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I NTRODUCTION As rapid socio-economic changes sweep across India, the country is witnessing the creation
I NTRODUCTION As rapid socio-economic changes sweep across India, the country is witnessing the creation

INTRODUCTION

As rapid socio-economic changes sweep across India, the country is witnessing the creation of many new markets and a further expansion of the existing ones. India’s consumer market is riding the crest of the country’s economic boom. The Indian consumer durables industry has witnessed a considerable change in the past couple of years. Changing lifestyle with access to disposable incomes, easy finance options and a surge in advertising has been instrumental in bringing about a sea change in the consumer behavior pattern. According to a study conducted by FICCI on the Indian consumer durables industry, a shift in consumer preferences towards higher-end, technologically advanced branded products has been quite discernable. This shift can be explained by narrowing differentials between the prices of branded and unbranded products added with the high quality of after sales service provided by the branded players. The shift has also been triggered by the availability of foreign branded products in India owing to lower import duties coupled with other liberal measures as introduced by the government.

SEGMENTATION OF THE CONSUMER DURABLE INDUSTRY

The Consumer Durables industry consists of durable goods and appliances for domestic use such as televisions, refrigerators, air conditioners and washing machines. Instruments such as cell phones and kitchen appliances like microwave ovens are also included in this category. The consumer durables industry can be broadly classified into two segments: Consumer Electronics and Consumer Appliances. Consumer Appliances can be further categorized into Brown Goods and White Goods.

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  C ONSUMER D URABLES C ONSUMER A PPLIANCES C ONSUMER E LECTRONICS W HITE
  C ONSUMER D URABLES C ONSUMER A PPLIANCES C ONSUMER E LECTRONICS W HITE
 

CONSUMER DURABLES

CONSUMER APPLIANCES

CONSUMER

ELECTRONICS

WHITE GOODS

BROWN GOODS

MOBILE PHONES

REFRIGERATORS

MIXERS

TELEVISIONS

WASHING

GRINDERS

MP3 PLAYERS

MACHINES

MICROWAVE OVENS

DVD PLAYERS

AIR CONDITIONERS

IRON

VCD PLAYERS

SPEAKERS AND

ELECTRIC FANS

AUDIO

COOKING RANGE

EQUIPMENTS

CHIMNEYS

Source: India Brand Equity Foundation report

Table: Segmentation of consumer durables

INDUSTRY SIZE, GROWTH AND TRENDS

The consumer durables market in India was estimated to be around US$ 5 billion in 2007-08. More than 7 million units of consumer durable appliances have been sold in the year 2006-07 with colour televisions (CTV) forming the bulk of the sales with 30 per cent share of volumes. CTV, refrigerators and Air-conditioners together constitute more than 60 per cent of the sales in terms of the number of units sold.

THE KEY DRIVERS BEHIND THE GROWTH

The sector has been witnessing significant growth in recent years, helped by several drivers such as the emerging retail boom, real estate and housing demand,

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greater disposable income and an overall increase in the level of affluence of a significant
greater disposable income and an overall increase in the level of affluence of a significant

greater disposable income and an overall increase in the level of affluence of a significant section of the population. The key trends that impact the Indian Consumer Durables Industry today are reflected in the diagram.

Durables Industry today are reflected in the diagram. Source: India Brand Equity Foundation report Fig: The

Source: India Brand Equity Foundation report

Fig: The key drivers of consumer durable industry

TITLE OF THE TOPIC

“A STUDY ON DISTRIBUTION CHANNEL RELATIONSHIP AND MARKET SHARE ANALYSIS OF SAMSUNG LCD IN THE TERRITORY OF KOLKATA”, WITH SPECIAL REFERENCE

TO SAMSUNG INDIA ELECTRONICS PVT. LTD.

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N EED FOR T HE S TUDY The basic idea of taking up this study
N EED FOR T HE S TUDY The basic idea of taking up this study

NEED FOR THE STUDY

The basic idea of taking up this study is to analyze the market share of SAMSUNG

LCD TVs in Kolkata sub-dealer market. At the same time, an attempt was made to

understand the distribution channel relationship and the problem faced by the dealers.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES

The primary objective of the study is to analyze the market share and understand

the distribution channel relationship with reference to SAMSUNG ELECTRONICS

INDIA PVT LTD.

SECONDARY OBJECTIVES

To find out the counter share of SAMSUNG LCD TVs.

To find out the counter size of the dealer as well as the different brands kept by

different dealers.

To record who are the major players of LCD TVs.

To find out which is the largest selling model among all the segments?

To know whether the dealer is aware of current pricelist.

To find out whether the dealer is having brochure of the product.

To know what benefits a dealer wants so that he is satisfied in selling the

products.

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R ESEARCH M ETHODOLOGY The essential part of any report is research methodology. The field
R ESEARCH M ETHODOLOGY The essential part of any report is research methodology. The field

RESEARCH METHODOLOGY

The essential part of any report is research methodology. The field study was

conducted to analyze the

relationship.

understand the distribution channel

market share

and

SAMPLE SIZE

The sample size is 50.

SAMPLE SELECTION

The sample was selected through the simple random technique with a sample of 50 questionnaires.

COLLECTION OF DATA

Data used of this report is mainly primary data, which are collected first hand by

survey in the field. In some area secondary data may also be taken into consideration.

COLLECTION OF PRIMARY DATA

The data was collected through the primary source by survey method using structured

questionnaire and taking respondent’s personal interview.

COLLECTION OF SECONDARY DATA

The data collected from text books, journals and internet.

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SANSUNG- A N O VERVIEW The Samsung Group is a multinational conglomerate corporation headquartered in
SANSUNG- A N O VERVIEW The Samsung Group is a multinational conglomerate corporation headquartered in

SANSUNG- AN OVERVIEW

The Samsung Group is a multinational conglomerate corporation headquartered in Samsung Town, Seoul, South Korea. It is the world's largest conglomerate by revenue with annual revenue of US$173.4 billion in 2008 and is South Korea's largest chaebol. The meaning of the Korean word Samsung is "Tri-Star" or "three stars".

The Samsung Group is composed of numerous international affiliated businesses, most of them united under the Samsung brand including Samsung Electronics, the world's largest electronics company, Samsung Heavy Industries, the world's second largest shipbuilder and Samsung C&T, a major global construction company.

Samsung has been the world's most popular consumer electronics brand since 2005 and is the best known South Korean brand in the world. Samsung Group accounts for more than 20% of South Korea's total exports and is the leader in many domestic industries, such as the financial, chemical, retail and entertainment industries.

HISTORY

In 1938, Lee Byung-Chull founded Samsung, a small trading company with forty employees located in Daegu. The company prospered until the Communist invasion in 1950 when he was forced to leave Seoul and start over in Busan. During the war, Samsung's businesses flourished and its assets grew twenty-fold. In 1953, Lee started a sugar refinery. The company diversified into many areas such as insurance, securities, and retail. In the early 1970s, Lee borrowed heavily from foreign interests and launched a radio and television station.

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Samsung Group later formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung
Samsung Group later formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung

Samsung Group later formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung Electro-Mechanics Co., Samsung Corning Co., and Samsung Semiconductor & Telecommunications Co., and grouped them together under Samsung Electronics Co., Ltd. in 1980s. Its first product was a black-and-white television set.

In the late 1980s and early 1990s, Samsung Electronics invested heavily in research and development, investments that were pivotal in pushing the company to the forefront of the global electronics industry. “By the 1980s Samsung was manufacturing, shipping, and selling a wide range of appliances and electronic products throughout the world”. In 1982, it built a television assembly plant in Portugal; in 1984, it built a $25 million plant in New York; and in 1987, it built another $25 million facility in England.

The 1990s saw Samsung rise as an international corporation. Samsung's construction branch was awarded a contract to build one of the two Petronas Towers in Malaysia, Taipei 101 in Taiwan and the Burj Khalifa in United Arab Emirates, which is the tallest structure ever constructed. In 1993 and in order to change the strategy sold off ten of Samsung Group's subsidiaries, downsized the company, and merged other operations to concentrate on three industries: electronics, engineering, and chemicals. In 1996, the Samsung Group reacquired the Sungkyunkwan University foundation. Samsung survived the Asian financial crisis of 1997-98 relatively unharmed. However, Samsung Motor, a $5 billion venture was sold to Renault at a significant loss. Additionally, Samsung manufactured a range of aircraft from 1980 to 1990s.

Most importantly, Samsung Electronics (SEC) has since come to dominate the group and the worldwide semiconductor business, even surpassing worldwide leader Intel in investments for the 2005 fiscal year. Samsung's brand strength has greatly improved in the last few years.

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Samsung became the largest producer of memory chips in the world in 1992, and is
Samsung became the largest producer of memory chips in the world in 1992, and is

Samsung became the largest producer of memory chips in the world in 1992, and is the world's second-largest chipmaker after Intel. In 1995, it built its first liquid-crystal display screen. Ten years later, Samsung grew to be the world's largest manufacturer of liquid-crystal display panels. In 2006, S-LCD was established as a joint venture between Samsung and Sony in order to provide a stable supply of LCD panels for both manufacturers. Samsung Electronics, which saw record profits and revenue in 2004 and 2005, overtook Sony as one of the world's most popular consumer electronics brands, and is now ranked #19 in the world overall. Behind, Nokia, Samsung is the world's second largest by volume producer of cell phones with a leading market share in the North America and Western Europe.

ABOUT SAMSUNG ELECTRONICS

Founded in 1969 in Suwon, Gyeonggi-do, Korea, Samsung Electronics Co., Ltd. manufactures and sells a wide variety of electronic products, communication devices, and semiconductors. In January 2009, we restructured our organizational structure to better reflect the respective characteristics of each business sector and the common technology, market and customer base denominators within its businesses, thereby creating synergies. The previous six division-based system was separated into a Digital Media & Communications (DMC) business unit and a Device Solution (DS) business unit. Today, its global presence includes a total of 111 subsidiaries in the form of production subsidiaries, sales subsidiaries, distribution subsidiaries, research laboratories and eight overseas business divisions representing North America, Europe, China, Southeast Asia, Southwest Asia, Central and South America, CIS, the Middle East and Africa.

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Source: Samsung Electronics annual report 2009 Fig: Global Network of Samsung Electronics M ISSION AND
Source: Samsung Electronics annual report 2009 Fig: Global Network of Samsung Electronics M ISSION AND
Source: Samsung Electronics annual report 2009 Fig: Global Network of Samsung Electronics M ISSION AND

Source: Samsung Electronics annual report 2009

Fig: Global Network of Samsung Electronics

MISSION AND VISION STATEMENT

VISION STATEMENT

Samsung is guided by a singular vision: to lead the digital convergence movement. SAMSUNG believe that through technology innovation today, SAMSUNG will find the solutions they need to address the challenges of tomorrow. From technology comes opportunity for businesses to grow, for citizens in emerging markets to prosper by tapping into the digital economy, and for people to invent new possibilities. SAMSUNG’s aim is to develop innovative technologies and efficient processes that create new markets, enrich people’s lives and continue to make Samsung a trusted market leader.

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M ISSION S TATEMENT Everything they do in Samsung is guided by our mission: to
M ISSION S TATEMENT Everything they do in Samsung is guided by our mission: to

MISSION STATEMENT

Everything they do in Samsung is guided by our mission: to be the best “digital-

Company”.

by our mission: to be the best “digital- Company”. Source: Samsung Electronics website Fig: Holistic Marketing

Source: Samsung Electronics website

Fig: Holistic Marketing Framework

Samsung grew into a global corporation by facing challenges directly. In the years ahead, our dedicated people will continue to embrace many challenges and come up with creative ideas to develop products and services that lead in their markets.

ORGANIZATION STRUCTURE

that lead in their markets. O RGANIZATION S TRUCTURE Source: Samsung Electronics annual report 2009 Fig:

Source: Samsung Electronics annual report 2009

Fig: Organization Structure of Samsung Electronics

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A CHIEVEMENTS OF THE COMPANY   • Became the official sponsor of 2010 Guangzhou Asian
A CHIEVEMENTS OF THE COMPANY   • Became the official sponsor of 2010 Guangzhou Asian

ACHIEVEMENTS OF THE COMPANY

 

Became the official sponsor of 2010 Guangzhou Asian Game

Developed the world's first 2Gb 50 NANO

2008

Samsung takes No. 1 spot in U.S. cellphone market

Global

Opened

Brand

PR

Centre

‘Samsung

D'light'

No.1 worldwide market share position for TVs achieved for the 9th quarter in a row

 

No.1 worldwide market share position for TVs achieved for the seventh quarter in a row

Developed the world's first 30nm-class 64Gb NAND Flash™ memory

2007

BlackJack bestowed the Best Smart Phone award at CTIA in the U.S.

Attained No.1 worldwide market share position for LCD for the sixth year in a row

 

Developed the world's first real double-sided LCD

Developed the worlds' first 50nm 1G DRAM

2006

Unveiled 10M pixel camera phone

 

Launched the worlds' first Blu-Ray Disc Player

Developed 1.72"Super-Reflective LCD Screen

 

The India Retail Forum has awarded Samsung as the Best Retailer of the year 2005 in the consumer Durables category.

Most Trusted Company Award 2005 by Var India.

2005

Mr. S. H. Oh appointed as the President and Chief Executive Officer of Samsung South West Asia.

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  • Samsung received the Golden Peacock Special commendation Certificate for Corporate Social Responsibility
  • Samsung received the Golden Peacock Special commendation Certificate for Corporate Social Responsibility
 

Samsung received the Golden Peacock Special commendation Certificate for Corporate Social Responsibility (Private Sector) for the year 2004 from Mr. Shivraj Patil, Union Home Minister.

India made regional headquarters for Samsung Southwest Asia. Mr. K. S. Kim appointed as the First President and Chief Executive Officer of Samsung South West Asia.

2004

 

Inaugurated

Samsung's

new,

High-Tech,

advanced Refrigerator facility. Commencement of production at refrigerator

2003

facility in Noida.

 

Merger

of

SIEL

with

SEIIT.

Software technology park set up at Noida

 

Construction commences for 5,000,000 refrigerator plant in Noida Samsung unveils new technology for Consumer Home Entertainment (DNIe™)

2002

ELCINA (Electronics Industries Association of India) Awards for ‘Excellence in Electronics’ instituted by the IT department of the Government of India. SAMSUNG India received the 1st Prize in the Consumer Electronics category for productivity, exports, R&D and quality assurance in 2002

 

Foundation Stone laid for CTV Factory at Noida, Uttar Pradesh.

1996

Launch

in

South

Home Appliances Launch

 
 

Samsung India Electronics (SIEL) products launched in India.

1995

Certificate

for

commencement

of

business

received by Samsung

 

Source: Samsung Electronics website

Table: Achievements of Samsung Electronics

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B RANDING STRATEGY OF SAMSUNG E LECTRONICS Interbrand, the world’s leading brand consultant has ranked
B RANDING STRATEGY OF SAMSUNG E LECTRONICS Interbrand, the world’s leading brand consultant has ranked

BRANDING STRATEGY OF SAMSUNG ELECTRONICS

Interbrand, the world’s leading brand consultant has ranked Samsung as the fastest growing brand in the world. For any new company, when it enters the market, there are two options to stimulate the growth; intensive advertising campaign, and offer products with unique functions. Samsung opted for both, but tilted more towards advertising and brand making strategy-creating awareness of its name by investing enormously in million-dollar brand making campaigns. One problem with older companies is that they often portray their product as commodity and normally sell their products only on the basis of brand without improving their quality and lowering their price. Samsung worked on all directions, it not only invested hugely in brand creation campaigns worldwide ($3billion marketing budget per year), while it also remained ahead of the market by introducing innovation. In order to create a different image, Samsung decided to position itself by developing innovative products and become leader rather than a follower.The reason for this success is Samsung’s holistic approach to develop several strategies for different regions, but guided by one unified Samsung brand image building strategy. The branding strategy started in 1996 by its Chairman Kun Lee, whose aim was to launch a coordinated global program to make Samsung an international brand. Over the last one decade Samsung has been busy in executing its comprehensive brand building strategy. Samsung annual investment in branding and marketing is about US$3.5 billion, which has been spent to increase its brand awareness around the world. Samsung the approach is holistic reaching the world customer. It created its branding in multiple ways, ranging from traditional adds to billboards, racing, Olympics games, cricket matches, marathons, in short wherever it saw the crowd, it communicated Samsung message by presenting itself as a leader of innovation with affordable price.

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SAMSUNG ELECTRONICS IN I NDIA Samsung India Electronics Private Limited (SIEL) is the Indian subsidiary
SAMSUNG ELECTRONICS IN I NDIA Samsung India Electronics Private Limited (SIEL) is the Indian subsidiary

SAMSUNG ELECTRONICS IN INDIA

Samsung India Electronics Private Limited (SIEL) is the Indian subsidiary of the US $55.2 billion Samsung Electronics Corporation (SEC) headquartered in Seoul, Korea. Headquartered in New Delhi, SAMSUNG India has widespread network of sales offices all over the country . SAMSUNG India is the hub for SAMSUNG’s South West Asia Regional operations. The South West Asia Headquarters, looks after the SAMSUNG business in Nepal, Sri Lanka, Bangladesh, Maldives and Bhutan besides India. SAMSUNG India which commenced its operations in India in December 1995 enjoys a sales turnover of over US$ 1Bn in just a decade of operations in the country. From being a virtually unknown entity in the Year 1995, brand SAMSUNG today enjoys an awareness level of over 65% and a positive opinion of over 80% in the country today (source: BAS 2007). Initially, a player only in the Colour Televisions segment, it later diversified into colour monitors (1999) and refrigerators (2003). Today, it is recognized as one of the fastest growing brands in the sphere of digital technology. SIEL is the market leader in high end digital television (Plasma, LCD).

PRODUCT PORTFOLIO OF SIEL

SAMSUNG India is the hub for SAMSUNG’s South West Asia Regional operations. SAMSUNG India has segmented their products into five categories.

India has segmented their products into five categories. Source: Samsung Electronics website Fig: Width of the

Source: Samsung Electronics website

Fig: Width of the product mix of SIEL

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M OBILE PHONE TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES
M OBILE PHONE TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES

MOBILE PHONE

M OBILE PHONE TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES PC/P

TV/AUDIO/VIDEO

M OBILE PHONE TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES PC/P

CAMERA/CAMCORDER

M OBILE PHONE TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES PC/P

HOME APPLIANCES

TV/A UDIO /V IDEO C AMERA /C AMCORDER H OME A PPLIANCES PC/P ERIPHERALS /P RINTERS

PC/PERIPHERALS/PRINTERS

/C AMCORDER H OME A PPLIANCES PC/P ERIPHERALS /P RINTERS Source: Samsung Electronics website Fig: Depth

Source: Samsung Electronics website

Fig: Depth of the product lines

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D EPTH OF THE LCD TV SEGMENT SAMSUNG India has divided the LCD TVs in
D EPTH OF THE LCD TV SEGMENT SAMSUNG India has divided the LCD TVs in

DEPTH OF THE LCD TV SEGMENT

SAMSUNG India has divided the LCD TVs in different series according to the

features. Here there is a brief review of segmentation of LCD TVs.

LCD TVs
LCD TVs
Series Series Series Series Series Serirs Series 3 Others 7 6 5 4 5 4
Series
Series
Series
Series
Series
Serirs
Series
3 Others
7 6
5
4 5
4

Source: Samsung Electronics website

Fig: Depth of the LCD segment

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I NDIAN CONSUMER ELECTRONICS INDUSTRY The consumer electronics industry has been witnessing a phenomenal growth
I NDIAN CONSUMER ELECTRONICS INDUSTRY The consumer electronics industry has been witnessing a phenomenal growth

INDIAN CONSUMER ELECTRONICS INDUSTRY

The consumer electronics industry has been witnessing a phenomenal growth globally over the past few years. This growth can be attributed to the revolutionary technological developments taking place in the consumer electronics industry. The revolution brought by the digital technology has enabled the consumer electronics sector to profit from the growing interaction of digital applications, such as camcorders, DVD player/recorder, still camera, computer monitor, LCD TV, etc. According to Consumer Electronics Market Forecast report, the global consumer electronics market is forecasted to grow at a CAGR of around 5% during 2009-2012. Also, during the same period, the global consumer electronics shipment will grow at a CAGR of around 5%. Various factors driving the future growth. On the regional front, we found that the American region, mainly US, is driving the global consumer electronics industry, closely followed by Europe. In future, Asia Pacific region will constitute the major portion of the consumer electronics industry, mainly due to the increase in demand from the developed countries in the region. Also, the American region along with the European region will see a decline in their market shares because the markets there have attained saturation and only the advent of new technology will boost the demand. India’s consumer electronics devices market, defined as the addressable market for computing devices, mobile handsets and AV products, is projected at around US$28.6bn in 2010. This is expected to increase to US$45.7bn by 2014, driven by rising incomes and growing affordability. Growth in some product categories dipped in 2009, but the market recovered strongly during the festive sales season that ran until Diwali, with many retailers reporting 20-40% growth. Spending on consumer electronics devices is projected to grow at an overall CAGR of 12% through 2014, with the key segments including touch-screen mobiles, for LCD TV sets, set-top boxes

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and notebook computers. Much of the growth will be driven by growing demand from India’s
and notebook computers. Much of the growth will be driven by growing demand from India’s

and notebook computers. Much of the growth will be driven by growing demand from India’s rural population.

DISPLAY AS A GROWTH DRIVER

India's domestic video device market is expected to grow at a CAGR of 22% between 2009-2013, to a value of US$15.2bn in that year. Television will remain the core product in this category, with sports events such as the India Premier League cricket and the 2010 Commonwealth Games in Delhi helping to drive demand for TV set upgrades.

Games in Delhi helping to drive demand for TV set upgrades. Source: Display search India Fig:

Source: Display search India

Fig: Contribution of video in the CE market

Indian market typically exhibits contradiction that there may be a unique to this market. For instants CRT TVs are obsolete across the world; but they continue to be

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sold in rural india. At the same time there is a growing demand for LCD
sold in rural india. At the same time there is a growing demand for LCD

sold in rural india. At the same time there is a growing demand for LCD TVs in india. In this way vedio continues to drive growth in India’s consumer electronics industry. The display industry in India promises huge potential in the years to come. The double digit compound annual growth over the next five years will be aided by various factors.

EMERGING LCD TV MARKET

India market and predicts that by 2012, LCD TV shipments will surpass those of CRT TVs in India. India has the second largest population in the world and an annual GDP growth rate of more than 8% from 2002 to 2012. CRT TV accounts for 92.9% of those units in 2008, followed by LCD TV with 6.6% and PDP TV with 0.5%. However, Indian LCD TV market is just at the beginning of a real growth curve, with Y/Y growth of more than 100% expected for each of the next five years. Growth will be driven by enhanced purchasing power, the digital broadcast (DTH, IPTV, STB cable) transition as well as consumer awareness and affordability of LCD TVs. India’s growing upper middle class is projected to be the greatest source of LCD TV purchasing power. Meanwhile, major brands like Samsung, LG, Sony and Philips and Indian local brands like Videocon and Onida are all focusing promotional efforts around LCD TV. Several Chinese brands are also targeting India with their first exports. Among the imports of LCD TV into India, approximately 25% were imported in as CBU (Complete Built Unit) and 75% were imported as SKD (Semi-Knock Down) or CKD (Complete Knock Down). Thailand has a special FTA (Free Trade Agreement) with India on duty benefits. Therefore, companies like Sony and Panasonic are making LCD TVs in Thailand and then shipping them to India. The

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growing LCD TV market in India has encouraged Indian company Videocon group to set up
growing LCD TV market in India has encouraged Indian company Videocon group to set up

growing LCD TV market in India has encouraged Indian company Videocon group to set up a TFT LCD panel manufacturing lab.

Videocon group to set up a TFT LCD panel manufacturing lab. Source: Display search India Fig:

Source: Display search India

Fig: Indian Emerging LCD TV Market

THEORETICAL BACKGROUND OF THE STUDY

Marketing involves satisfying consumer’s needs and wants. The task of any business is to deliver customer value at a profit. The American Marketing Association offers the following formal definition: Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stake holders.

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According to this view, holistic marketers succeed by managing a superior value chain that delivers
According to this view, holistic marketers succeed by managing a superior value chain that delivers

According to this view, holistic marketers succeed by managing a superior value chain that delivers a high level of product quality, service, and speed. Holistic marketers achieve profitable growth by expanding customer share, building customer loyalty, and capturing customer lifetime value.

customer loyalty, and capturing customer lifetime value. Source: Marketing Management by Philip Kotler & Kevin

Source: Marketing Management by Philip Kotler & Kevin Lane Kelle

Fig: Holistic Marketing Framework

A holistic marketing framework shows how the interaction between relevant actors (customers, company, and collaborators) and value-based activities (value exploration, value creation, and value delivery) helps to create, maintain, and renew customer value.

THE ROLE OF MARKETING CHANNELS

Successful value creation needs successful value delivery. Holistic marketers are increasingly taking a value network view of their businesses. The marketing channel

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performs the work of moving goods from producers to consumers. Intermediaries normally achieve superior efficiency
performs the work of moving goods from producers to consumers. Intermediaries normally achieve superior efficiency

performs the work of moving goods from producers to consumers. Intermediaries normally achieve superior efficiency in making goods widely available and accessible to target markets. Through their contacts, experience, specialization, and scale of operation, intermediaries usually offer the firm more than it can achieve on its own. These are the various roles performed by the channel partners:

Gather information about potential and current customers, competitors, and other actors and forces in the marketing environment.

Develop and disseminate persuasive communications to stimulate purchasing.

Reach agreements on price and other terms so that transfer of ownership or possession can be affected.

Place orders with manufacturers.

Acquire the funds to finance inventories at different levels in the marketing channel.

Assume risks connected with carrying out channel work.

Provide for the successive storage and movement of physical products.

Provide for buyers' payment of their bills through banks and other financial institutions.

Oversee actual transfer of ownership from one organization or person to another.

All channel functions have three things in common: They use up scarce resources; they can often be performed better through specialization; and they can be shifted among channel members. When the manufacturer shifts some functions to intermediaries, the producer's costs and prices are lower, but the intermediary must add a charge to cover its work. If the intermediaries are more efficient than the manufacturer, prices to consumers should be lower. If consumers perform some functions themselves, they should enjoy even lower prices.

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C HANNEL MANAGEMENT DECISIONS After a company has chosen a channel alternative, individual intermediaries must
C HANNEL MANAGEMENT DECISIONS After a company has chosen a channel alternative, individual intermediaries must

CHANNEL MANAGEMENT DECISIONS

After a company has chosen a channel alternative, individual intermediaries must be selected, trained, motivated, and evaluated. Channel arrangements must be modified over time.

SELECTING CHANNEL MEMBERS

Companies need to select their channel members carefully. To customers, the channels are the company. Consider the negative impression customers would get of if one or more of their outlets or dealers consistently appeared dirty, inefficient, or unpleasant. To facilitate channel member selection, producers should determine what characteristics distinguish the better intermediaries. They should evaluate the number of years in business, other lines carried, growth and profit record, financial strength, cooperativeness, and service reputation. If the intermediaries are sales agents, producers should evaluate the number and character of other lines carried and the size and quality of the sales force. If the intermediaries are department stores that want exclusive distribution, the producer should evaluate locations, future growth potential, and type of clientele.

TRAINING CHANNEL MEMBERS

Companies need to plan and implement careful training programs for their intermediaries. The company must constantly communicate its view that the intermediaries are partners in a joint effort to satisfy end users of the product. Coercive and reward power are objectively observable; legitimate, expert, and referent power are more subjective and dependent on the ability and willingness of parties to recognize them.

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M OTIVATING C HANNEL M EMBERS A company needs to view its intermediaries in the
M OTIVATING C HANNEL M EMBERS A company needs to view its intermediaries in the

MOTIVATING CHANNEL MEMBERS

A company needs to view its intermediaries in the same way it views its end users. It needs to determine intermediaries' needs and construct a channel positioning such that its channel offering is tailored to provide superior value to these intermediaries. Being able to stimulate channel members to top performance starts with understanding their needs and wants. The company should provide training programs, market research programs, and other capability-building programs to improve intermediaries’ performance.

EVALUATING CHANNEL MEMBERS

Producers must periodically evaluate intermediaries' performance against such standards as sales-quota attainment, average inventory levels, customer delivery time, treatment of damaged and lost goods, and cooperation in promotional and training programs. A producer will occasionally discover that it is paying too much to particular intermediaries for what they are actually doing. Producers should set up functional discounts in which they pay specified amounts for the trade channel's performance of each agreed-upon service. Underperformers need to be counseled, retrained, motivated, or terminated.

MODIFYING CHANNEL ARRANGEMENTS

A producer must periodically review and modify its channel arrangements. Modification becomes necessary when the distribution channel is not working as planned, consumer buying patterns change, the market expands, new competition arises, innovative distribution channels emerge, and the product moves into later stages in the product life cycle.

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L EVELS OF MARKETING SEGMENTATIONS AND TARGETS Markets are not homogeneous. A company cannot connect
L EVELS OF MARKETING SEGMENTATIONS AND TARGETS Markets are not homogeneous. A company cannot connect

LEVELS OF MARKETING SEGMENTATIONS AND TARGETS

Markets are not homogeneous. A company cannot connect with all customers in large, broad, or diverse .markets. Consumers vary on many dimensions and often can be grouped according to one or more characteristics.

SEGMENTATION MARKETING

The starting point for discussing segmentation is mass marketing. In mass marketing, the seller engages in the mass production, mass distribution, and mass promotion of one product for all buyers. The argument for mass marketing is that it creates the largest potential market, which leads to the lowest costs, which in turn can lead to lower prices or higher margins. However, many critics point to the increasing splintering of the market, which makes mass marketing more difficult. The proliferation of advertising media and distribution channels is making it difficult and increasingly expensive to reach a mass audience. Some claim that mass marketing is dying. Most companies are turning to micromarketing at one of four levels: segments, niches, local areas, and individuals.

TARGET MARKETING

Once the firm has identified its market-segment opportunities, it has to decide how many and which ones to target. Marketers are increasingly combining several variables in an effort to identify smaller, better-defined target groups. Effective target marketing requires that marketers:

Identify and profile distinct groups of buyers who differ in their needs and preferences (market segmentation) .

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25

Select one or more market segments to enter (market targeting). For each target segment ,
Select one or more market segments to enter (market targeting). For each target segment ,

Select one or more market segments to enter (market targeting).

For each target segment , establish and communicate the distinctive benefits) of the company's market offering (market positioning) .

COMPETITIVE STRATEGIES FOR MARKET LEADERS

The leader might spend conservatively whereas a challenger spends liberally. The leader might misjudge its competition and find itself left behind. The dominant firm might look old-fashioned against new and peppier rivals. The dominant firm's costs might rise excessively and hurt its profits, or a discount competitor can undercut prices. Leaders can respond to an aggressive competitor in three ways first, the firm must find ways to expand total market demand. Second, the firm must protect its current market share through good defensive and offensive actions. Third, the firm can try to increase its market share, even if market size remains constant.

EXPANDING THE TOTAL MARKET

The dominant firm normally gains the most when the total market expands. The market leader should look for new customers or more usage from existing customers. Every product class has the potential of attracting buyers who are unaware of the product or who are resisting it because of price or lack of certain features. A company can search for new users among three groups: those who might use it but do not (market-penetration strategy), those who have never used it (new-market segment strategy) or those who live elsewhere (geographical-expansion strategy). Usage can be increased by increasing the level or quantity of consumption or increasing the frequency of consumption.

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D EFINING M ARKET S HARE While trying to expand total market size, the dominant
D EFINING M ARKET S HARE While trying to expand total market size, the dominant

DEFINING MARKET SHARE

While trying to expand total market size, the dominant firm must continuously defend its current business. The leader leads the industry in developing new product and customer services, distribution effectiveness, and cost cutting. It keeps increasing its competitive strength and value to customers.

EXPANDING MARKET SHARE

Market leaders can improve their profitability by increasing their market share. Gaining increased share in the served market, however, does not automatically produce higher profits—especially for labor-intensive service companies that may not experience many economies of scale. Much depends on the company's strategy. Because the cost of buying higher market share may far exceed its revenue value, a company should consider four factors before pursuing increased market share: The possibility of provoking antitrust action, Economic cost, Pursuing the wrong marketing-mix strategy, The effect of increased market share on actual and perceived

quality.

DISTRIBUTION CHANNEL MAP OF SIEL IN KOLKATA

The producer and the final customer are part of every channel. These channels are different levels. A one-level channel contains one selling intermediary, such as a retailer. A two-level channel contains two intermediaries. In consumer markets, these are typically a wholesaler and a retailer. A three-level channel contains three intermediaries. In the meatpacking industry, wholesalers sell to jobbers, who sell to

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small retailers. From the producer's point of view, obtaining information about end users and exercising
small retailers. From the producer's point of view, obtaining information about end users and exercising

small retailers. From the producer's point of view, obtaining information about end

users and exercising control becomes more difficult as the number of channel levels

increases.

SIEL is having three types of distribution system. Two of them comes under one-level

channel and last one comes under two-level channel.

ONE LEVEL CHANNEL

Company Brand Shop Customers Warehouse
Company
Brand Shop
Customers
Warehouse
Company Direct Customers Warehouse Dealers
Company
Direct
Customers
Warehouse
Dealers

TWO LEVEL CHANNEL

Company Distributors Sub Dealers Customers Warehouse
Company
Distributors
Sub Dealers
Customers
Warehouse

Fig: Distribution channel map of SIEL

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M ARKET SIZE OF SAMSUNG LCD TV S IN K OLKATA During the study I
M ARKET SIZE OF SAMSUNG LCD TV S IN K OLKATA During the study I

MARKET SIZE OF SAMSUNG LCD TVS IN KOLKATA

During the study I have subdivided Kolkata in to three parts these are North Kolkata,

Central Kolkata and South Kolkata.

NORTH KOLKATA

TOTAL

TOTAL

     

COUNTER

SIZE

COUNTER

SHARE

NO OF DEALERS SURVEYED

AVERAGE

COUNTER SIZE

AVERAGE COUNTER SHARE

404

200

22

18.36

 

9.09

COUNTER SHARE OF SAMSUNG LCD TV IN NORTH KOLKATA

(9.09/18.36)*100

=

49.50

CENTRAL KOLKATA

TOTAL

TOTAL

     

COUNTER

SIZE

COUNTER

SHARE

NO OF DEALERS SURVEYED

AVERAGE

COUNTER SIZE

AVERAGE COUNTER SHARE

189

89

13

14.53

 

6.84

COUNTER SHARE OF SAMSUNG LCD TV IN NORTH KOLKATA

(14.53/6.84)*100

=

47.O7

SOUTH KOLKATA

TOTAL

COUNTER

SIZE

TOTAL

COUNTER

SHARE

NO OF DEALERS SURVEYED

AVERAGE

COUNTER SIZE

AVERAGE COUNTER SHARE

434

209

15

28.93

13.93

COUNTER SHARE OF SAMSUNG LCD TV IN NORTH KOLKATA

(13.93/28.93)*100

= 48.15

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D ATA I NTERPRETATION AND A NALYSIS Table- 4.1: Table showing the counter share of
D ATA I NTERPRETATION AND A NALYSIS Table- 4.1: Table showing the counter share of

DATA INTERPRETATION AND ANALYSIS

Table- 4.1: Table showing the counter share of SAMSUNG LCD TVs

Particulars

No of Dealers

Percentage

less than 30%

6

12

Between 30%-50%

27

54

Between 51%-70%

13

26

Greater than 70%

4

8

Total

50

100

Source: Primary Data

Greater than 70%

Total 50 100 Source: Primary Data Greater than 70% 8% less than 30% 12% Between 51%-
8% less than 30% 12% Between 51%- 70% 26% Between 30%- 50% 54%
8%
less than 30%
12%
Between 51%-
70%
26%
Between 30%-
50%
54%

INTERPRETATION:

From the above table, it can be observed that 54% of the dealers are having counter share of SAMSUNG LCD is between 30%-50%, where as 26% of the dealers are having counter share of SAMSUNG LCD is between 51%-70%, 12% of the dealers are having counter share of SAMSUNG LCD is less than 30% and only 8% of the are having more than 75% counter share.

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Table- 4.2: Table showing the counter size of the dealers Particulars No of respondents Percentage
Table- 4.2: Table showing the counter size of the dealers Particulars No of respondents Percentage

Table- 4.2: Table showing the counter size of the dealers

Particulars

No of respondents

Percentage

Between 0-19

27

54

Between 20-39

14

28

Between 40-60

7

14

More than 60

2

4

Total

50

100

Source: Primary Data

More than 60

4%

Between 40-60 14% Between 0-19 54% Between 20-39 28%
Between 40-60
14%
Between 0-19
54%
Between 20-39
28%

INTERPRETATION:

The above table depicts that 54% of the dealers are having counter size between 0-19 TVs per month, where as 28% of the dealers are having counter size between 20-39 TVs per month, 14% of the dealers are of the dealers are having counter size between 40-60 TVs per month, and only 4% of the dealers are having counter size more than TVs per month.

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Table- 4.3: Table showing whether the dealers are having of LCD stand Particulars No of
Table- 4.3: Table showing whether the dealers are having of LCD stand Particulars No of

Table- 4.3: Table showing whether the dealers are having of LCD stand

Particulars

No of Respondents

Percentage

Yes

19

38

No

31

62

Total

50

100

Source: Primary Data

Yes 38% No 62%
Yes
38%
No
62%

INTERPRETATION:

From the above table, it can be observed that 62% of the respondents don’t have any LCD display stand in their counter where as 38% of the respondents are having LCD display stand in their counter.

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Table- 4.4: Table showing the Display share of SAMSUNG LCD TVs   Less Between Between
Table- 4.4: Table showing the Display share of SAMSUNG LCD TVs   Less Between Between

Table- 4.4: Table showing the Display share of SAMSUNG LCD TVs

 

Less

Between

Between

Between

Greater

 

Particulars

than

25%-40%

41%-54%

55%-75%

than

Total

25%

75%

SAMSUNG

9

18

8

9

6

50

LG

21

18

5

3

3

50

SONY

31

15

2

2

0

50

Others

38

7

3

2

0

50

Source: Primary Data

40

35

30

25

20

15

10

5

0

SAMSUNG LG SONY OTHERS
SAMSUNG
LG
SONY
OTHERS

Less than 25%

Between 25%-

40%

Between 41%-

54%

Between 55%-

75%

Greater than

75%

INTERPRETATION:

From the above table, it can be observer that in 18% counter, Samsung, in 42% counter LG, in 62% counter SONY and in 72% counter others are having less than 25% Display share. Where as in 36% counter Samsung and LG are sharing the same, in 30% counter SONY and in 14% counter others are having Display share between 25%-40%. In 16% counter Samsung, in 10% counter LG, in 4% counter SONY and in 6% counter others are having Display share between 41%-54%. In 18% counter Samsung, in 6% counter LG, in 4% counter SONY and in 4% counter others are having Display share between 55%-75%. In 12% counter Samsung, in 6% counter LG is having more than 75% Display share.

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Table- 4.5: Largest selling model among all the models Particulars No of Respondents Percentage 22
Table- 4.5: Largest selling model among all the models Particulars No of Respondents Percentage 22

Table- 4.5: Largest selling model among all the models

Particulars

No of Respondents

Percentage

22

Inch

28

56

26

Inch

20

40

32

Inch

2

4

40

Inch

0

0

Above 40 Inch

0

0

Total

50

100

Source: Primary Data

32 Inch

4%

40 Inch Above 40 Inch

0%

0%

26 Inch 40% 22 Inch 56%
26 Inch
40%
22 Inch
56%

INTERPRETATION:

From the above table it can be found that 72% of respondents finds 22” is the largest selling model in their counter, followed by 26’’ which is the largest selling model in 40% counters, where as only 4% finds 22” is the largest selling model in their counter.

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Table- 4.6: Table showing whether dealers are having sufficient catalog Particulars No of Respondents Percentage
Table- 4.6: Table showing whether dealers are having sufficient catalog Particulars No of Respondents Percentage

Table- 4.6: Table showing whether dealers are having sufficient catalog

Particulars

No of Respondents

Percentage

Yes

24

48

No

26

52

Total

50

100

Source: Primary Data

No 52%
No
52%

INTERPRETATION:

From the above data,

Yes 48%
Yes
48%

it

can be

inferred that

majority of the

respondents i.e. 52% don’t have the sufficient catalog of the product. The rest 48% of the respondents are having sufficient catalog of the product.

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Table- 4.7: Table showing whether the dealers are aware of current pricelist Particulars No of
Table- 4.7: Table showing whether the dealers are aware of current pricelist Particulars No of

Table- 4.7: Table showing whether the dealers are aware of current pricelist

Particulars

No of Respondents

Percentage

Yes

43

86

No

7

14

Total

50

100

Source: Primary Data

No 14% Yes 86%
No
14%
Yes
86%

INTERPRETATION:

From the above table, it can be observed that 86% of the respondents are aware of current pricelist and they used to get it by email or via sales person and only 14% of the respondents not aware of current pricelist as they not getting the current pricelist from any of the available sources.

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Table- 4.8: List of different sources from where the dealers get the product Particulars No
Table- 4.8: List of different sources from where the dealers get the product Particulars No

Table- 4.8: List of different sources from where the dealers get the product

Particulars

No of Respondents

Percentage

Distributor

41

82

Wholesaler

3

6

Other Source

2

4

All of them

4

8

Total

50

100

Source: Primary Data

Other Source

4% All of them 8% Distributor 82%
4%
All of them
8%
Distributor
82%

Wholesaler

6%

INTERPRETATION:

From the above table, it can be found that 82% of the respondents get the product from the distributor, 8% of the respondents get the product from all the available sources where they felt cheaper, 6% of the respondents get the product from the wholesaler and only 4% of the respondents get the product from other alternative sources.

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Table- 4.9: Table showing the satisfaction level of the dealers about the distributors Particulars No
Table- 4.9: Table showing the satisfaction level of the dealers about the distributors Particulars No

Table- 4.9: Table showing the satisfaction level of the dealers about the distributors

Particulars

No of Respondents

Percentage

Highly Satisfied

15

30

Satisfied

34

68

Dissatisfied

1

2

Highly Dissatisfied

0

0

Total

50

100

Source: Primary Data

Dissatisfied

Highly Dissatisfied

2% 0% Highly Satisfied 30% Satisfied 68%
2%
0%
Highly Satisfied
30%
Satisfied
68%

INTERPRETATION:

From the above table it can be found that 68% of respondents are satisfied with distributors as a whole, where as 30% of respondents are highly satisfied with distributors as a whole and only 2% of respondents are dissatisfied with distributors as a whole.

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Table- 4.10: Table showing the frequency of sales persons visiting the counter Particulars No of
Table- 4.10: Table showing the frequency of sales persons visiting the counter Particulars No of

Table- 4.10: Table showing the frequency of sales persons visiting the counter

Particulars

No of Respondents

Percentage

Once in a week

17

34

Twice a week

19

38

Thrice a week

13

26

More than three days

1

2

Total

50

100

Source: Primary Data

More than three days

2% Thrice a week Once in a week 26% 34% Twice a week 38%
2%
Thrice a week
Once in a week
26%
34%
Twice a week
38%

INTERPRETATION:

From the above table it can be found that in 38% counters salespersons are visiting twice a week, where as in 34% counters salespersons are visiting once a week, 24% counters salespersons are visiting thrice a week, and only in 2% counters salespersons are visiting more than thrice a week.

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Table- 4.11: Table showing the satisfaction level of the dealers about the service Particulars No
Table- 4.11: Table showing the satisfaction level of the dealers about the service Particulars No

Table- 4.11: Table showing the satisfaction level of the dealers about the service

Particulars

No of Respondents

Percentage

Good

36

72

Satisfactory

12

24

Average

2

4

Below average

0

0

Total

50

100

Source: Primary Data

Average

Below

4% average 0% Satisfactory 24% Good 72%
4%
average
0%
Satisfactory
24%
Good
72%

INTERPRETATION:

From the above table, it can be observed that majority of the respondent 72% rated the service as good, 24% of the respondents rated the service as satisfactory, and only 4% of the responded rated the service as average.

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Table- 4.12: List of facilitating factors which will help the dealers to increase the counter
Table- 4.12: List of facilitating factors which will help the dealers to increase the counter

Table- 4.12: List of facilitating factors which will help the dealers to increase the counter share

Particulars

No of Respondents

Percentage

Branding

13

26

Advertising

25

50

Salesman

7

14

Display Concert

5

10

Total

50

100

Source: Primary Data

Display Concert Branding 10% 26% Salesman 14% Advertising 50%
Display
Concert
Branding
10%
26%
Salesman
14%
Advertising
50%

INTERPRETATION:

From the above table, it can be observed that majority of the respondents 50% think that advertising will facilitate to increase their counter share, where as 26% respondents think that branding will facilitate to increase their counter share, 14% respondents think that salesman will facilitate to increase their counter share and only 10% respondents think that display concert will facilitate to increase their counter share.

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Table- 4.13: Table showing whether the dealers are satisfied with SAMSUNG as whole Particulars No
Table- 4.13: Table showing whether the dealers are satisfied with SAMSUNG as whole Particulars No

Table- 4.13: Table showing whether the dealers are satisfied with SAMSUNG as whole

Particulars

No of Respondents

Percentage

Yes

48

96

No

2

4

Total

50

100

Source: Primary Data

No 4% Yes 96%
No
4%
Yes
96%

INTERPRETATION:

From the above table, it can be observed that majority of the respondents 96% are satisfied with SAMSUNG as a whole, where as only 4% respondents are not satisfied with SAMSUNG as a whole.

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L IMITATIONS During the dealer study, some of the dealers did not give the exact
L IMITATIONS During the dealer study, some of the dealers did not give the exact

LIMITATIONS

During the dealer study, some of the dealers did not give the exact information about number of products sold by them in a month.

The market size of SAMSUNG LCD TVs achieved is exclusive of B2C market.

This study does not take into account the market in Kolkata as whole, but only 50 dealers.

Study was conducted with dealers selling mostly Samsung products, with most of them selling LG, SONY etc. products in lower quantities. Therefore, this might skew the results a bit.

The period of the project was not sufficient to study all the factors in deep.

providing

Many consumer and dealers/retailers showed information and haven’t cooperated.

less

interest

in

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F INDINGS Majority of the dealers i.e. 54% are having counter share of SAMSUNG LCD
F INDINGS Majority of the dealers i.e. 54% are having counter share of SAMSUNG LCD

FINDINGS

Majority of the dealers i.e. 54% are having counter share of SAMSUNG LCD is between 30%-50%. It shows that Samsung has got strong grip in the market and if the dealers will contribute more enthusiastically than market share may grow farther.

54% of the dealers are having counter size between 0-19 units per month. It shows that majority of the dealers need to improve their counter size in order to expand the market.

From the study, it is revealed that 62% of the dealers don’t have any LCD display stand in their counter.

Samsung is having healthy display share (between 55% to 75%) in 18% dealers rather than i.e. it shows that many of the dealers are keeping Samsung in the display. Different contest for displaying the LCD brings a new perspective in this context.

Among the different models like 22 inch, 26 inch, 40 inch, above 40 inch, majority of the dealers (56%) finds 22” is the largest selling model in their counter.

Majority of the dealers i.e. 52% don’t have the sufficient catalog of the product. Samsung should strive to ensure that the catalogs are sent out regularly and quickly, as this is the cause of most grievances of the channel partners.

Majority of the dealers are aware of current pricelist due to the effective communication with the company. Without effective communication value cannot be passed deliver superior value to the target market.

Some dealer’s are taking Samsung LCD from cheaper markets. This is creating price instability in the market between retailers and system integrators.

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68% of the dealers are satisfied with the distributors. In turn, it helps to achieve
68% of the dealers are satisfied with the distributors. In turn, it helps to achieve

68% of the dealers are satisfied with the distributors. In turn, it helps to achieve superior efficiency in making goods widely available and accessible to target markets.

In 38% counters sales persons are visiting twice a week.

72% of the dealers rated the promotional service as good. The rating shows that Samsung is successful in delivering distinctive customer value.

50% of the respondents think that advertising will facilitate to increase their counter share. It might build conviction and purchase intent among the target audience.

96% of the dealers are satisfied with SAMSUNG as a whole.

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S UGGESTIONS SAMSUNG should redress the grievance of the dealers regarding the supply of catalogs,
S UGGESTIONS SAMSUNG should redress the grievance of the dealers regarding the supply of catalogs,

SUGGESTIONS

SAMSUNG should redress the grievance of the dealers regarding the supply of catalogs, so that the dealers can show various models to the prospects and endorse to buy SAMSUNG LCD TV.

The company should modify some of the models as these models don’t have any output connection specially the 22” model as it is the largest selling model in most of the counters.

Dealers in Kolkata don’t have enough space to display LCD in their counter that’s why they are not willing to keep LCD display stand in their counter. Company should customize the display stand so that it can be easily fix in the wall, in this way SAMSUNG can improve the display share as SAMSUNG also believes that “ JO DIKHTA HAI WO BIKTA HAI”.

The rural counters are not getting the current price list of the product as sales persons are visiting less in these counters company should focus on that matter seriously.

Company should introduce low cost products to satisfy the needs of the low or middle class as SONY is having 19” model in this segment.

Branding and promotional activities should be done effectively as it creates a long lasting image in the mind of the customers.

As there is a bottle neck competition between SAMSUNG and LG, it is necessary to take major steps to overcome the area of downfall in SAMSUNG with respect to LG.

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C ONCLUSION This study highlighted that Kolkata market is still a virgin market for SAMSUNG
C ONCLUSION This study highlighted that Kolkata market is still a virgin market for SAMSUNG

CONCLUSION

This study highlighted that Kolkata market is still a virgin market for SAMSUNG LCD TVs. Customers need to be made aware of the productive usages of these products if SAMSUNG want to target these untapped market segments of customers. Also SAMSUNG need to modify their advertising strategies in order to educate the target audience about the product. Hence SAMSUNG will be able to win a major between the competitors.

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B IBLIOGRAPHY B OOKS AND JOURNALS REFERRED : SAMSUNG Electronics annual report, 2009 Current state
B IBLIOGRAPHY B OOKS AND JOURNALS REFERRED : SAMSUNG Electronics annual report, 2009 Current state

BIBLIOGRAPHY

BOOKS AND JOURNALS REFERRED:

SAMSUNG Electronics annual report, 2009

Current state of Indian Economy (FICCI), October 2009

Indian journal of marketing, June 2009

Marketing Management, 12 th Edition

By: Philip Kotler and Kevin Lane Keller

WEBSITES:

http://www.google.com http://www.ibef.org http://www.displaysearch.com http:// www.dnb.com http://www.samsung.com. http:// www.cygnusindia.com

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A NNEXURE Questionnaire “A Study on distribution channel relationship and market share analysis of Samsung
A NNEXURE Questionnaire “A Study on distribution channel relationship and market share analysis of Samsung

ANNEXURE

Questionnaire

“A Study on distribution channel relationship and market share analysis of Samsung LCD in the territory of Kolkata”, with special reference to SIEL.

1)

Name of the dealer: …………………………………………………………………

2)

What is the Counter share of SAMSUNG LCD per month?

 

…………………

3)

What is the counter size of the dealer per month?

 

…………………

4)

Whether the dealer is having LCD stand?

 
 

Yes

  Yes No

No

  Yes No

5)

How different brands are displayed (Size wise)?

 
 

22”

26”

32”

40”

Above 40”

 

SAMSUNG

  SAMSUNG
  SAMSUNG
  SAMSUNG
  SAMSUNG
  SAMSUNG

LG

LG
LG
LG
LG
LG

SONY

SONY
SONY
SONY
SONY
SONY

Others

Others
Others
Others
Others
Others

6)

Which is the largest selling Model?

 
 

22”

26”

32”

40”

Above 40”

  22” 26” 32” 40” Above 40” 7) Whether the Dealer is having sufficient catalog of
  22” 26” 32” 40” Above 40” 7) Whether the Dealer is having sufficient catalog of
  22” 26” 32” 40” Above 40” 7) Whether the Dealer is having sufficient catalog of
  22” 26” 32” 40” Above 40” 7) Whether the Dealer is having sufficient catalog of
  22” 26” 32” 40” Above 40” 7) Whether the Dealer is having sufficient catalog of

7)

Whether the Dealer is having sufficient catalog of the product?

Yes

Yes No

No

Yes No

8)

Whether the Dealer is aware of current pricelist of the product?

 

Yes

Yes No

No

Yes No

9)

From where the dealer used to get the product?

 

Distributor

Distributor Other Source

Other Source

Distributor Other Source

Whole seller

Whole seller All of them

All of them

Whole seller All of them
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10) Whether the Dealer is satisfied with the Distributor? Highly Satisfied Satisfied Dissatisfied Highly
10) Whether the Dealer is satisfied with the Distributor? Highly Satisfied Satisfied Dissatisfied Highly

10) Whether the Dealer is satisfied with the Distributor?

Highly Satisfied

Highly Satisfied Satisfied

Satisfied

Highly Satisfied Satisfied

Dissatisfied

Dissatisfied Highly dissatisfied

Highly dissatisfied

Dissatisfied Highly dissatisfied

11) How often distributors sales person visit the counter?

 

Once a week

Once a week Twice a week

Twice a week

Once a week Twice a week

Thrice a week

Thrice a week More than 3 times  

More than 3 times

More than 3 times
 

12) Whether the dealer is satisfied with the service?

 

Satisfactory

Satisfactory Good

Good

Satisfactory Good

Average

Average Below Average

Below Average

Average Below Average

13) What can Samsung do to motivate you to sell more Samsung LCD rather than any other brand?

Branding

Branding Advertising

Advertising

Branding Advertising

Salesman

Salesman Display Concert

Display Concert

Salesman Display Concert

14) Have you been satisfied with Samsung as a whole, during your experience selling Samsung products?

Yes

been satisfied with Samsung as a whole, during your experience selling Samsung products? Yes Suggestions (If

Suggestions (If Any):

No

been satisfied with Samsung as a whole, during your experience selling Samsung products? Yes Suggestions (If
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50