SUMMER TRAINING REPORT

ON

“MARKETING STRATEGIES”

IN

JBM AUTO LTD.

Submitted in partial fulfillment of degree in the requirement of

Bachelor of Business Administration

Of

MAHARISHI DAYANAND UNIVERSITY, ROHTAK

Session 2019-2020

SUBMITTED TO: UNDER THE GUIDENCE OF: SUBMITTED BY:

CONTROLLER OF EXAMINATION Mrs. Urmila NAME: Aman Baisla

M D UNIVERSITY Faculty in department of Class: BBA 5th semester

commerce, Govt. College
Faridabad Roll No: 1316110034
ROHTAK
Regn No :

University Roll No :

PT. J L. N. GOVT. COLLEGE FARIDABAD

SECTOR 16A
 PREFACE

I have completed my training of JBM AUTO LTD. This report has been prepared on the general
view of marketing strategies.

The experience that I have gained given me a realistic view of the Marketing Policy of an industry
and surely will guide me throughout my life.

Here I saw the practical application of all those things that we study in our academic syllabus. In
this globalized environment, a person is consider to be a half literate till the time he/she only has a
theoretical knowledge but no practical experience and I got the chance to gain that practical
knowledge and experience by working in this company.

Thus, this training experience has acted as a bridge between my practical and academic outlooks.

AMAN BAISLA
 ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me during this
project. My deepest thanks to NEHA ARYA (H.O.D.), the guide of the project for guiding and
correcting various documents of mine with attention and care. He has taken pain to go through the
project and make necessary correction as and when needed. . My deep sense of gratitude to JBM
AUTO LTD. company Thanks and appreciation to the helpful people at JBM Auto Ltd.., for
their support. I would also thank my Institution and my faculty members without whom this
project would have been a distant reality. I also extend my heartfelt thanks to my family and well
wishers.

AMAN BAISLA
 TABLE OF CONTENTS

SR NO TOPIC NAME

1. Company Profile

2. Review Of Literature

3. Research Methodology

a). introduction to the topic

b). Objective of the study

c). Limitation

4. Data Analysis

5. Conclusion

6. Suggestion

7. Appendix

a). Questionnaire

b). Bibliography
 CHAPTER -1

COMPANY PROFILE
 COMPANY PROFILE

JBM Group spanned over 28 plants in 11 locations is spreading its wings further to new areas,
new locations to touch new heights.....

The journey to excellence began in 1983, when the JBM Group entered the realm of engineering
with the manufacturing of LPG cylinders. JBM Group ventured into the auto component industry
in 1985 and is constantly on move.

JBM Group created a new meaning for excellence in manufacturing of Sheet Metal Parts and
Welded Assemblies, Exhaust Systems, Axles, High Tensile Fasteners, Tubes, Special Purpose
Vehicles and Waste Management Services. The Group has embraced international systems and
processes, implementing them at all levels, in every unit, and across all parameters. This has
resulted in prestigious certifications from global institutions. The Group companies have
consistently met and surpassed world-class standards, while accumulating a wealth of knowledge
and expertise in the industry. All the plants have state-of-the-art machinery, manned by a highly
skilled, professional workforce, ensuring only the best in quality. Their talents are finely honed,
with each member of Team JBM being trained regularly on the latest methods and techniques in
the world. All these factors combine to complement each other, translating into zero-defect
product and services resulting into group turnover of Rs. 2700 corers ($ 540 Million) in 2008-09.
MESSAGE “Expanding leadership in our business through people, keeping pace with market
trends and technology”

Dear Friends,

In line with its Vision, JBM Group has evolved as a people-centric organization led by a
competent

team of professionals; I take pride in my team - that gives us width, proficiency and
capability to

succeed.

The Group has embraced world-class technology and processes, implementing them at all
levels, in

every unit and across all parameters. Flexibility and innovation to respond to rapidly changing
market and technological conditions has helped us establish ourselves as “Leader in sheet
metal technology”.

JBM Group's core values i.e. customer focus, meeting commitments, simplicity, teamwork
and trust amongst people are engrained in each of the employees; this is what forms the
edifice of JBM Group and drives us to excel.

Our dedication to quality and cost competitiveness has led us to several milestones and has
invited accolades and prestigious certifications both from global institutions and esteemed
customers. It has helped us earn their unflinching support over the years.

At JBM Group, we believe that Change is Constant – the philosophy embodied is one of
continuous improvement. We have constantly moved up the value chain by adding value
added products, new assembly lines and spreading wings to different parts of the country
since 1983, the year of JBM Group inception, and the endeavor continues…

JBM Group has several projects on anvil and has set ambitious target of increasing its
turnover multifold in the years to come.

I feel the best is yet to come. The company stands poised atop a launch pad to the
future….fully geared to meet new challenges, destined to touch newer heights in excellence.
LOCATION

 Bangalore
 Chennai
 Delhi
 Faridabad
 Greater Noida
 Gurgaon
 Hardwar
 Hosur
 Indore
 Kosi Kalan
 Mumbai
 Nasik
 Pant Nagar
 Pondicherry
 Pune
 GROUP COMPANIES

 Arcelor Neel Tailored Blank Pvt. Ltd.

 Indo Toolings
 Jaico Steel Fasteners Ltd.
 Jay Bharat Exhaust System Ltd.
 Jay Bharat Maruti Ltd.
 JBM Auto Ltd.
 JBM Industries Ltd.
 JBMMA Automotive Pvt. Ltd.
 JBM Ogihara Automotive India Ltd.
 Neel Industries Pvt. Ltd.
 Neel Metal Fanalca Environment Management Pvt.Ltd.
 Neel Metal Products Ltd.
 Thai Summit Neel Auto Pvt. Ltd.
 JBM Auto System Pvt. Ltd.
PRODUCTS

 Airport Trolley
 Axles, Chassis & Suspension Parts
 Body Assembly
 Car Parking Systems
 Exhaust Systems
 Fasteners
 LPG Cylinders
 Sheet Metal
 Skin Panel
 Special Purpose Vehicles
 Steel Service Centre
 Tooling’s, Dies, Jigs & Fixtures
 Tubes & Tubular Parts
 Others

SERVICES

 Bus Rapid Transport System

 Calibration
 Solid Waste Management
ALLIANCES

• Arcelor Tailor Blank, France

• Ashok Leyland India

• Tata Communications, India

• Daiwa Excel, Japan

• Fanalca S.A., Columbia

• Futaba Corporation, Japan

• Hamamatsu Pipe Co., Japan

• JFE Steel Corporation, Japan

• Kansai Paints, Japan

• MA Automotive, CLN Group,Italy

• Maruti Suzuki India Limited,India

• Metal One Corporation, Japan

• Nisshin Steel Co. Limited,Japan

• Ogihara Thailand Corporation, Thailand

• Sandhar Technologies, India

• Sumitomo Corporation, Japan

• Thai Summit Autoparts, Thailand

• ThyssenKrupp Metal Forming Ltd., UK / Germany

• Union Auto Parts Manufacturing Co. Ltd. Thailand

• Yorozu Corporation, Japan

INFRASTRUCTURE
VISION

Expanding leadership in our business through people, keeping pace with market trends and
technology.
Jay Bharat Maruti Limited set up in 1987, Is one of the largest joint venture of maruti Udyog
Limited. This is a unique combination of modern Press Shop and weld shop capable of
supplying components in just in sequence (JIS) meeting customer’s quality and quantity
requirements. Manufacturing facilities at JBML also include die maintenance, dedicated
facilities for manufacturing exhaust systems and in-house modern tool room. JBML is rising
to meet new challenges with modern equipment and higher goals of manufacturing and
quality control.

Driven by a commitment to customer satisfaction and internationals standards of quality,

JBML has not only won customer confidence but also industry recognition through several
awards and accolades viz.”National Productivity Awards”, “Best Performing Vendor Award”,
“Quality Trophy” etc.

Mission

To make JBML a synonym for world class organization excelling in sheet metal technologies.

HR Policy

JBML will always keep on striving for the development of competent and efficient employees
at all levels to create, inculcate and foster excellent working and learning environment;
because it believes in nurturing strength of individuals for developing mutual trust, support
and positive attitude for achieving organization goals to create a world-class manufacturing
organization and to remain the market leader in sheet metal components not only today but for
all the tomorrows to come.

Quality Policy

The policy of JBML is to achieve total customer satisfaction by delivering products and
providing services that meet or exceed their exacting requirements and expectations and to do
so on time and at most competitive prices in domestic and export market for our entire
product range.
 Environment, Health and Safety Policy

Jay Bharat Maruti Limited, as a responsible manufacturer of sheet metal components, welded sub
assemblies and exhaust systems for automotive applications, re-affirms its commitment to minimize the
adverse impacts of its operations, products and services on the environment, health and safety. To this end,
we shall endeavor to:

 Develop and maintain an Environmental, Health and Safety Management System and continually
monitor, set and review the environmental, health and safety objectives and targets.

 Meet all applicable legislation, regulations and customer requirements.

 Conserve natural resource and energy by constantly seeking to reduce their consumption by
reducing wastages and maximizing recycle/reuse.

 Minimize/Prevent air, water, noise and land pollution generation. Maintain a system for hazard
waste management.

 Establish health and safety programmes to continually reduce health and safety risks.

 This Policy shall be communicated to all the employees of JBML and be made available to public
and interested parties on demand.
MAIN ACTIVITIES AND PRODUCTS

Press Lines

THE sheet metal components manufacturing capability at JBML, consisting of world class press line like
a fully automatic tandem line, hydraulic and mechanical single action and double action from renowned
international manufacturers like, Rovetta, Hitachi, ISGEC and HMT give JBML a distinct advantage.
What enhances this edge is the ability to deliver on just-in –sequence basis. The critical die maintenance
facilities that support the press line include die-spotting presses from kojima and Muller, a state of the art
tool room and skilled and trained manpower.

Weld Shop

Weld shop comprising of contemporary equipment and highly versatile machines form the heart of JBM’s
fabrication operation .Geared for complex welding operation, these gigantic weld shops utilize an array of
modern gadgets like stationary spot welding with nut feeders, portable spot welding , seam welding,
MIG/TIG welding, submerged arc welding and SPMs. JBML’s highly developed skills in welding
operations contribute significantly to superior quality and reliability of the end product, which is the
hallmark of JBML.

Flexible Manufacturing Systems(FMS)

To provide complete customer solutions, JBML uses a flexible manufacturing system (FMS), to plan and
develop a large quantity of components with varying volumes in an amazingly short time. The 5 axes
laser- cutting machines from the premier global manufacturer, Prima of Italy, give JBML a cutting edge.
With this, no trimming, blanking or piercing tools are required .In other words, this leads to tremendous
cost savings, and cuts down a great deal of lead-time in manufacturing.
Exhaust Systems

A complex automobile exhaust system is another area where JBML has demonstrated exceptional
competence.Today, JBML is an excellent source for two and four wheeler exhaust systems
incorporating new design and development needs elaborate facilities. At JBML, these facilities include
welding robots, curling seaming, flanging and seam welding machines, CNC pipe bending machines,
double coiling with multispot welding, welding SPM’s, baffle assembly stations, shot blasting and
electrostatic painting equipments. In a short period, JBML has created a name for itself in flawless and
effective exhaust systems.

QUALITY IS COMPONENT NO.1

More than anything else, the driving force at JBML is “Quality”. Stringent quality control maintained at
every stage of the designing and manufacturing process translates into zero-defect, internationals
standard products. Rooted in the policy to achieve total customer satisfactions by delivering products
and services that meet and exceed their expectations, on time and competitive cost, JBML has
developed a tradition of quality. Every personnel is positively attuned and committed to excellence. It is
an ongoing improvement on manufacturing processes and advanced quality planning play a critical role
in ensuring high standards. No wonder, Globally JBML became the first company to achieve ISO/TS-
16949-2002 certification. Also, concern for environment protection has brought JBML ISO 14000
certification.

PRODUCT RANGE

JBML manufactures a wide range of specialized components for front ranking OEMs. These include
Body in white components, under body members & weld aggregates, Exhaust Systems, Axie, Fuel Neck
Filler, Skin- Panels for LCVs, and even some skin parts.
MARCHING AHEAD WITH PEOPLE, THROUGH PEOPLE

JBML has an image, which is transparent, fair, and customer caring. The vision of the company and its
goals are well appreciated by all our stakeholders’ viz. employees, suppliers, customers, shareholders
and society at large. Our basic values “Simplicity, Team Work, Trust in People, Customer Focus and
Meeting Commitment” are well embodied in each and every employee of the organization.

Jay Bharat Maruti Limited honors the dignity of laborand that is the reason that one can see all JBML
employee in the same uniform- right from the lowest worker to the top level of managing director,
people from different states with different religious leanings, different lifestyles and speaking different
languages make JBML a well-knit close family. All the policies / practices are, therefore fair and do
follow the principle of equal opportunities. There is absolutely no discrimination on account of age,
sex, caste, creed, religion or region.

Environment, Health and Safety are considered imperative for physical health of JBML. Besides
fulfilling the legal requirements it generates a feeling of care and healthy well being towards the
employees. The company understands its responsibility towards protecting, environment and is already
an ISO-14001 organization and has received OHSAS-18001 Certification. It is ensured that all
processes and work are designed to take account of health and safety and are properly supervised all
times.
 CHAPTER-2
REVIEW OF LITERATURE
 REVIEW OF LITERATURE

MEANING OF MARKETING

The management process through which goods and services move from concept to the customer.
As a practice, it consists in coordination of four elements called 4P's: (1) identification, selection,
and development of a product, (2) determination of its price, (3) selection of a distribution
channel to reach the customer's place, and (4) development and implementation of a promotional
strategy.

MEANING OF MARKETING STRATEGY

A marketing strategy is a process or model to allow a company or organization to focus limited

resources on the best opportunities to increase sales and thereby achieve a sustainable competitive
advantage.

TYPES OF MARKETING STRATEGY

One of the most important concepts of the marketing planning process is the need to develop a
cohesive marketing strategy that guides tactical programs for the marketing decision areas. In
marketing there are two levels to strategy formulation:

 General Marketing Strategies

 Decision Area Strategies
 GENERAL MARKETING STRATEGIES

These set the direction for all marketing efforts by describing, in general terms, how marketing
will achieve its objectives. There are many different General Marketing Strategies, though most
can be viewed as falling into one of the following categories:

 Market Expansion
 Market Share Growth
 Niche Market
 Status Quo
 Market Exit

DECISION AREA STRATEGIES

These are used to achieve the General Marketing Strategies by guiding the decisions within
important marketing areas (product, pricing, distribution, promotion, target marketing). For
example, a General Marketing Strategy that centres on entering a new market with new products
may be supported by Decision Area Strategies that include:

 Target Market Strategy – employ segmenting techniques

 Product Strategy – develop new product line
 Pricing Strategy – create price programs that offer lower pricing versus competitors
 Distribution Strategy – use methods to gain access to important distribution partners that service
the target market
 Promotion Strategy – create a plan that can quickly build awareness of the product
 MARKETING STRATEGY OBJECTIVES

 Increase product awareness among the target audience by 30 percent in one year.
 Inform target audience about features and benefits of our product and its competitive advantage,
leading to a 10 percent increase in sales in one year.
 Decrease or remove potential customers' resistance to buying our product, leading to a 20 percent
increase in sales that are closed in six months or less.

If you have multiple objectives, make sure they are consistent and not in conflict with each other.
Also, be sure that the remainder of your marketing plan components - the marketing strategy,
budget, action programs, controls and measures - supports your marketing objectives.

Setting your marketing objectives and finalizing the remaining components of your marketing
plan may serve as a reality check: Do you have the resources necessary to accomplish your
objectives?

The marketing strategy section of your plan outlines your game plan to achieve your marketing
objectives. It is, essentially, the heart of the marketing plan. The marketing strategy section
should include information about:

 Product - your product(s)and services

 Price - what you will charge customers for products and services
 Promotion - how you will promote or create awareness of your product in the marketplace
 Place (distribution) - how you will bring your product(s) together with your customers.

LIMITATION OF MARKETING STRATGY

 leads to faulty marketing decisions based on improperly analyzed data

 creates unrealistic financial projections if information is interpreted incorrectly
MARKETING MANAGEMENT

Marketing Management is a business discipline which is focused on the practical application of

marketing techniques and the management of a firm's marketing resources and activities. Rapidly
emerging forces of globalization have compelled firms to market beyond the borders of their
home country making International marketing highly significant and an integral part of a firm's
marketing strategy. Marketing managers are often responsible for influencing the level, timing,
and composition of customer demand accepted definition of the term. In part, this is because the
role of a marketing manager can vary significantly based on a business' size, corporate culture,
and industry context. For example, in a large consumer products company, the marketing
manager may act as the overall general manager of his or her assigned product To create an
effective, cost-efficient Marketing management strategy, firms must possess a detailed, objective
understanding of their own business and the market in which they operate. In analyzing these
issues, the discipline of marketing management often overlaps with the related discipline of
strategic planning.

Marketing management often finds it necessary to invest in research to collect the data required to
perform accurate marketing analysis. As such, they often conduct market research (alternately
marketing research) to obtain this information. Marketers employ a variety of techniques to
conduct market research, but some of the more common include:

Qualitative marketing research, such as focus groups

Quantitative marketing research, such as statistical surveys

Experimental techniques such as test markets

Observational techniques such as ethnographic (on-site) observation

 In today's very competitive marketplace a strategy that insures a consistent approach to offering
your product or service in a way that will outsell the competition is critical. However, in concert
with defining the marketing strategy one must also have a well - defined methodology for the
day-to-day process of implementing it. It is of little value to have a strategy if you lack either the
resources or the expertise to implement it. There are two major components of marketing strategy:

 How the enterprise will address the competitive marketplace

 How will it implement and support day-to-day operations.

In the process of creating a marketing strategy one must consider all the relevant factors. Each
strategy must address some unique considerations; it is not reasonable to identify every important
factor at a generic level. However, many are common to all marketing strategies. Some of the
more critical are described below. In general this falls into one of four categories:

 Where the market is very attractive and the enterprise is strong, one will invest the best resources
in support of the offering.
 Where the market is very attractive but the enterprise is weak, one must concentrate on
strengthening the enterprise, using the offering as a stepping-stone toward this objective.
 Where the market is not especially attractive, but the enterprise is strong then an effective
marketing and sales effort for the offering will be good for generating near term profits.
 Where the market is not especially attractive and the enterprise is weak, one should promote this
offering only if it supports a more profitable part of the business. Otherwise, one should
determine the most cost effective way to divest the enterprise of this offering.

Now, the next step is to choose a strategy for the offering that will be most effective in the
market. This means choosing one of the following 'generic' strategies:
A COST LEADERSHIP STRATEGY

It is based on the concept that one can produce and market a good quality product or service at a
lower cost than its competitors. These low costs should translate to profit margins that are higher
than the industry average.

Some conditions that should exist to support a cost leadership strategy include an on-going
availability of operating capital, good process engineering skills, and close management of labor,
products designed for ease of manufacturing and low cost distribution.

A DIFFERENTIATION STRATEGY

It is the one, which creates a product or service that is perceived as being unique "throughout the
industry". The emphasis can be on brand image, proprietary technology, special features, superior
service, a strong distributor network or other aspects that might be specific to the industry. This
uniqueness should also translate to profit margins that are higher than the industry average. Some
of the conditions that should exist to support a differentiation strategy include strong marketing
abilities, effective product engineering, creative personnel, the ability to perform basic research
and a good reputation.

A FOCUS STRATEGY

It may be the most sophisticated of the generic strategies, in the sense that it is a more 'intense'
form of either the cost leadership or differentiation strategy. It is based on the concept of serving a
particular target in such an exceptional manner, those others cannot compete. Usually this means
addressing a substantially smaller market segment than others in the industry, but because of
minimal competition, profit margins can be very high.

PRICING STRATEGY

Having defined the overall offering objective and selecting the generic strategy one must decide
on a variety of closely related operational strategies. One of these is how one will price the
offering. A pricing strategy is mostly influenced by the net income. There are three basic
strategies one can consider.
 A SKIMMING STRATEGY:

Where the offering has enough differentiation to justify a high price and one desire quick cash and
have minimal desires for significant market penetration and control, then one sets the prices very
high.

 A MARKET PENETRATION STRATEGY:

Where near term income is not so critical and rapid market penetration for eventual market
control is desired, then one must set the prices very low.

 A COMPARABLE PRICING STRATEGY:

Where one is not the market leader in the industry then the leaders will most likely have created a
'price expectation' in the minds of the marketplace. In this case one can price the offering
comparably to those of its competitors.

 PROMOTION

To sell an offering one must effectively promote and advertise it. There are two basic promotional
strategies, PUSH and PULL.

 THE PUSH STRATEGY:

It maximizes the use of all available channels of distribution to "push" the offering into the
marketplace. This usually requires generous discounts to achieve the objective of giving the
channels incentive to promote the offering, thus minimizing

the need for advertising.

 THE PULL STRATEGY:

It requires direct interface with the end user of the offering. Use of channels of distribution is
minimized during the first stages of promotion and a major commitment to advertising is
required. The objective is to "pull" the prospects into the various channel outlets creating a
demand the channels cannot ignore.

 DISTRIBUTION

One must also select the distribution strategy(s) which should get the offering into the hands of
the customer. These include:

 On-premise Sales involving the sale of the offering using a field sales organization that visits the
prospect's facilities to make the sale.
 Direct Sales involves the sale of the offering using a direct, in-house sales organization that does
all selling through the Internet, telephone or mail order contacts.
 Wholesale Sales involves the sale of the offering using intermediaries or "middle-men" to
distribute product or service to the retailers.
 Self-service Retail Sales involves the sale of the offering using self-service retail methods of
distribution.
 Full-service Retail Sales involves the sale of the offering through a full service retail distribution
channel.
 CHAPTER-3

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

Globalization has affected today’s market towards the competitiveness. There are so many
domestic and multinational companies growing up rapidly. Survival is being the core concept of
the companies. A company must know the strategy of the competitors because it directly affects
it. So there is a need for a company to know its rivals market potential, market share and selling
strategies.

Today the choice and preferences of consumer is also changing. Customer is now aware about the
products. Customer is better educated more sophisticated. He is aggressive and critical who
demands his money’s worth and pays only for what he wants.

Dealers are the customers of the company and consumers are the main source of the information.
This project has certain objectives for which I covered both dealers and consumers all over Delhi
region.

 RESEARCH METHODOLOGY

Methodology is the specification of the method for acquiring the information needed to structure
the study.

 Universe:

 Universe for dealer survey was Delhi.

 Universe for consumer survey was Delhi.

 Sampling Size: sampling size for both consumers and dealers is:

 Sample size for consumer survey was 100 covering Residential areas and markets from different
areas of Delhi.
 Company survey consisted of visiting 70 dealers of Delhi.

 Sampling Techniques:

 For Consumers survey “Convenient Sampling” techniques was applied.

 For Dealer’s survey “Random Sampling” technique was used.
 Collection of Data:

 Secondary Collection:

1. Internal Data:

a. Went through some previous market studies provided by the guide.

b. Previous summer training reports to grasp knowledge about white goods market.
c. Study of product manual and salesman training report to get product knowledge.

2. External data:

a. Scanning of various business magazines.

b. Collected relevant information from the newspaper.

 Primary Data:

1. Interview Method:

Some of the employees of JBM Auto Ltd. from Sales & marketing department and a few dealers
of JBM Auto Ltd. were interviewed for the purpose of exploratory

a. study. The response obtained from them was very helpful in preparing the questionnaire for
dealers and deciding upon various classificatory and data variables.
b. Two questionnaires were designed one for the consumers and the other for the dealers. I visited
70 dealers and 100 consumers.

2. Observation Method:

Observation about the consumer behavior at dealer counter gave us lots of knowledge about the
customer expectations regarding products, counter preferences for brand and after sales service.
 LIMITATIONS IN RESEARCH

Every study has its own limitations in terms of methodology and the resources available for its
conduct. This study has no expectation to it and has been carried under following limitation:

 Some of the dealers as well as the customers were not forthcoming with information as they
thought it to be a waste of time. Some customers were not able to respond due to lack of
awareness.
 A number of dealers were biased towards a particular brand, which was giving them better
returns.
 Some of the shop owners were not available so, contacted person was not able to present a fair
view.
 Respondent’s lack of time to give information and their casual attitude was a big hindrance in the
study.
 The dealers were biased by some recent experiences, which they had with a particular distributor
regarding the service or distribution.

T O O L S & T E CH NI Q UE S O F AN A L YS I S

Following tools and techniques for analyzing data collected from various methods of data
collection such as questionnaire method, observation method etc. is as follows:

 Figure cal representation of the data.

 Tabular representation of collected data etc.
INTRODUCTION TO TOPIC
 INTRODUCTION TO TOPIC

A marketing strategy is a process or model to allow a company or organization to focus limited

resources on the best opportunities to increase sales and thereby achieve a sustainable competitive
advantage

Marketing strategy is the information which gathered to determine whether this strategy will
achieve the objective of making the enterprise competitive in the marketplace. It is essential to
know who the competitors are and to understand their strengths and weaknesses.

Various factors to consider include:

 Each of the competitor’s experience,

 Staying power,
 Market position,
 Strength,
 Predictability and
 Freedom to abandon the market must be evaluated.
PRODUCT

The noun product is defined as a "thing produced by labor or effort" or the "result of an act or a
process" and stems from the verb produce, from the Latin prōdūce (re) '(to) lead or bring forth'.
Since 1575, the word "product" has referred to anything produced. Since 1695, the word has
referred to "thing or things produced". The economic or commercial meaning of product was first
used by political economist Adam Smith.

In marketing, a product is anything that can be offered to a market that might satisfy a want or
need. In retailing, products are called merchandise. In manufacturing, products are purchased as
raw materials and sold as finished goods. Commodities are usually raw materials such as metals
and agricultural products, but a commodity can also be anything widely available in the open
market. In project management, products are the formal definition of the project deliverables that
make up or contribute to delivering the objectives of the project.
In general, product may refer to a single item or unit, a group of equivalent products, a grouping
of goods or services, or an industrial classification for the goods or services.

A related concept is subproduct, a secondary but useful result of a production process.

Dangerous products, particularly physical ones, that cause injuries to consumers or bystanders
may be subject to product liability.

Tangible and intangible products

Products can be classified as tangible or intangible. A tangible product is any physical product
that can be touched like a computer, automobile, etc. An intangible product is a non-physical
product like an insurance policy.

In its online product catalog, retailer Sears, Roebuck and Company divides its products into
departments, then presents products to shoppers according to (1) function or (2) brand. Each
product has a Sears item number and a manufacturer's model number. The departments and
product groupings that Sears uses are intended to help customers browse products by function or
brand within a traditional department store structure.

Sizes and colors

A catalog number, especially for clothing, may group sizes and colors. When ordering the
product, the customer specifies size, color and other variables.[9]

Product line

A product line is "a group of products that are closely related, either because they function in a
similar manner, are sold to the same customer groups, are marketed through the same types of
outlets, or fall within given price ranges."

Many businesses offer a range of product lines which may be unique to a single organization or
may be common across the business's industry. In 2002 the US Census compiled revenue figures
for the finance and insurance industry by various product lines such as "accident, health and
medical insurance premiums" and "income from secured consumer loans". Within the insurance
industry, product lines are indicated by the type of risk coverage, such as auto insurance,
commercial insurance and life insurance.

National and international product classifications

Various classification systems for products have been developed for economic statistical
purposes. The North American Industry Classification System (NAICS) classifies companies by
their primary product [this is not even close to true, NAICS is a production-oriented classification
system, not a product-oriented classification system – the NAFTA signatories are working on a
system that classifies products called NAPCS as a companion to NAICS [1]. The European Union
uses a "Classification of Products by Activity" among other product classifications. The United
Nations also classifies products for international economic activity reporting.

The Aspinwall Classification System classifies and rates products based on five variables:

Replacement rate (How frequently is the product repurchased?)

Gross margin (How much profit is obtained from each product?)

Buyer goal adjustment (How flexible are the buyers' purchasing habits with regard to this
product?)

Duration of product satisfaction. (How long will the product produce benefits for the user?)

Duration of buyer search behavior. (How long will consumers shop for the product ?)

The National Institute of Governmental Purchasing (NIGP)[17] developed a commodity and

services classification system for use by state and local governments, the NIGP Code. The NIGP
Code is used by 33 states within the United States as well as thousands of cities, counties and
political subdivisions. The NIGP Code is a hierarchical schema consisting of a 3 digit class, 5
digit class-item, 7 digit class-item-group and an 11 digit class-item-group-detail. Applications of
the NIGP Code include vendor registration, inventory item identification, contract item
management, spend analysis and strategic sourcing.
PRICE

Definition

In ordinary usage, price is the quantity of payment or compensation given from one party to
another in return for goods or services.

In all modern economies, the overwhelming majority of prices are quoted in (and the transactions
involve) units of some form of currency. Although in theory, prices could be quoted as quantities
of other goods or services this sort of barter exchange is rarely seen.

Price can sometimes alternatively refer to the quantity of payment requested by a seller of goods
or services, rather than the eventual payment amount. This requested amount is often called the
asking price or selling price, while the actual payment may be called the transaction price or
traded price. Likewise, the bid price or buying price is the quantity of payment offered by a buyer
of goods or services, although this meaning is more common in asset or financial markets than in
consumer markets.

Economic Definition

Economists sometimes define price in a more general or abstract sense to the widely understood
definition above. According to this view, price is defined as the ratio between the quantity of
goods that are exchanged for each other in a transaction.

For example, consider the case of two people exchanging goods, say 5 apples for 2 loaves of
bread. An economist might say that the price of apples was 2/5 = 0.4 loaves of bread. Likewise,
the price of bread would be 5/2 = 2.5 apples. Hence if we consider that currency is simply another
type of good like apples or bread, then this conception forms the general case of the widely held
definition outlined above.

However it is far from clear that this generalisation serves any useful purpose at all. As noted
above, in all real economies prices are virtually always quoted in (and transactions always
involve) units of currency. Hence, an alternative view is that the most basic and general definition
of price is that involving exchange of goods or sevices for money, and that the exchange ratio
between two goods is simply derived from the two individual prices

.
The exchange ratio is sometimes referred to as the real price, while the price quoted in money
referred to as the nominal price.

This distinction is sometimes made to make sense of inflation. When all prices are quoted in
terms of money units, and the prices in money units change more or less proportionately, the ratio
of exchange may not change much. In the extreme case, if all prices quoted in money change in
the same proportion, the relative price remains the same.

It is now becoming clear that the distinction is not useful and indeed hides a major confusion. The
conventional wisdom is that proportional change in all nominal prices does not affect real price,
and hence should not affect either demand or supply and therefore also should not affect output.
The new criticism is that the crucial question is why is there more money to pay for the same old
real output. If this question is answered, it will show that dynamically, even as the real price
remains exactly the same, output in real terms can change, just because additional money allow
additional output to be traded. The supply curve can shift such that at the old price, the new
higher output is sold. This shift if not possible without additional money.

From this point of view, a price is similar to an opportunity cost, that is, what must be given up in
exchange for the good or service that is being purchased. For example, if x=1 and y=2, the
relative price of x in terms of y is 2, and the price of y in terms of x is 0.5.
Price Theory

Theory of price asserts that the market price reflects interaction between two opposing
considerations. On the one side are demand considerations based on marginal utility, while on the
other side are supply considerations based on marginal cost. An equilibrium price is supposed to
be at once equal to marginal utility (counted in units of income) from the buyer's side and
marginal cost from the seller's side. Though this view is accepted by almost every economist, and
it constitutes the core of mainstream economics, it has recently been challenged seriously.

Price and Value

There was time when people debated use-value versus exchange value, often wondering about the
paradox of value (diamond-water paradox). The use-value was supposed to give some measure of
usefulness, later refined as marginal benefit (which is marginal utility counted in common units of
value) while exchange value was the measure of how much one good was in terms of another,
namely what is now called relative price.

Austrian theory

The last objection is also sometimes interpreted as the paradox of value, which was observed by
classical economists. Adam Smith described what is now called the Diamond – Water Paradox:
diamonds command a higher price than water, yet water is essential for life, while diamonds are
merely ornamentation. One solution offered to this paradox is through the theory of marginal
utility proposed by Carl Menger, the father of the Austrian School of economics.

As William Barber put it, human volition, the human subject, was "brought to the centre of the
stage" by marginalist economics, as a bargaining tool. Neoclassical economists sought to clarify
choices open to producers and consumers in market situations, and thus "fears that cleavages in
the economic structure might be unbridgeable could be suppressed".

Without denying the applicability of the Austrian theory of value as subjective only, within
certain contexts of price behavior, the Polish economist Oskar Lange felt it was necessary to
attempt a serious integration of the insights of classical political economy with neo-classical
economics. This would then result in a much more realistic theory of price and of real behavior in
response to prices. Marginalist theory lacked anything like a theory of the social framework of
real market functioning, and criticism sparked off by the capital controversy initiated by Piero
Sraffa revealed that most of the foundational tenets of the marginalist theory of value either
reduced to tautologies, or that the theory was true only if counter-factual conditions applied.

One insight often ignored in the debates about price theory is something that businessmen are
keenly aware of: in different markets, prices may not function according to the same principles
except in some very abstract (and therefore not very useful) sense. From the classical political
economists to Michal Kalecki it was known that prices for industrial goods behaved differently
from prices for agricultural goods, but this idea could be extended further to other broad classes of
goods and services.

Price as productive human labor time

Marxists assert that value derives from the volume of socially necessary abstract labor time
exerted in the creation of an object. This value does not relate to price in a simple manner, and the
difficulty of the conversion of the mass of values into the actual prices is known as the
transformation problem. However, many recent Marxists deny that any problem exists. Marx was
not concerned with proving that prices derive from values. In fact, he admonished the other
classical political economists (like Ricardo and Smith) for trying to make this proof. Rather, for
Marx, price equal the cost of production (capital-cost and labor-costs) plus the average rate of
profit. So if the average rate of profit (return on capital investment) is 22% then prices would
reflect cost-of-production plus 22%. The perception that there is a transformation problem in
Marx stems from the injection of Walrasian equilibrium theory into Marxism where there is no
such thing as equilibrium.

Confusion between prices and costs of production

Price is commonly confused with the notion of cost of production as in “I paid a high cost for
buying my new plasma television”. Technically, though, these are different concepts. Price is
what a buyer pays to acquire products from a seller. Cost of production concerns the seller’s
investment (e.g., manufacturing expense) in the product being exchanged with a buyer. For
marketing organizations seeking to make a profit the hope is that price will exceed cost of
production so the organization can see financial gain from the transaction. Finally, while pricing
is a topic central to a company's profitability, pricing decisions are not limited to for-profit
companies. Non-profit organizations, such as charities, educational institutions and industry trade
groups, also set prices, though this is often not as apparent. For instance, charities seeking to raise
money may set different “target” levels for donations that reward donors with increases in status
(e.g., name in newsletter), gifts or other benefits. While a charitable organization may not call it a
price in their promotional material, in reality these targets are prices since they specify a cost that
must be paid by buyers (donors) in order to obtain something of value.

PLACE-DISTRIBUTION

A crucial decision in any marketing mix is to correctly identify the distribution channels. The
question " how to reach the customer" must always be in your mind.

-Definition: The place is where you can expect to find your customer and consequently, where the
sale is realized. Knowing this place, you have to look for a distribution channel in order to reach
your customer.

In fact, instead of "place" it would be better to use the word "distribution" but the MBA lingo uses
"place" to memorize the 4 Ps of the marketing mix!

Channels

It exists today, with the internet, more channels than in the past but basically, you have to
consider three main distribution channels:

-Selling to the customers: Whether you sell by yourself ( as retailer) whether you employ a sales
force, you are in these cases in front of the final customer. There are not intermediaries between
you and him. Unfortunately, except for the retailer business, this situation is far to be the general
case.

-Selling to the retailers: For example, you manufacture the fun boards and you sell them to the
Arizona retailers. This practice could be a bit complicated.

-Selling to the wholesalers: There are maybe four or five sport articles wholesalers in Arizona.
You sell your fun boards to these big men. On turn the wholesalers sell the fun boards to the
retailers which finally sell to their customers.

In the case of Pacific Boat which manufactures its boats in Philippines for customers located in
the USA or in Europe, there is not alternative ways. It must sell through some big import export
corporate's. Pacific boat has not any contact with its final customers but of course it must know
exactly their profile. If the product does not fit to the profile of the final customer, the wholesaler
will not buy it.

As you can see, the choice of your distribution channel heavily depends on your product and
place in the productive process. If you are in coal mining, do not expect to sell some coal buckets
to the final consumer!

The next drawing summarizes the different possible channels: You are represented by the black
square, the wholesaler by the maroon one, the retailer by the yellow and the customer by the
green!

Real life example:

A commodity is a product such as crude oil, coal, rice, wheat, sugar, copper and so on: Mainly
primary products and raw materials. In a commodity market, the products have very few
distinguished characteristics.

They are traded in few places like Chicago and London. In the rice market, there are maybe six or
seven big traders for the entire world in front of some hundred millions of little producers
grouped in cooperatives or primary marketing boards.

The big traders know each other very well and most of the bargain relies on trust.

Nevertheless, inside a type of channel, you keep the possibility to choose between the different
wholesalers and retailers. You have to choose the best. It means that your choice must focus on
two major facts: the margin and the image.
PROMOTION

Promotion is one of the four elements of marketing mix (product, price, promotion, distribution).
It is the communication link between sellers and buyers for the purpose of influencing, informing,
or persuading a potential buyer's purchasing decision.[1]

The following are two types of Promotion:

Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, Internet, Mobile
Phones, and, historically, illustrated songs) in which the advertiser pays an advertising agency to
place the ad

Below the line promotion: All other promotion. Much of this is intended to be subtle enough for
the consumer to be unaware that promotion is taking place. E.g. sponsorship, product placement,
endorsements, sales promotion, merchandising, direct mail, personal selling, public relations,
trade shows

The specification of five elements creates a promotional mix or promotional plan. These elements
are personal selling, advertising, sales promotion, direct marketing, and publicity.[2] A
promotional mix specifies how much attention to pay to each of the five subcategories, and how
much money to budget for each. A promotional plan can have a wide range of objectives,
including: sales increases, new product acceptance, creation of brand equity, positioning,
competitive retaliations, or creation of a corporate image. Fundamentally, however there are three
basic objectives of promotion. These are:

1.) To present information to consumers as well as others

2.)To increase demand

3.)To differentiate a product.

There are different ways to promote a product in different areas of media. Promoters use internet
advertisement, special events, endorsements, and newspapers to advertise their product. Many
times with the purchase of a product there is an incentive like discounts, free items, or a contest.
This is to increase the sales of a given product.
The term "promotion" is usually an "in" expression used internally by the marketing company, but
not normally to the public or the market - phrases like "special offer" are more common. An
example of a fully integrated, long-term, large-scale promotion are My Coke Rewards and Pepsi
Stuff

It is helpful to define the four main elements of the promotional mix before considering their
strengths and limitations.

(1) Advertising

Any paid form of non-personal communication of ideas or products in the "prime media": i.e.
television, newspapers, magazines, billboard posters, radio, cinema etc. Advertising is intended to
persuade and to inform. The two basic aspects of advertising are the message (what you want
your communication to say) and the medium (how you get your message across)

(2) Personal Selling

Oral communication with potential buyers of a product with the intention of making a sale. The
personal selling may focus initially on developing a relationship with the potential buyer, but will
always ultimately end with an attempt to "close the sale".

(3) Sales Promotion

Providing incentives to customers or to the distribution channel to stimulate demand for a

product.

(4) Publicity

The communication of a product, brand or business by placing information about it in the media
without paying for the time or media space directly. otherwise known as "public relations" or PR.
Advantages and Disadvantages of Each Element of the Promotional Mix

Mix Element Advantages Disadvantages

Advertising Good for building awareness Impersonal - cannot answer all a

customer's questions
Effective at reaching a wide audience
Not good at getting customers to
Repetition of main brand and product
make a final purchasing decision
positioning helps build customer trust

Personal Selling Highly interactive - lots of communication Costly - employing a sales force
between the buyer and seller
has many hidden costs in
Excellent for communicating complex /
addition to wages
detailed product information and features
Not suitable if there are
Relationships can be built up - important if
closing the sale make take a long time thousands

of important buyers

Sales Promotion Can stimulate quick increases in sales by If used over the long-term,
targeting promotional incentives on particular
customers may get used to
products
the effect Too much
Good short term tactical tool
promotion may damage the

brand image

Public Relations Often seen as more "credible" - since the Risk of losing control - cannot
message seems to be coming from a third always control what other people
party (e.g. magazine, newspaper) write or say about your product

Cheap way of reaching many customers - if

the publicity is achieved through the right
media
Marketing Research

Marketing research involves conducting research to support marketing activities, and the
statistical interpretation of data into information. This information is then used by managers to
plan marketing activities, gauge the nature of a firm's marketing environment and attain
information from suppliers. Marketing researchers use statistical methods such as quantitative
research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations,
frequency distributions, poisson distributions, binomial distributions, etc. to interpret their
findings and convert data into information. The marketing research process spans a number of
stages including the definition of a problem, development of a research plan, collecting and
interpretation of data and disseminating information formally in form of a report. The task of
marketing research is to provide management with relevant, accurate, reliable, valid, and current
information.

A distinction should be made between marketing research and market research. Market research
pertains to research in a given market. As an example, a firm may conduct research in a target
market, after selecting a suitable market segment. In contrast, marketing research relates to all
research conducted within marketing. Thus, market research is a subset of marketing research.

Marketing Environment

Market segmentation

Market segmentation pertains to the division of a market of consumers into persons with similar
needs and wants. As an example, if using Kellogg's cereals in this instance, Frosties are marketed
to children. Crunchy Nut Cornflakes are marketed to adults. Both goods aforementioned denote
two products which are marketed to two distinct groups of persons, both with like needs, traits,
and wants.

The purpose for market segmentation is conducted for two main issues. First, a segmentation
allows a better allocation of a firm's finite resources. A firm only possesses a certain amount of
resources. Accordingly, it must make choices (and appreciate the related costs) in servicing
specific groups of consumers. Furthermore the diversified tastes of the contemporary Western
 consumers can be served better. With more diversity in the tastes of modern consumers, firms are
taking note of the benefit of servicing a multiplicity of new markets.

Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and
Position.

Types of marketing research

Marketing research, as a sub-set aspect of marketing activities, can be divided into the following
parts:

 Primary research (also known as field research), which involves the conduction and compilation
of research for the purpose it was intended.
 Secondary research (also referred to as desk research), is initially conducted for one purpose, but
often used to support another purpose or end goal.

By these definitions, an example of primary research would be market research conducted into
health foods, which is used solely to ascertain the needs/wants of the target market for health
foods. Secondary research, again according to the above definition, would be research pertaining
to health foods, but used by a firm wishing to develop an unrelated product.

Primary research is often expensive to prepare, collect and interpret from data to information.
Nonetheless, while secondary research is relatively inexpensive, it often can become outdated and
outmoded, given it is used for a purpose other than for which is was intended. Primary research
can also be broken down into quantitative research and qualitative research, which as the labels
suggest, pertain to numerical and non-numerical research methods, techniques. The
appropriateness of each mode of research depends on whether data can be quantified (quantitative
research), or whether subjective, non-numeric or abstract concepts are required to be studied
(qualitative research).

There also exists additional modes of marketing research, which are:

 Exploratory research, pertaining to research that investigates an assumption.

 Descriptive research, which as the label suggests, describes "what is".
 Predictive research, meaning research conducted to predict a future occurrence.
 Conclusive research, for the purpose of deriving a conclusion via a research process.
Marketing planning

The area of marketing planning involves forging a plan for a firm's marketing activities. A
marketing plan can also pertain to a specific product, as well as to an organization's overall
marketing strategy. Generally speaking, an organization's marketing planning process is derived
from its overall business strategy. Thus, when top management are devising the firm's strategic
direction or mission, the intended marketing activities are incorporated into this plan. There are
several levels of marketing objectives within an organization. The senior management of a firm
would formulate a general business strategy for a firm. However, this general business strategy
would be interpreted and implemented in different contexts throughout the firm.

Marketing Strategy

The field of marketing strategy encompasses the strategy involved in the management of a given
product.

A given firm may hold numerous products in the marketplace, spanning numerous and sometimes
wholly unrelated industries. Accordingly, a plan is required in order to manage effectively such
products. Evidently, a company needs to weigh up and ascertain how to utilize effectively its
finite resources. As an example, a start-up car manufacturing firm would face little success,
should it attempt to rival immediately Toyota, Ford, Nissan or any other large global car maker.
Moreover, a product may be reaching the end of its life-cycle. Thus, the issue of divest, or a
ceasing of production may be made. With regard to the aforesaid questions, each scenario requires
a unique marketing strategy to be employed. Below are listed some prominent marketing strategy
models, which seek to propose means to answer the preceding questions.
OBJECTIVE OF STUDY
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The main purpose of this study is to determine different strategies that are adopted by the
company to achieve its targets. Moreover the strategies will be evaluated to see which is best
amongst them.

SECONDARY OBJECTIVE

The secondary objective of the research is to find the image of the company among the customers.

In brief Objectives include-

 Analyzing the Market strength of JBM AUTO LTD.

 Identifying potential market for launching new product and increasing sales of existing ones.

 Explicit feed back on product performance.

 Determine relative quality perception of JBM AUTO LTD. brand.

 Establish decision-making criteria.

SECONDARY DATA

 I have used the secondary data relating to JBM AUTO LTD. and have collected
following information about various range the company has, the technology being used by
company, their marketing strategies & information about the competitors.

 All this information has been collected from the site

“www.jbmautoltd.com”,“www.yahoo.com”, search engine of Google, magazines such as
Business India, Advertising & Marketing, Annual report of JBM Auto Ltd. etc.
PRIMARY DATA

 I have used personal interviewing where primary data can be directly collected from
respondents in consumer markets. I have chosen it because of its flexibility and capability
of yielding a wide range of valuable new data. The desired information was secured using a
data collection instrument called Questionnaire.

 At times I also asked questions as to why the respondent has chosen C of a particular
company or what made him feel about that choice. I was keen to ensure that the respondent
was taking interest while filling the questionnaire. This ensured collection of unbiased and
accurate data, which helped me cause a lot.

 To know the brand awareness, consumer perception about JBM Auto Ltd. and their
satisfaction level, the consumer personal survey was undertaken which was based on non-
disguised structure questionnaire of 100 consumers. The consumers were surveyed
randomly from different areas of Delhi.
LIMITATIONS
 LIMITATIONS

 Due to limited time available consumer survey could not be undertaken for intended 150
consumers and thus had to be limited to 80.

 As I reside in Delhi so the customers of Delhi area only were taken into account.

 Dealers did not disclose some of the confidential information.

 Some of the customers were non-cooperative in giving information, which hampered the actual
calculation.
 CHAPTER-4

DATA ANALYSIS
 DATA ANALYSIS

Business

What type of business do you own?

a) Sole proprietorship-30 Partnership-20 Corporation-40 others-10

others
10%
sole
proprietorship
30%

sole
corporation proprietorshi
40% p
partnership
partnership
20% corporation

others

On the basis of the survey its easily seems that 30% people are sole proprietorship, 20% are in
partnership, 40% in corporation and others are of 10%.
 Busiest Day

When is the busiest day of the week in your business?

a) Monday-30% b)Tuesday-10% c)Wednesday-20% d)Thursday-10%

e)Friday-20% f)Saturday-10%

Saturday
10%
Monday
Monday Tuesday
Friday 30%
20%
Wednesday
Thursday
Tuesday
Friday
Thursday
10%
Wednesday
10% Saturday
20%

On the basis of the survey its easily seems that Monday is very busiest day i.e. 30% ,Tuesday is
10%,Wednesday is 20%,Thursday is 10%,Friday is 20%,Saturday is 10%.
Advertisement

Which type of advertisement you are doing?

a) Newspaper-25% b) Internet-20% c) Magazines-25%

d) Television-30%

television newspaper
30% 25%
newspaper
internet
magazines
internet
20% television
magazines
25%

On the basis of the survey its easily seems that company gives more importance to television i.e.
30%, newspaper is 25%, internet is 20%, magazines are 25%.
Profitability

Would you say that your business is profitable?

a) yes-40% b) no-60%

yes
40%
yes
no
60% no

On the basis of survey its seems that 40% persons says their business is going in profit and 60%
said no profits are there.
TOTAL SALES

YEAR TOTAL SALE (in crore)

2006-07 153.13

2004-05 176.05

2005-06 196.47

2006-07 220.17

2007-08 245.26

TOTAL SALE (in crore)

300

250

200

150 TOTAL SALE (in crore)

100

50

0
2003-04 2004-05
2003-04 04-05 05-06 06-07
2005-06 07-08
2006-07 2007-08

On the basis of the survey it easily seems that total sales of Thomson press is continuously
increasing as in 2003-04 it is 153.13 crores,in 2004-05 sale is 176.06,in 2005-06 it is196.47
crores,in 2006-07 is 220.17 crores,in2007-08 it is245.26.
Have you ever opted for services from JBM Auto Ltd.?

(a) Yes - 61%

(b) No - 39%

39%

61% Yes
No

61% of the public has Opted for JBM Auto Ltd. services.
 Please specify the age group to which you belong:

Out of 20 employees 12 employees belongs to 25 to 30 age group. And 120 employees from 30
to 40 age group .

2%
18% 10%

Below 25
25 to 30
30 to 40
Above 40

70%

From the above graph it is clearly shown that majority of employees belongs to 30 to 40 age
group that is 70%.
Who are the people you consulted before deciding to come to purchase it?

It shows that 500 people out of 1000 consult with their friends because they are of the same age
and they have knowledge according to their age. And only 50 people who does not ask from
anybody.

5%
20% Family members

25%

Friends

Any other,

50% Nobody

It shows that there are very little people who does not consult from anybody .otherwise most of
the consult whethet it is friends or family members or any other.
How would you rate the service facilities?

70%
60%
60%

50%

40%

30%
20%
20% 15%
10% 5%

0%
Disappointing Avg. Good very Good
 Will you recommend our company to others?

Out of 1000 people 550 people recommend our company strongly,100 people says they will not
recommend our company and 100 people says they will discourage others.

Will discourage 10%

Will not recommend 10%

Yes 25%

Yes, strongly 55%

0% 10% 20% 30% 40% 50% 60%

Majority of people says yes that they will recommend our company and less people says no.
 CHAPTER-5

CONCLUSIONS
 CONCLUSIONS

1. 66% of the respondents surveyed were this company users. Remaining was divided amongst
others. This is a sufficient indication of this being market leader in NCR
market.
2. The decision making criteria of the consumers were also studied. The results of the
same were as follows.
3. 60% of the respondents find Brand Name to be very important buying criteria.
4. 87% of the respondents rated quality action to be very important buying criteria.
5. 22% of the respondents rated location to be very important buying criteria.
CHAPTER-6

SUGGESTION
 SUGGESTIONS

1. As per the survey, price is perceived to be an important criterion by only 41% of the
respondents.
2. The research also establishes that consumer perceive the timely sales promotions
offered by the company as an important buying criterion with over 47% respondents
considering this as an important factor.

3. Surveyed conclude that as our company is new it has more growth as compared
to other companies.
4. The research showed that over 86% of the respondents find TV as the major source of
information about our company. Despite of this only 26 respondents were able to
correctly recall any other advertisement seen on TV. This finding points towards the
reduced recall of communication by the brands due to excessive cluttering on
mediums like TV.
5. The research showed that the consumer perception about this company is by-large
every good. Consumers perceive it to be very good in spare parts.
CHAPTER-7
APPENDIX
 QUESTIONNAIRE

1 What type of business do you own?

Sole proprietorship _________ Partnership _________ Corporation ______

2 When is the busiest day of the week in your business?

__________________________

3 Would you say that your business is profitable?

________________

4 Do you advertise your business?

_____________

5 Do you sell your goods and services online?

____________

6 Do you have enough sales representatives?

____________
 7 Do you know about services of JBM Auto Ltd.
______________
8 Please specify the age group to which you belong: (Tick one)

a. Below 25
b. 25 to 30
c. 30 to 40
d. Above 40

9 Will you recommend our company to others

________________

Q8) How would rate the service facilities

a. Yes

b. No

Q9) How would you rate the technical expertise of the staff that helped you with your problem?

a. Disappointing
b. Avg.
c. Good
d. Very Good
 BIBLIOGRAPHY

1. www.marketing.com

2. http://www.indiainfoline.com

3. ISI emerging markets Database

4. Auto India May,2005

5. Overdrive May 2005,June 2005,July 2005

6. JBM AUTO LTD. INDUCTION MANAUAL.

7. JBM AUTO LTD. MANAGERS HANDBOOK

8. JBM AUTO LTD. APPARISAL POLICY.