33% of respondents print volume per month is10001-20000.
c) 10% of respondents print volume per month is >20000.
D) 7% of respondents print volume per month is 1001-3000.

38

e) HOW MANY B&W AND COLOUR PRINTERS?

39

14
12
10
8
6
4

NO OF
COMPANIES

2
0

Interpretationa) From the above figure and table we can infer that 43% of respondents said
that the number of Printers used in their organization is 2 to 5.
b) 27% of respondents said that number of Printers in their organization is 6 to
10.

f)WHAT IS YOUR BUYING PATTERN FOR PRINTERS?

40

PAY PER CLICK

OUTRIGHT

RENTAL
BUYBACK
13%

27%

10%

50%

Interpretation:
a) From the above figure and table we can infer that half of the respondents
buying pattern is Outright.
b) Followed by Perclick/page, Rental and Buyback respectively.

41

g) WHAT TYPE OF PAGES YOU PREFER WHILE PRINTING?

A3

A4

BOTH

37%

63%

Interpretationa) From the above figure and table we can infer that 63% of the respondents
were using A4 as preferred page.
b) 37% were using both pages for printing.

42

h) CURRENT REQUIREMENTS FOR PRINTERS?

17%
YES
NO
83%

Interpretationa) From the above figure and table we can infer that 83% of the respondents
were not in a need to buy a new Printers/MFP
b) About 17% of respondents have shown interest on buying a new
Printers/MFP.

43

FINDINGS

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

26.66%.
Most of the companies buying pattern is outright.
Most of the company prefer A4 pages to print.
Most of the companies Print volume per month is 3000-10000.
Most of the company have two to five printers in their offices.
Current requirements for Printer/MFP is 16.66%.

44

CONCLUSION
HP and CANON emerged as Market Leader and Challenger with Overall
share of 40% and 26.66% respectively. The market share of SHARP is
nearly 10% so farther is a good opportunity for the SHARP to increase its
market share in future if it focuses on its marketing and advertisements .

RECOMENDATIONS

SHARP company has to use attracted ads in digital media.

Sharp

company also

concentrate

on

social

media

especially

FACEBOOK TWITTER AND YOU TUBE.

Sharp company should improve their distribution members also.

SHARP company must should give awareness about their products in

all ways.

45

46

BIBLIOGRAPHY

1)SHARPUSA.COM(ONLINE)
https://www.sharpusa.com/AboutSharp/CompanyProfile/SharpAndTechnol
ogyHistory.aspx
2) SHARP.COM(ONLINE) HTTP://WWW.SHARP.COM
3)WIKEPEDIA.COM(ONLINE) http://en.wikipedia.org/wiki/Questionnaire
4)WIKEPEDIA.COM(ONLINE)http://en.wikipedia.org/wiki/Market_research
5)MBASKOOL.COM(ONLINE)http://www.mbaskool.com/brandguide/consu
mer-electronics/8993-sharp.html
6) GOOGLE MAPS & JUST DAIL.

47

Questionnaire:NAME
DESIGNATION
COMPANY
PHONE
EMAIL ID
1) Are you using Printer's or MFP (Multi-Function Printers) ?
a) Yes ( )

b) No ( )

2) Is it Color or B/W?
a) Color ( )

b) Black & White

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

a) KYOCERA ( )

b) KONICA ( )

c) RICOH ( )

d) SHARP ( )

e) HP ( )

f) CANON ( )

g) XEROX ( )

h) TOSHIBA ( )

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

a) Less than 1000

b) 1001-3000

c) 3001-1000

d) 10001-20000

e)

More than 20000

5) How many B&W and color printers or MFP (Multi-Function Printer's) you
are using in your organization?
a) Only 1

( ) b) 2-5 ( )

c) 6-10 ( )

d) 11-20( )

e) More than 20 ( )

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

a) Per click/Page ( )

b) Rental ( )

c) Outright ( )

48

d) Buy back

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

Printers)?
COMPANIES

VERY

SATISFIED

Neutral

Dissatisfied

SATISFIED
KYOCERA
KONICA
RICOH
SHARP
HP
CANON
XEROX
TOSHIBA
8) What type of pages you prefer while printing?
a) A3 ( )

Very
Dissatisfied

b) A4 ( )

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

printer?
a) Yes ( )

b) No ( )

10) At present do you have requirements for any of the products mentioned
below in your office?
Devices

Yes

No

Printer's/MFP
Inverter A/C.
Air purifier's
Monitor's

49

No. of
Quantity/Remark