RECRUITMENT IN SAMSUNGSUBMITTED BY KARAN DEO SINGH B.COM (H) ENROLLMENT NO-A7004613128 Under guidance of: Faculty Guide Dr. SHELLY VADERA Assistant Professor ABS, Lucknow (TERM PAPER REPORT IN PARTIAL FULFILMENT OF THE AWARD OF FULL TIME B.COM(H) (201316) AMITY BUSINESS SCHOOL AMITY UNIVERSITY UTTAR PRADESH LUCKNOW 1 | Page STUDENTS CERTIFICATE Certified that report is prepared based on the term paper project undertaken by me in RECRUITMENT IN SAMSUNG under the able guidance of Dr. Shelly Vadera in partial fulfilment of the requirement for award of degree of B.Com (H) from Amity University, Uttar Pradesh. Date – 31-10-2015 Karan Deo Singh (Student name) 2 | Page Dr.Shelly Vadera (Faculty Guide Name) Professor V.P. Sahi (Director ABS) FACULTY CERTIFICATE Forwarded here with a term paper report on “RECRUITMENT IN SAMSUNG” submitted by Karan Deo Singh Singh, Enrollment Number A7004613028, Student of B.com (H) 4th Semester (2013-2016) This project work is partial fulfilment of the requirement for the degree of B.Com (H) from Amity University Lucknow campus, Uttar Pradesh Dr. Shelly Vadera Amity University, ABS Lucknow Campus 3 | Page ACKNOWLEDGEMENT I wish to express my sincere gratitude to PROF. V.P. SAHI, Director ABS, Amity University Uttar Pradesh, Lucknow for providing me an opportunity to do my term paper on “Recruitment in Samsung” I sincerely thank my faculty guide Dr. Shelly Vadera (ABS), Amity University Uttar Pradesh, Lucknow for the guidance and encouragement in carrying out this term paper . Last but not the least I wish to avail myself of this opportunity, express a sense of gratitude and love to my friends and my beloved parents for their manual support, strength and help for everything. KARAN DEO SINGH 4 | Page TABLE OF CONTENT CHAPTER 1 Introduction Literature Review Objectives CHAPTER 2 Company Profile Marketing Strategies Research Methodology CHAPTER 3 5 | Page Limitations Conclusions Suggestions Bibliography EXECUTIVE SUMMARY Havells India Limited (Havells) is an India based consumer products company. It involves in the business of electrical and power distribution equipment manufacturing. The company, through its subsidiaries, Manufactures and distributes industrial and domestic circuit protection switchgear, cables & wires, motors, fans, power capacitors, CFL lamps, luminaries for domestic, commercial and industrial applications, modular switches and bath fittings. Havells markets its products under the brand names Crabtree, Sylvania, Concord, Luminance, Linolite, SLI Lighting and Endura Lite. The company operates 11 manufacturing plants in India and seven others across Europe, Havells India Latin America and Africa. The company operates with 94 branches and representative offices in over 50 countries across the world. The company is headquartered in Noida, India. 6 | Page CHAPTER 1 A STUDY OF MARKETING STRATEGY OF HAVELLS INTRODUCTION Marketing strategy is the goal of increasing sales and achieving a sustainable competitive advantage. Marketing strategy includes all basic and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company and its marketing objectives. Developing a marketing strategy Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. Commonly, marketing strategies are developed as multi-year plans, with a tactical plan detailing specific actions to be accomplished in the current year. Time horizons covered by the marketing plan vary by company, by industry, and by nation, however, time horizons are becoming shorter as the speed of change in the environment increases. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. Marketing strategy needs to take a long-term view, and tools such as customer lifetime value models can be very powerful in helping to simulate the effects of strategy on acquisition, revenue per customer and churn rate. 7 | Page Marketing strategy involves careful and precise scanning of the internal and external environments. Internal environmental factors include the marketing mix and marketing mix modeling, plus performance analysis and strategic constraints. External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Once a thorough environmental scan is complete, a strategic plan can be constructed to identify business alternatives, establish challenging goals, determine the optimal marketing mix to attain these goals, and detail implementation. A final step in developing a marketing strategy is to create a plan to monitor progress and a set of contingencies if problems arise in the implementation of the plan. Marketing Mix Modeling is often used to help determine the optimal marketing budget and how to allocate across the marketing mix to achieve these strategic goals. Moreover, such models can help allocate spend across a portfolio of brands and manage brands to create value. Strategic models Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3C's model can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy. 8 | Page Marketing Mix Modeling is often used to simulate different strategic flexing go the 4Ps. Customer lifetime value models can help simulate long-term effects of changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to address the different nature of services. There are many companies, especially those in the consumer package goods (CPG) market, that adopt the theory of running their business centered around consumer, shopper and retailer needs. Their marketing departments spend quality time looking for "growth opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target consumers, shoppers and retail partners. These growth opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges. The marketing team can then prioritize these growth opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps. 9 | Page LITERATURE REVIEW Although most authors speak about some parts of Strategic Marketing, here is included a list of definitions of the term. Some authors appear in different years (for example, Jain), It is understand that they have added new comments or redefined the term after the years. Drucker 1973 “ Strategic marketing as seen as a process consisting of analysing environmental, market competitive and business factors affecting the corporation and its business units, identifying market opportunities and threats and fore casting future trends in business areas of interest for the enterprise ,and participating in setting objectives and formulating corporate and business unit strategies. Selecting market target strategies for the product-markets in each business unit, establishing marketing objectives as well as developing ,implementing and managing the marketing program positioning strategies in order to meet market target needs”. Hart &Stapleton 1977 " a statement in very general terms of how the marketing objective is to be achieved, e.g. acquiring a competitive company, by price reductions, by product improvement, or by intensive advertising. The strategy becomes the basis of the marketing plan" Lambin 1977 “The role of strategic marketing is to lead the firm towards attractive economic opportunities, that is, opportunities that are adapted to its resources and know how and offer a potential for growth and profitability”. 10 | P a g e Sudharsan 1995 “Marketing strategy creates pathways to a desirable future. The output form such marketing strategy analysis and choice (or strategic marketing decision ) is a marketing strategy statement”. Kotler 1997 “the selection of target markets, the marketing mix and the marketing expenditure levels”...... “The marketing strategy is the way in which the marketing function organises its activities to achieve a profitable growth in sales at a marketing mix level” …..“A marketing strategy may be defined as a plan (usually long term) to achieve the organisation’s objectives asfollows…” a) By specifying what resources should be allocated to marketing. b) By specifying how these resources should be used to take advantage of opportunities which are expected to arise in the future. Munuera & Rodriguez 1998 “ A methodology of analysis which pretends the knowledge ofcustomers needs and the forecast of potential options ( ours and competitors) in order to gain competitive advantage in a long term ( sustainable ) and defendable”. McDonald 1999 “the term “marketing strategy” reflects the company’s best opinion as to how it can most profitably apply its skills and resources to the marketplace. It is inevitable broad in scope.Marketing strategies are the means by which a company achieves its marketing objectives and are usually concerned with the 4 p’s”. 11 | P a g e OBJECTIVES To understand the marketing strategies of Havells To analyse efforts made by organization to increase its sales. To study the services provided by Havells. To see how they manage their market in this competitive world. To determine the market share of Havells. To find out the preference level of respondents regarding Havells To assess the brand awareness of the Havells the electronic segment To Study the brand positioning of Havells. To understand customers’ perception about Havells retail lighting products. To compare different retail lighting equipment manufacturing brands based on specific attributes. CHAPTER 2 12 | P a g e COMPANY PROFILE Type Public company Traded as BSE:517354 Industry Electrical equipments Founded 1958 Founders Qimat Rai Gupta Headquarters Noida, India Key people Qimat Rai Gupta Founder&Chairman Products Electric Products Revenue 82.62 billion (US$1.3 billion) (2014) Employees 8,000 Divisions Lighting Sector, Power Distribution Sector 13 | P a g e Havells India Ltd is a billion-dollar-plus electrical equipment company founded in 1958, with products ranging from industrial & domestic circuit protection switchgear, cables & wires, motors, fans, gpower capacitors, compact fluorescent lamps (CFL), luminaries for domestic, commercial & industrial applications, modular switches covering household, commercial and industrial electrical needs, water heater and domestic appliances. Havells owns global brands like Crabtree, Sylvania, Concord, Lumiance and has 94 branches / representative offices with over 8000 professionals in over 50 countries. As of 2013 It has 12 manufacturing plants in India located at Haridwar, Baddi, Noida, Faridabad, Alwar, Neemrana and 6 manufacturing plants are located across Europe, Latin America & Africa and with more than 20,000 global distribution network. In 2014, Havells was listed 125th among 1200 of India's most trusted brands according to the Brand Trust Report 2014, a study conducted by Trust Research Advisory. Establishment and early History In 1958 Qimat Rai Gupta left his education midway and founded an Electric trading operation in the electric wholesale market of Old Delhi. With an investment of Rs.10000, he started Havell's Industries. In 1971 Gupta Bought HAVELLS Brand, and in next five years he started the first manufacturing Plant at Tilak Nagar, New Delhi of the Rewireable Switches and Changeover Switches in his Kirti Nagar Plant, near New Delhi. In next few years Hals started to Set up a manufacturing plant for 14 | P a g e HBC Fuses at Badli, New Delhi and begun manufacturing of the Energy Meters. later, it Acquired Towers and Transformers Ltd. and turned it into a profitably manufacturing Energy Meters Company in just one year. [citation needed] Later, the Company entered MCBs manufacturing at Badli, Delhi in a Joint Venture with Geyer, Germany. In 1974 company started manufacturing of the Change over Switches plant at Sahibabad, UP for. In 1980 they started manufacturing Control Gear Products at their Faridabad, Haryana plants. Later in 80's they Acquired a manufacturing plant at Alwar, Rajasthan for Power Cables & Wires.In that same year they Entered into a Joint Venture with Electrium, UK for manufacturing Dorman Smith MCCBs and Crabtree Modular Plate Switches. Acquired an Electric Control & Switchboards at Noida for manufacturing customised packaged solutions. Introduced high-end Ferraris Meters in Joint Venture with DZG, Germany. Acquired controlling stake in Duke Arnics Electronics (P) Limited engaged in manufacturing of Electronic Meters-Single Phase, Three Phase, Multi Function, Tri-Vectors and also acquired controlling interest in an industry major-Standard Electricals Ltd and also an Acquired business of Havells Industries Ltd, MCCB of Crabtree India Limited and merged ECS Limited in the company to consolidate its area of core competence. Global Presence In late 90's Standard Electrical Company became a 100% Subsidiary of the company. The company gained IEC certification for industrial switchgear and CSA certification for all manufacturing plants in 1991. 15 | P a g e [citation needed] Soon production started in their plant located at Baddi (H.P.) for manufacturing domestic switchgear. Setting up a manufacturing plant for manufacturing of ceiling fans at Noida, UP. In 1999 Havell's opened their first international sales office in London through their wholly owned subsidiary company Havells U.K. Ltd. In December 2004, placed 235 fully convertible debentures of Rs.1 million on M/s. Shine Ltd., Mauritius and the debenture were converted in June 2006 Attained the CE certificate for CFLs. In March,2005 Havells Started the manufacturing of the Electric Fans at its plant located near Haridwar, Uttarakhand and got Award for the KEMA certification by The Dutch Council for Accreditation, making QRG the only group to attain this certification in India.[citation needed] The company started their first R&D Center in Noida. In November, 2005 Crabtree India merged with Havells India. adding a CFL production unit in Haridwar manufacturing plant. Expansion at Alwar manufacturing plant for increase of production capacity and another expansion at the Baddi manufacturing plant and set-up of an Export Oriented Unit started in that same year. In 2006 it became one of the India's first Company to get the ISI mark Certification from the Bureau of Indian Standards for complete range of CFLs.The company is setting up new fully automatic water heater manufacturing plant in Neemrana,Rajasthan under the leadership of Mr, Sunil Sikka,Mr. Ajay Bhanot,Mr. Daljit Singh, Mr. Akhilesh Mittal and team. 16 | P a g e MARKETING STRATEGIES OF HAVELLS Branding and distribution network of the key differentiators With increasing urbanization, it is expected that Tier II and III cities to be engines of growth in the coming years, making extensive distribution network and brand presence critical for consumer goods companies. Havells capacity 'to cross - leverage its existing distribution network and established brand presence that give a competitive advantage over smaller companies with limited scope. Havells has established a distribution network pan-India in recent years, using it has been able to quickly gain market share, even by relatively new products such as modular switches, compact fluorescent lamps, electric fans. Its network compares well with that of the largest appliance company in India, Bajaj Electricals, which comes through 50,000 outlets. Today, Havells has a network of 4,300 wholesalers / distributors and 35,000 retailers. As for the brand, the company is particularly strong in northern and eastern India, which together account for about 56% of total sales and 44% of its total dealer base. While southern India has been a major contributor to sales, due to the huge size of the market; Havells has been traditionally weak in western India (which accounts for about 15% of total sales), there being a late entrant. However, the company is making efforts to increase their market share in the region 17 | P a g e by expanding its dealer base (which is now comparable in size to their dealer bases in North and South India). To further leverage its presence in product segments, Havells has opened exclusive outlets -Havells Galaxy‖ appointed in various cities of India. These shops, owned by Havells distributors', exhibition and retail are committed to the full range of company products. Currently, there are 80 Havells Galaxy stores across India and the company plans to increase the number to 200. Sylvania change to improve the consolidated profit The economic crisis that occurred shortly after Havells acquired Sylvania in Frankfurt in April 2007 resulted Havells reporting losses on a consolidated basis in 2008-09 and 2009-10. This in turn kept Havells consolidated per share (EPS) depressed earnings during the two years ended March 2010. Havells initiated a restructuring process aimed at reducing the fixed cost base in Sylvania is expected to result in savings year of € 33.5 million, a large part of which is reflected in EBITDA in 2010-11. Initially, the company had hoped to break even on the level of net profit in 2011-12, but the 9M, 2010-11 Sylvania results indicate that the subsidiary would have a nominal net profit of around € 1 million in 2010 to 11 in another. With Sylvania turn [hereinafter positive EBITDA in Q4, 2009-10 and 2010-11 net profits (E)] is expected consolidated EPS Havells' to increase significantly in the medium term. 18 | P a g e Product launches in Sylvania Havells India to enable serve a broader market, but the distribution would be a challenge The market size of the lights and special lamps, areas of probable approach to Sylvania in India was estimated RS. 2,100 crore in 2009, representing nearly 30% of the total lighting market in India this year. Given the history of Sylvania operations and growth potential of the lighting industry in India, the growth potential of the brand in India seems significant. With its wide range of products and access to the latest technologies such as light emitting diodes (LEDs), Sylvania products positioned for access to institutional customers - thereby mitigating the risk of cannibalization of existing products Havells'. However Havells would establish an independent distribution channel for products Sylvania as their current network is primarily aimed at retail customers. Accordingly, it may take some time for the growth products Sylvania Pickup India. We expect Sylvania products to achieve a turnover of around Rs. 50 million rupees (which translates to a market share of around 2%) in its first full year of operation and thereafter grow in line with the growth rate of the industry is estimated at around 25% . Highly competitive industry; Havells strategy 'to counter warranty claims that moderate growth in market share The CFL market in India is highly competitive, with around 20 organizers and several players from the unorganized sector. Although until about two years ago, the unorganized sector used to account for almost 40% 19 | P a g e of the CFL market, its share is now expected to decrease significantly due to the following factors: Introduction of standards for compact fluorescent lamps by the Bureau of Indian Standards (BIS): BIS has ordered CFLs should lead to a high power factor (PF) seal of October 1, 2009 onwards . According ELCOMA, 14 companies have purchased licenses to manufacture CFLs with> 0.85 PF Anti-Dumping Duty: This has restricted the import of CFLs low-cost China a measure Increasing consumer awareness: As the price differential between the products offered by organized and unorganized players is not significant, consumer preference has evolved into products with better quality parameters (eg, factor power, and guaranteed hours) Looking ahead, we expect CFL industry to consolidate further and further away from the unorganized and the shift towards higher quality gains more momentum and the benefits of economies of scale accrue to larger industry players. Assuming that a 20% change in the market share of the unorganized sector to organized over three to five years, the top five players (including Havells) would gain 2.8% to 3.2% share market, given its extensive distribution network, profitable operations and a strong brand presence. Havells however is taking a cautious approach to contain warranty claims, a major concern for the industry. As is the norm in the industry, CFL manufacturers offer product warranties ranging from six months to one year from the date of 20 | P a g e purchase2. This has been a major concern for manufacturers of CFL in India due to poor market practices have led to significant claims for returns. In 2007-08, Havells received claims for Rs. Rs 13.62 million, which was 12.7% of sales this year CFL. To rectify the situation, the company recalled its products in certain states where malpractices were rampant, and this led to a 30% decline in sales to Rs. 84.5 million rupees in 2008-09. Consequently, the market share of the company was reduced to 6% in 2008-09 from 10% in 2007-08. Later, with operations in other states of stabilization, market share Havells' reported improvement in 2009-10. Any warranty claims dropped significantly in 2009-10 to Rs. Rs 2.86 million, which was 1.9% of total CFL sales that year. Although there have been cases of companies withdrawing guarantees in the past, the lack of participation of all firms, and the availability of cheaper alternatives unorganized affected sales, which led to the reintroduction of the securities industry. Considering that there are still bad practices of related collateral, Havells is now following a conservative strategy of restricting its presence to a few key markets. While this has a negative impact on sales and market share over the past two years, has also helped to protect profit margins. Given the conservative approach Havells', we expect their market share to stabilize at around 8.5% during 2010-11 (E) 2012-13 (E). Movement in Havells' Market Share in CFL Segment Industry 21 | P a g e Units Rs. 2007-08 1,162 2008-09 1,510 2009-10 1,900 2010- 2011- 2012- 11(E) 2,410 12(E) 3,036 13(E) 3,775 Size Market Shar crore % 10% 6% 8% 8.5% 8.5% 8.5% Environmental threat posed by the use of mercury in CFLs, increased affordability of the products of solid-state lighting can affect the demand for CFL; access to technology Sylvania advanced products can help maintain market share Although given its fundamental importance in saving electricity, environment CFL face challenges due to the use of mercury in their related work. The threat is greatest for the developing nations like India as CFLs manufactured here have a higher mercury content (up to 13 mg in the lamps of lower quality); developed countries, on the other hand have regulations restricting the content to 1 mg per bulb. Taking into account environmental concerns, efforts are being made worldwide to reduce the cost of products or LED solid-state lighting, which are considered significantly superior in terms of energy efficiency and environmental friendliness. Although Havells has a range of a single product in the lighting segment (independently) and a limited presence in LEDs (trade), the acquisition of Sylvania provides access to a much wider range of products including fluorescent lamps -Intensity and high discharge (HID) lamps and various special products for institutional clients. Only new products to be launched under the Sylvania brand to avoid cannibalization of revenue It is expected to launch Havells Sylvania products in India this financial year. To ensure that the release does not lead to cannibalization of revenues, Sylvania operations in India will focus exclusively on institutional clients and their products will be shipped through a different 22 | P a g e distribution channel completely. Havells otherwise continue with its own range of products, which largely serves domestic and retail customers. The product launch Sylvania also benefit from high brand recall because it was early in Sylvania operating in India through a joint venture called Sylvania Laxman Limited. Although the joint venture ended in 1993, was able to establish a strong presence and brand is still recognized in the industry. Significant area of growth in the segment of luminaire In addition to CFLs Havells also present largely through trade fixtures. Due to intense competitive pressures from starters like Philips and Bajaj, Havells currently ranks fourth in terms of market position with a share of 10% in Rs. 2,000 crore market. Given the strong outlook for residential, commercial and retail construction in India is expected to report a luminaire segment healthy growth rate of about 15% annually during 2010-11 (E) 2012-13 (E ). It is expected that the competitive positioning Havells' in the segment of fixtures to further improve the product launch Sylvania, designed largely to institutional clients, including airports and stadiums. 23 | P a g e RESEARCH METHODOLOGY Since the study is exploratory in nature. A personal interview with each retailer was aid of questionnaire was selected as the method of obtaining data. The questionnaire was used to facilitate tabulation and analysis of data. Field experience showed that listing the respondents to the questionnaire failed to touch upon certain parameters and it was found necessary to let the respondents have free hand and let the designed information filter lengthy discussion, through some aspects of questionnaire adequately touched upon. To interview the retailers as far as those languages were used which they can understand clearly, such as Hindi, English. The researched used to stand in front of the randomly chosen retail outlet. This is a comprehensive master plan of the study undertaken, given a general statement of the method used and procedure followed. DATA SOURCE The various source of information broadly divided in 2 categories. a) Primary source: Source from where first hand information is gathered directly are called primary source and information thus collected is called primary data. In case of the above study the primary source was company visit and interview with the retailer. 24 | P a g e b) Secondary source: The data that are collected for another purposes already exist somewhere is called secondary data. With regard to my study the secondary sources where records of the company, Magazines and websites. Data collection method for Primary sources: The following methods are widely used for collection data. (i) Survey method. (ii) Observation method. In the above-mentioned method Survey and Observation method was mainly used for the undertaken topic. Survey method was mostly used for collection of data through personal interview with the help of a framed questionnaire in case of retail outlets. Apart from survey, observation method was also used to get data by observing the retailer. 25 | P a g e CHAPTER 3 LIMITATIONS Although all efforts have been made to study all start of population as compared to the topic of study, but due to the reluctant nature of the people the study suffers from the following limitations:- The limitations are as follows: The company’s policy of unveiling their sales figure seriously hindered in obtaining the sales figure or the break-up sales of different products of the respective companies. Thus, it is difficult to make any comparison between the companies. Most of the information gathered is either through annual report or through web sites. The unwillingness of the employees also discouraged to obtain any further information. The reluctant nature of the retailers to respond to questions seriously hampered the authenticity of survey. The result of survey are based upon crucial assumption like(a) The respondents know right answer to the questions put to them. (b) They are willing to give the right answer. (c) Strictly based on the responses of the Retailers. (d) Difficult to ascertain the authenticity of their statement. 26 | P a g e CONCLUSIONS One thing is for sure with Havell’s that it has been keeping pace with the industry. If we have a look at the market share of the Havell’s in the last two years for the MCB, MCCB, Fuse (HRC) its sales has increased enough to keep its market share intact, despite the increase in the market itself. It is also observed that Havell’s sales are growing at a pretty decent rate. And it has a remarkable increase in the year 2014 as compared to the year 2013. If we further analyze this the sales of changeover in the year 2014 has grown about 5.5 times as compared to the year 2013. In the survey of market, it was observed that apart from the fixed dealers of the company, rest of the people are almost dealing in all the products, depending on the order. This means that they have no fixed preferences and neither view any company as favorable or unfavorable and just take action on the basis of their client’s need. In the survey it was also observed that L&T is the most preferred brand among most of the shopkeepers along with Indo Asian and then Havell’s. Another thing in the survey it is found that the people rate all the factors (such as Price, Quality, Brand, Warranty etc.) equally important while they purchase a product. 27 | P a g e SUGGESTIONS Based on the interpretation drawn from the aforementioned data analysis and also on basis of the informal feedback received from the respondents, the following suggestions are recommended for Havells. As the study reveals, Havell’s biggest problem areas are communication flows and marketing intelligence. It translates into multiple problems like - miscommunication, communication gaps and delayed communication and therefore, resentment, dealers not stocking and pushing Havells products etc. It is hence, recommended that the Havells sales team should figure out a better contact program including a better route map which is used by the sales team. This should be aimed at minimizing the aforementioned communication problems. This would also help in solving another problem which is dealers not stocking Havells products because they are not informed properly about the launches, prices and features. As a result of this, dealers are unable to give satisfactory answers to customers’ queries. Having a proper communication system in place will handle this as well. Secondly, information flows should be redesigned for real time information dispersion to and from the channel members. This will aid in clarity about issues like dealer discounts, undercuts etc. and both parties will gain. 28 | P a g e Thirdly, Sales team must be encouraged to send in marketing intelligence reports. It should be one of their KRA (Key Result Area). When this is done, Havells will get regular and timely information about the practices of competitors and other relevant information of what is happening in the market. Accordingly, Havells can then form a strategy to deal with them. Finally, one of the concerns that surfaced was that of ‘product quality’. Although there is a ‘quality check’ program in place that checks the products before they leave for the market. However, it has to be made more robust but more importantly, by the time this is done, it should be slightly lenient in replacing the products if there are any complaints. This will not only pacify the dealers but also help in gaining their faith in the company. 29 | P a g e BIBLIOGRAPHY www.havells.com www.indiainfoline.com www.sebiedifar.nic.in www.google.com Marketing Management : Philip Kotler Research Methodology : C.R. Kothari 30 | P a g e