Acers Company Project

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EXECUTIVE SUMMARY:

There is a tangible monetary benefit to companies investing time and resources in fostering higher engagement

within their employees .The task of precisely defining employee engagement is still ongoing but it is most often

defined in terms of behaviours exhibited in the workplace. Engaged employees are prepared to go the extra mile

in pursuit of workplace excellence. They are ambassadors for their organisations, who will speak highly of the

company and its people, even when they are not in a work setting. An engaged employee is identifiable by

workplace behaviours such as losing track of time as they are so absorbed in the task at hand. This is distinct

from excessive overtime in order to give the impression of ‘hard work.’ oth look the same, but one is

productive for the employer!employee relationship and one is not" Academics would say that not enough is

understood about what drives employee engagement as most research in the area has tended to focus on

business outcomes without investigating underlying causes. As the impact of engagement on business has been

positive and has been linked with higher profitability, practice has raced ahead of the underpinning research in

pursuit of creating a more engaged and hence profitable workforce. # designed and undertook research to aid

understanding of the area by investigating the relationship between employee engagement and the culture of the

organisation as a whole. At the same time # looked at the interplay between individual differences $as measured

by a personality tool% and engagement levels. # hoped to discover whether the key driver of employee

engagement was environmental, individual or both. Employee engagement had not previously been investigated

using this methodology, which surprised me given that sound knowledge of its fundamental structure could leadto many common sense best practices. &articipants in the research were drawn from a range of backgrounds

The ma'ority being drawn from a single public sector organisation that works with organisations, helping them

to work more responsibly with their local community. (ollowing collation and analysis of data from over )**

respondents, the outcomes of this research suggest the following+

• #ndividual differences in age, position within the company and salary had only a minor association

with employee engagement level.

• The key factor in determining employee engagement was the degree of fit between employees’

present view of their organisational culture and that which they desire long term for the organisation

The bigger the disparity, the lower the level of employee engagement.

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• Employee engagement is much more associated with organisational culture than it is with personality.

This suggests that interventions that measure engagement based solely on personality variables are

conceptually flawed.

-ive 'ob applicants an accurate organisational preview before they 'oin. At the recruitment stage there may be

a certain amount of impression management on both sides, as companies seek to acuire the best talent and

applicants seek to impress employers. /hilst this will always be the case to some degree, it is important to

communicate accurately what the present organisational culture is and that which the company aspires to. 0nce

this is out in the open, the employer can be sure that the engaged employee they see at the interview stage is

similarly engaged 1 months down the line.

# had become increasingly aware of the interest surrounding employee engagement from both an academic and

a business related point of view. As a conseuence of this shift and its likely impact upon our clients, #

undertook a piece of research to investigate this phenomenon, and identify practical steps that organisations can

take to raise their employee engagement levels.

Employee engagement is associated with many desirable outcomes such as 'ob satisfaction, intention to stay and

'ob performance .2ompanies with a greater number of engaged employees typically have lower operating costs

higher customer satisfaction and higher profits. There is a tangible monetary benefit to companies investing

time and resources in fostering higher engagement within their employees .

3et organisational culture ob'ectives over the long term $around 4 years% and communicate these to employees

#f the future vision of the company is in line with that held by staff, then employee engagement levels will rise

significantly. Even where there is disparity the act of identifying these differences allow for meaningfu

dialogue in finding ways of reducing the disparity.

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CHAPTER-1

1.1 INTRODUCTION TO THE PROJECT AND CONCEPTUAL

FRAMEWORK

2onsumer refers to that person which purchases goods for their own use. 5ifferent person purchase goods but in

real that person is called consumer which consumed goods finally. (or example+ a whole seller purchase goods

from manufacturer and sell it to the retailer, and retailer sell it to the ultimate user which is called consumer.

2ontractual employees are those who were being hired by the company for relatively longer period of time i.e.

one to 4 years. 2ontractual employees, due to the reasonable time period that they expect to stay with thecompany, have developed a commitment and organi6ational loyalty. 7egular employees are those who are hired

for indefinite time period with an expectation that these employees will not only contribute and add value to the

organi6ational processes but also take the organi6ation to the next level of performance and excellence. 7egular

and contractual employees are the one who makes the organi6ations compete, succeed and excel in the market

place.

2onsumer satisfaction is a measure of how products and services supplied by a company meet or surpass

consumer expectation. 2onsumer satisfaction is defined as 8the number of consumers, or percentage of total

customers, whose reported experience with a firm, its products, or its services exceeds specified satisfaction

goal.9

Every human being is a consumer of different produces. #f there is no consumer, there is no business. Therefore,

consumer satisfaction is very important to every business person. According to &hilip :otler consumer

satisfaction is defined on, ;personal feeling of pleasure resulting from comparing a product s pursued‟

performance in relation to his arketing decision maker needs descriptive information about the total potential unit and

dollar sales in each segment. &erhaps the most important one is that a seller needs to be aware of the relevant

ob'ective and need of consumer and how their ob'ectives might best be served by the products.

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2onsumer research is the systematic collection and analysis of consumer information for the purpose of

important decision making for marketing. 2onsumer research plays an important role in marketing process,

helps in consumer measurement, market potential, sales forecast, each element like product mix, distribution

mix, price, effectiveness of an advertisement campaign, consumer acceptance of a product. #n fiercely

competitive situation, it is extremely critical for and organi6ation to monitor the customer relationship on a

regular basis.

A2E7?s early focus was on research as opposed to service activities, and making A2E7 a clearinghouse of

research information. Emphasis was placed on primary and secondary education. #t had a policy of functioning

through the state #nstitutes of Educational 7esearch, although this was never particularly successful.

• a centre devoted to the scientific study of education@

• a knowledgeable institution that could be used by Australian educators to improve their information, and

a source of reference on what was the best and latest in educational thought and practice@ and

• a supporter of progressive education.

5uring the 3econd /orld /ar, A2E7 was involved in psychological testing for personnel selection to the

Armed 3ervices and government departments. A2E7 also worked on publications dealing with evacuation

possibilities, and advised the 5epartment of &ost!/ar 7econstruction. (or the three years from )BC A2E7 was

mostly concerned with the war effort, with regular work suspended. #ts war time work helped lead to

government financial support for A2E7 from )B1 and confirmed it as a significant national institution.

#n the post war years, A2E7 was able to move away from war work to focus on schools again. There was now

more emphasis on testing. A2E7 had become dependent on government finance. A2E7 work included+ a large

growth in library work@ establishment of a semi!autonomous test division@ conferences of test users@ research

into test theory@ Australia!wide curriculum survey@ university study to determine predictions of academic

success@ and the beginning of studies into adolescence and unemployment.

#n the )1*s A2E7 began the 2o!operative 3cholarship Testing &rogram $23T&% for scholarships to

independent schools. The program still runs today along with several others.

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1.2 INTRODUCTION TO CONCEPT

A2E7 grew rapidly in the post!war decades outgrowing several premises. 0riginally located in 2ollins 3treet,

>elbourne until )4D, then in onsdale 3treet, the company moved eight kilometres from central >elbourne to

Fawthorn in )1G then to its current premises in nearby 2amberwell in )B. A second 2amberwell office, on

2amberwell 7oad, was sold in C**H following the purchase of a building ad'acent to the company?s head office.

The buildings were connected allowing almost all Iictorian staff to be housed in the one building. A 3ydney

office opened in C**C, signalling A2E7?s efforts to be seen as a truly national organisation. This was followed

by offices in risbane in C**1, &erth in C**H and Adelaide in C**. #nternational offices were established in

5ubai and #ndia in C**B.

Today, A2E7 is an independent, not for profit organisation. A2E7 now receives no government funding J it is

funded entirely through contract work, fees for services and product sales.

A2E7 research is organised into seven research programs+

• Assessment and 7eporting

• &sychometrics and >ethodology

• &olicy Analysis and &rogram Evaluation

• Kational and #nternational 3urveys

• 3ystemwide Testing

• Teaching, earning and eadership

• Transitions and &ost!3chool Education and Training

#n addition to research, A2E7?s work includes fee for service testing programs such as scholarship selection

university entrance, psychological and human resources tests. 3ome of these are available online. Test scoring

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and administration services are also available. Tests, books and other materials are also published and sold

through A2E7 &ress for the education, psychology, human resources, parent education, special needs and

speech pathology markets. The A2E7 #nstitute $formerly the 2entre for &rofessional earning% provides a range

of professional learning seminars and manages A2E7?s annual 7esearch 2onference.

A2E7 hosts the international Kew Education (ellowship 2onference in Australia. The conference begins in

risbane in August, and concludes in &erth seven weeks later after moving to other capital cities. The

conference is a huge success, with more than D*** people attending.

(unding from 2arnegie 2orporation ceases. A2E7 has saved some of the initial grant money, which keeps the

organisation afloat during the war years until government support becomes available in )B1.

The official title ?Australian Educational 7esearch 2ouncil? was first selected, but then changed at the first

council meeting held in )G* to Australian 2ouncil for Educational 7esearch, which has not changed again

since.

A2E7?s early focus was on research as opposed to service activities, and making A2E7 a clearinghouse of

research information. Emphasis was placed on primary and secondary education. #t had a policy of functioning

through the state #nstitutes of Educational 7esearch, although this was never particularly successful.

Acer?s subsidiary in #ndia is Acer I!"# $P%&' L"("&e!, and was incorporated as a wholly owned subsidiary of

Acer 2omputer #nternational, td. in ). #t is a notable vendor in key segments such as education, desktop

computers and low profile notebooks for education. The headuarters are in angalore, #ndia.

Early signs indicated that the spinoff strategy had worked well, especially in Europe, where Acer became a

popular &2 brand. The global business model behind this restructuring was to transform Acer from a high

technology, hardware!focused company to a customer!centric service!oriented company. 0n the strategic front,

contrary to others &2s vendors who tried to emulate 5ell by adopting the direct!sales model, Acer decided to

rely on third party channels. y getting rid of all manufacturing functions Acer was free to source all hardware

from multiple suppliers. The supply chain model was to direct the flow of goods directly from suppliers to

distributors through a headuarters’ centralised enterprise resource planning system $E7&% fed by information

coming from local subsidiaries.

0n Lune C*)) Acer re!evaluated its inventory!management strategy in light of worsening economic conditions

in Europe, clarifying a large write!down. Acer said the main reason for the disputes was 8high inventory8

carried by distributors of its products, reflecting an 8inappropriate strategy8 in its European operations under the

current market situation. #n a written response to uestions from The /all 3treet Lournal, Acer said 83outhern

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#n the mid!C***s years, consumer notebooks have been almost the sole growth drivers for the &2 industry, and

Acer?s exceptionally low overheads and dedication to the channel had made it one of the main beneficiaries of

this trend.Acer grew uickly in Europe in part by embracing the use of more traditional distribution channels

targeting retail consumers when some rivals were pursuing online sales and business customers. #n C**H Acer

bought -ateway in the N3A and &ackard ell in Europe and became the Kumber G world provider of computers

and number C for notebooks, and achieved significant improvement in profitability. Acer has been striving to

become the worldPs largest &2 vendor, in the belief that the goal can help it achieve economy of scale and

garner higher margin. ut such a reliance on the high!volume, low!value &2 market made Acer exposed when

buying habits changed.

0n Lune C*)) Acer re!evaluated its inventory!management strategy in light of worsening economic conditions

in Europe, clarifying a large write!down. Acer said the main reason for the disputes was 8high inventory8

carried by distributors of its products, reflecting an 8inappropriate strategy8 in its European operations under the

current market situation. #n a written response to uestions from The /all 3treet Lournal, Acer said 83outhern

Europe?s economic situation has been worsening since last year8 and the stagnant technology market,

particularly in 3pain, 8influenced Acer?s &2 sales8. Acer discovered the problems through a routine audit, it

added.

#n efforts to stimulate growth, the company began in strategic restructuring aimed at strengthening Acer as a

marketing!oriented company. To energi6e and strengthen Acer’s global marketing organi6ation, Acer began

engaging with 7ed &eak -roup, a global marketing services firm, and appointed 7ed &eak 2hairman >ichael

irkin as Acer 2hief >arketing 0fficer. #n addition to the marketing organi6ation and personnel changes

irkin has been assigned to lead a newly established marketing committee as 2hairman, responsible for

integrating Acer’s global branding and marketing strategy.

#n an interview to /all 3treet Lournal in 3eptember C*)C chairman /ang said Acer?s top priority is to boost its

operating margin. The company plans to sell more ultrabook laptops and touch!enabled /indows D devices, and

invest more in product research, development and marketing. Fe said the global economic slowdown and

product transition to the new /indows operating system have made business more challenging.

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http://en.wikipedia.org/wiki/Gateway,_Inc.http://en.wikipedia.org/w/index.php?title=Red_Peak_Group&action=edit&redlink=1http://en.wikipedia.org/wiki/Chief_Marketing_Officerhttp://en.wikipedia.org/wiki/Ultrabookhttp://en.wikipedia.org/wiki/Laptophttp://en.wikipedia.org/wiki/Windows_8http://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/w/index.php?title=Red_Peak_Group&action=edit&redlink=1http://en.wikipedia.org/wiki/Chief_Marketing_Officerhttp://en.wikipedia.org/wiki/Ultrabookhttp://en.wikipedia.org/wiki/Laptophttp://en.wikipedia.org/wiki/Windows_8http://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Gateway,_Inc.


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Acer America 2orporation, headuartered in 3an Lose, 2alifornia, is a member of the Acer -roup. Acer?s 7O5

engineering, manufacturing and marketing operations in the Nnited 3tates and 2anada are handled by Acer

America. #n 3eptember )*, Acer acuired Altos 2omputer 3ystems, one of the top manufacturers of multi!

user and networked Nnix computer systems for commercial markets. #n (ebruary )H, Acer acuired Texas

#nstruments >obile 2omputing business, including the award!winning Travel>ate and Extensa notebook lines,

making Acer the fourth!leading notebook manufacturer in the Nnited 3tates. #n C**H Acer acuired &2 maker

-ateway. The acuisitions marked Acer’s return to the N3 consumer market that it abandoned in ) after

losing QB4m struggling to build brand awareness. Acer America?s 2anadian office, in >ississauga, 0ntario,

handles repair of Acer, -ateway, and E!>achine Kotebooks and 5esktop &2s for Eastern 2anada. Acer has

several facilities in Temple, Texas including a repair facility, a parts warehouse, and a call center. #n the words

of its 2hief Executive, L.T. /ang, ;uilding a brand is very different in the N3. The investment at the initial

stage has to be very bigJotherwise there is almost no impact9.

Acer?s subsidiary in #ndia is Acer I!"# $P%&' L"("&e!, and was incorporated as a wholly owned subsidiary of

Acer 2omputer #nternational, td. in ). #t is a notable vendor in key segments such as education, desktop

computers and low profile notebooks for education. The headuarters are in angalore, #ndia.

#n Kovember C*)), Acer was ranked )Cth place out of )4 in -reenpeace’s re!launched -uide to -reener

Electronics, with the a score of C. points out of )*. The -uide ranks electronics makers according to their

policies and practices to reduce their impact on the climate, produce greener products, and make their

operations more sustainable.

Acer grew uickly in Europe in part by embracing the use of more traditional distribution channels targeting

retail consumers when some rivals were pursuing online sales and business customers. #n C**H Acer bought

-ateway in the N3A and &ackard ell in Europe and became the Kumber G world provider of computers and

number C for notebooks, and achieved significant improvement in profitability. Acer has been striving to

become the worldPs largest &2 vendor, in the belief that the goal can help it achieve economy of scale and

garner higher margin. ut such a reliance on the high!volume, low!value &2 market made Acer exposed when

buying habits changed.

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CHAPTER-)

RESEARCH METHODOLO*Y

This chapter contains the ob'ective of the study, sources of data, research design, tools for data collection and

sampling techniues.

).1O+JECTIVES OF THE STUDY

To analy6e whether customers are satisfied or not after purchasing A2E7.

To identify the attitude of consumer towards A2E7.

To know the purchasing criteria’s of the consumers with regard to service of A2E7.

To identify the problem faced by A2E7 user after purchasing.

To identify the satisfaction of consumer towards A2E7.

).2 REVIEW OF LITERATURE

This chapter contains the review of literature related to A2E7 A&T0& and customer satisfaction and

awareness towards it. There are various studies which have already been conducted on the customer satisfaction

towards A2E7 A&T0&. The review studies focused on the A2E7 brand uality, brand perception and thinking

of people towards it.

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#n the early )*s Acer experienced a decline in sales and profit. The N3 operations in particular were at loss

due in particular to price war in this market dominated by 2ompa, #>, and F&. The autonomous management

of N3 executives made things worse. 3tan 3hih undertook a series of immediate restructuring initiatives such as

downsi6ing non!profitable operations, laying!off low performers, and tightening internal cost control. ut in

addition he redesigned completely the global organi6ational structure around three ma'or business units and

three managerial innovations.

#nstead of creating a series of centrally controlled foreign subsidiaries, Acer established a network of virtually

autonomous affiliates, much like a fast food franchise system. Each of these affiliates was managed by a group

of locals who determined product configurations, pricing strategies, and promotional programs based on

national or regional preferences. The affiliate would usually have 'ust one Taiwanese person on staff to facilitate

interorgani6ational communications. 3ales O >arketing >anagement characteri6ed the system as a

8revolutionary departure from the traditional hierarchical model of worldwide branches and subsidiaries

reporting to a head office8. #nstead, it was 8a commonwealth of independent companies, united only in their

commitment to a common brand name and logo8.

#n )G, Acer posted record profits of QH4 million@ BG percent of that year?s net was generated by the 57A>

'oint venture, considered 8the most efficient in the 57A> industry8 by some observers. Total sales grew to QG.C

billion in )B, and net income increased to QC*4 million, as Acer America turned its first annual profit in the

)*s. (rom )B to )4, Acer advanced from )Bth to ninth among the world?s largest computer

manufacturers, surpassing Fewlett!&ackard, 5ell, and Toshiba.

#n )B, 3hih unveiled a plan to 8deconstruct8 Acer into C) publicly traded business units by the end of the C*th

century. Acer #nc. would continue to own anywhere from ) percent to B* percent of the firms? stock, but 3hih

hoped that their independent status would enable the individual units to compete more effectively by facilitating

entrepreneurship, inspiring research and development, and allowing for corporate fundraising through stock and

bond offerings.

Already starting in ) the 2ompany took a series of cost!cutting measures+ workforce was reduced, N3

0perations were downsi6ed. ut L.T /ang initiated a profound re!structuring. Fe introduced a more centrally

integrated approach based on G global principles+ 80ne -lobal 2ompany8, 80ne -lobal rand8 and 80ne

-lobal Team8.

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#n )D, Acer reorgani6ed into five groups+ Acer #nternational 3ervice -roup, Acer 3ertek 3ervice -roup, Acer

3emiconductor -roup, Acer #nformation &roducts -roup, and Acer &eripherals -roup. Two years later that

corporate restructuring did not appear to have made a significant impact on the company overall, and stock

prices were falling. 3hih restructured again. To dispel complaints from clients that Acer competed with its own

products and to alleviate the competitive nature of the branded sales vs. contract manufacturing businesses, 3hih

spun off the contract business, renaming it /istron 2orporation. The restructuring resulted in two primary units

brand name sales and contract manufacturing. The restructuring also resulted in Acer breaking off several of its

smaller operations, including semiconductor design, consumer electronics, and liuid!crystal displays.

Acer increased worldwide sales while simultaneously reducing its labor force by identifying and using

marketing strategies that best utili6ed their existing distribution channels. y C**4, Acer employed a scant

H,D** people worldwide. 7evenues rose from N3QB. billion in C**G to N3Q)).G) billion in C**1.

Acer?s Korth American market share has slipped over the past few years, while in contrast, the company?s

European market share has risen.

The Acer Timeline N >4!BD)T-, while being thinner than previous Acer Timeline laptops, is not exactly thin

or light compared with its ultrabook brethren+ at B.C pounds and *.D inch thick, it?ll feel heavier and thicker than

most competitors. Fowever, compared with your regular everyday laptop, the Timeline N will feel, with

apologies to >r. 2reosote, wafer!thin. 3uch is the strange middle ground of the 8thinnerbooks8+ the S, V#",

S is close to the same si6e class, and so is the Toshiba 3atellite NDB4. The Acer?s feature set more closely

matches the Iaio 3, however, than the oddly pared!down 3atellite NDB4. #t all comes down to expectations+

most pared!down ultrabooks trade off features for si6e. #n this si6e class, #?m fine with a bigger chassis if it

affords all the extras this Timeline N manages to cram in. The 3atellite NDB4 felt disappointing for the same

reasons this Timeline N feels impressive.

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).) RESEARCH DESI*N

A descriptive research has been conducted to study consumer satisfaction towards A2E7 because it has

gathered the data that described events and then organi6ed, tabulated and described the data obtained from

consumers of A2E7. /e used 5escriptive statistics to describe the basic features of data of our study. They

provided us simple summaries about the samples and the measures of our study.

). SAMPLIN* DESI*N

ooking at the vast geographic area of the 57. #T -70N& 0( #K3T#TNTE, /e have selected the convenience

sampling method for conducting survey. The sample si6e for the survey is G*.

SAMPLE SI/E

0ur sample si6e was G* respondents.

).0 :DATA TOOL

).0 .1: DATA COLLECTION TOOLS

The data has been collected through uestionnaire using -raphical techniues of 3&33.

&7#>A7M+

&rimary data means the data, which is collected by the research for the first time@ in this pro'ect we are using

this method by conducting a field survey. iterature available in the field of consumer friendly A2E7 systems

was thoroughly studied. The sources of this information were newspapers, 'ournals, maga6ines and internet.

3E20K5A7M+ 3econdary source of data collection is review of literature

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3EE2T#0K 0( 30N72E3 0( 5ATA

The choice of the source of data should be according to the ob'ective and suitability to the information reuired.

There can be two main classifications of data sources.

&rimary data

3econdary data

).0.2DATA ANALYSIS TOOLS+

The study has been analysed through statistical tool O instruments such as+

• ar -raph• Ruestionnaire

• 3&33

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CHAPTER-

DATA ANALYSIS INTERPRETATION

TAE K0+ B.) /hich media come to know

INTERPRETATION

(rom the above graph it would be concluded that GG.GS of people know through T.I. , G.GS Kewspaper ,

C*.*S #nternet , GG.GS >aga6ine, and )*.*S 7adio .

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Which.media.come.to.know.about.acer.laptop

Frequency Percent Valid Percent Cumulative Percent

Valid T.V. 10 33.3 33.3 33.3

Newspaper 1 3.3 3.3 36.7

Internet 6 0.0 0.0 !6.7

"a#a$ine 10 33.3 33.3 %0.0

&adi' 3 10.0 10.0 100.0

T'tal 30 100.0 100.0


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TAE K0 B.C + 3ince how long you know

INTERPRETATION

(rom the above graph it would be concluded that )1.HS of peoples are since long time know ess than ) year,

4*.*S less thanC year, G*.*S less than G year, G.GS less than B year.

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Since.how.long.you.know.about.acer.laptop


Valid (ess t)an 1 year ! 16.7 16.7 16.7

(ess t)an year 1! !0.0 !0.0 66.7

(ess t)an 3 year % 30.0 30.0 %6.7

(ess t)an * year 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


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TAE K0 B.G + 3ince how long you use

INTERPRETATION

(rom the above graph it would be concluded that 41.HS of peoples are you use ess than ) year, and BG.GS less

than C year.

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Since.how.long.you.using.acer

Frequency Percent Valid Percent

Cumulative

Percent

Valid (ess t)an1 year 17 !6.7 !6.7 !6.7

(ess t)an year 13 *3.3 *3.3 100.0

T'tal

30 100.0 100.0


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TAE K0 B.4 + /hat range of acer you use

INTERPRETATION

(rom the above graph it would be concluded that GG.GS of people are use you price range less than C4***,

1*.*S use less than C1***!G4*** , 1.HS use G1***!B4*** .

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What.range.of.acer.laptop.are.you.use


Valid (ess t)an !000 10 33.3 33.3 33.3

6000+3!000 1, 60.0 60.0 %3.3

36000+*!000 6.7 6.7 100.0

T'tal

30 100.0 100.0


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TAE K0 B.1 + /hat range of use in your family

INTERPRETATION

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What.range.of.acer.use.in.your.family


Cumulative

Percent

Valid (ess t)an !000 3 10.0 10.7 10.7

6000+3!000 13 *3.3 *6.* !7.1

36000+*!000 , 6.7 ,.6 ,!.7

*6000+!!000 * 13.3 1*.3 100.0

T'tal , %3.3 100.0

"issin# -ystem 6.7

T'tal 30 100.0


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(rom the above graph it would be concluded that )*.*S of people are use range in family less than C4***,

BG.GS C1***!G4*** , C1.HS G1***!B4*** , )G.GS B1***!44*** .

TAE K0 B.H + /hat make you buy continuously

INTERPRETATION

(rom the above graph it would be concluded that CG.GS of people are uy 2ontinuously design , B*.*S

5urability , 1.HS 5isplay , C1.HS rand name , 3ound uality G.GS .

21 | P a g e

What.make.you.buy.Acer.continuously


Cumulative

Percent

Valid esi#n 7 3.3 3.3 3.3

ura/ility 1 *0.0 *0.0 63.3

isplay 6.7 6.7 70.0

rand name , 6.7 6.7 %6.7

-'und quality 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


22/60

TAE K0 B.D + attery life

INTERPRETATION

(rom the above graph it would be concluded that 41.HS of people are Fighly 3atisfied from attery life ,

G*.*S are 3atisfied , 1.HS Keutral and 1.HS of peoples are 5issatisfied.

22 | P a g e

Battery.life


Cumulative

Percent

Valid i#)ly -atis2ied 17 !6.7 !6.7 !6.7

-atis2ied % 30.0 30.0 ,6.7

Neutral 6.7 6.7 %3.3

issatis2ied 6.7 6.7 100.0

T'tal 30 100.0 100.0


23/60

TAE K0 B.+ Feadphone

INTERPRETATION

(rom the above graph it would be concluded that G*.*S of people are Fighly 3atisfied from Feadphone ,

4G.GS 3atisfied, )G.GS are Keutral and G.GS of people are 5issatisfied.

23 | P a g e

Headphone


Cumulative

Percent

Valid i#)ly satis2ied % 30.0 30.0 30.0

-atis2ied 16 !3.3 !3.3 ,3.3

Neutral * 13.3 13.3 %6.7

issatis2ied 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


24/60

TAE K0)*+3oftwa

INTERPRETATION

(rom the above graph it would be concluded that 4*.*S of people are Fighly 3atisfied from 3oftware , G1.HS

3atisfied, 1.HS are Keutral and 1.HS of people are 5issatisfied.

24 | P a g e

Software


Cumulative

Percent

Valid i#)ly satis2ied 1! !0.0 !0.0 !0.0

-atis2ied 11 36.7 36.7 ,6.7

Neutral 6.7 6.7 %3.3


T'tal 30 100.0 100.0


25/60

25 | P a g e


26/60

TAE K0 B.)) + 3ound in speaker

INTERPRETATION

(rom the above graph it would be concluded that G*.*S of people are Fighly 3atisfied from sound in speaker ,

4*.*S 3atisfied, )1.HS are Keutral and G.GS of people are 5issatisfied.

26 | P a g e

Sound.in.speaker


Cumulative

Percent


-atis2ied 1! !0.0 !0.0 ,0.0

Neutral ! 16.7 16.7 %6.7

issatis2ied 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


27/60

TAE K0 B.)C + 2larity in screen

INTERPRETATION

(rom the above graph it would be concluded that 4G.GS of people are Fighly 3atisfied from 2larity in screen ,

G*.*S 3atisfied, )*.*S are Keutral and 1.HS of people are 5issatisfied.

TAE K0 B.)G + &rice range

27 | P a g e

Clarity.in.screen.of.laptop


Cumulative

Percent

Valid i#)ly satis2ied 16 !3.3 !3.3 !3.3

-atis2ied % 30.0 30.0 ,3.3

Neutral 3 10.0 10.0 %3.3


T'tal 30 100.0 100.0


28/60

INTERPRETATION

(rom the above graph it would be concluded that GG.GS of people are Fighly 3atisfied from &rice range ,

C1.HS 3atisfied, )G.GS are Keutral , )1.HS 5issatisfied, and )*.*S Fighly dissatisfied.

28 | P a g e

Price.range


Cumulative

Percent

Valid i#)ly satis2ied 10 33.3 33.3 33.3

-atis2ied , 6.7 6.7 60.0

Neutral * 13.3 13.3 73.3

issatis2ied ! 16.7 16.7 %0.0

i#)ly dissatis2ied 3 10.0 10.0 100.0

T'tal 30 100.0 100.0


29/60

TAE K0 B.)B +Availability

INTERPRETATION

(rom the above graph it would be concluded that CG.GS of people are Fighly 3atisfied from Availability ,

BG.GS 3atisfied, C*.*S are Keutral , )G.GS and Fighly dissatisfied.

29 | P a g e

Availability


Cumulative

Percent


-atis2ied 13 *3.3 *3.3 66.7

Neutral 6 0.0 0.0 ,6.7

i#)ly dissatis2ied * 13.3 13.3 100.0

T'tal 30 100.0 100.0


30/60

TAE K0 B.)4 + luetooth

30 | P a g e

Bluetooth


Cumulative

Percent


-atis2ied 11 36.7 36.7 66.7

Neutral 7 3.3 3.3 %0.0

issatis2ied 3 10.0 10.0 100.0

T'tal 30 100.0 100.0


31/60

INTERPRETATION

(rom the above graph it would be concluded that G*.*S of people are Fighly 3atisfied from luetooth , G1.HS

3atisfied, CG.GS Keutral , and )*.*S and 5issatisfied.

TAE K0 B.)1 + 7ange variety

31 | P a g e

Range.variety


Cumulative

Percent


-atis2ied 1% 63.3 63.3 ,6.7

Neutral 6.7 6.7 %3.3


T'tal 30 100.0 100.0


32/60

INTERPRETATION

(rom the above graph it would be concluded that CG.GS of people are Fighly 3atisfied from luetooth , 1G.GS

3atisfied, 1.HS Keutral , and 1.HS and 5issatisfied.

TAE K0 B.)H + The look are too good

32 | P a g e

he.look.are.too.good


Cumulative

Percent

Valid -tr'n#ly a#ree 1! !0.0 !0.0 !0.0

-'me w)at a#ree 1* *6.7 *6.7 %6.7

Neutral 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


33/60

INTERPRETATION

(rom the above graph it would be concluded that 4*.*S of people are 3trongly agree from -ood look , B1.HS

3ome what agree, and G.GS Keutral .

33 | P a g e


34/60

TAE K0 B.)D + # have got value for money

INTERPRETATION

34 | P a g e

!.have.got.value.for.money


Valid -tr'n#ly a#ree 1! !0.0 !0.0 !0.0

-'me w)at a#ree 1 *0.0 *0.0 %0.0

Neutral 6.7 6.7 %6.7

-tr'n#ly disa#ree 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


35/60

(rom the above graph it would be concluded that 4*.*S of people have got value for money 3trongly agree ,

B*.*S 3ome what agree, 1.HS Keutral , G.GS 3trongly disagree .

TAE K0 B.)+ Kew features are very good

35 | P a g e

"ew.features.are.very.good


Cumulative

Percent

Valid -tr'n#ly a#ree 7 3.3 3.3 3.3

-'me w)at a#ree 0 66.7 66.7 %0.0

Neutral 6.7 6.7 %6.7

isa#ree 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


36/60

INTERPRETATION

(rom the above graph it would be concluded that CG.GS of peoples are 3trongly agree , 11.HS 3ome what

agree, 1.HS Keutral , G.GS 5isagree .

TAE K0 B.C*+ After sales service very good

36 | P a g e

After.sales.service.very.good


Cumulative

Percent


-'me w)at a#ree 10 33.3 33.3 !3.3

Neutral , 6.7 6.7 ,0.0

isa#ree 6 0.0 0.0 100.0

T'tal 30 100.0 100.0


37/60

INTERPRETATION

(rom the above graph it would be concluded that C*.*S of peoples are 3trongly agree after sale service, GG.GS

3ome what agree, C1.HS Keutral , and C*.*S 5isagree .

37 | P a g e


38/60

TAE K0 B.C) + All variety available in one store

38 | P a g e

All.variety.of.laptop.available.in.one.store

Frequency Percent Valid PercentCumulative

Percent


-'me w)at a#ree 1 *0.0 *0.0 60.0

Neutral 6 0.0 0.0 ,0.0

isa#ree 6 0.0 0.0 100.0

T'tal 30 100.0 100.0


39/60

INTERPRETATION

(rom the above graph it would be concluded that C*.*S of peoples are 3trongly agree , B*.*S 3ome what

agree, C*.*S Keutral , and C*.*S 5isagree .

TAE K0 B.CC + #t is pleasure to listen music

39 | P a g e

!t.is.pleasure.to.listen.music.on.this.latop


Cumulative

Percent

Valid -tr'n#ly a#ree % 30.0 30.0 30.0

-'me w)at a#ree 13 *3.3 *3.3 73.3

Neutral 6 0.0 0.0 %3.3

isa#ree 6.7 6.7 100.0

T'tal 30 100.0 100.0


40/60

INTERPRETATION

(rom the above graph it would be concluded that G*.*S of peoples are 3trongly agree , BG.GS 3ome whatagree, C*.*S Keutral , and 1.HS 5isagree

40 | P a g e


41/60

TAE K0 B.CG + The brand gives best laptop

INTERPRETATION

(rom the above graph it would be concluded that GG.GS of peoples are 3trongly agree , G1.HS 3ome whatagree, )G.GS Keutral , and )1.HS 5isagree.

41 | P a g e

he.brand.gives.best.of.the.laptop.is.with.acer


Cumulative

Percent

Valid -tr'n#ly a#ree 10 33.3 33.3 33.3

-'me w)at a#ree 11 36.7 36.7 70.0

Neutral * 13.3 13.3 ,3.3

isa#ree ! 16.7 16.7 100.0

T'tal 30 100.0 100.0


42/60

TAE K0 B.CB + atest technology with acer

INTERPRETATION

(rom the above graph it would be concluded that C1.HS of peoples are 3trongly agree , 4G.GS 3ome whatagree, )G.GS Keutral , and 1.HS 5isagree.

42 | P a g e

#atest.techonology.of.laptop.is.with.acer


Cumulative

Percent

Valid -tr'n#ly a#ree , 6.7 6.7 6.7

-'me w)at a#ree 16 !3.3 !3.3 ,0.0

Neutral * 13.3 13.3 %3.3

isa#ree 6.7 6.7 100.0

T'tal 30 100.0 100.0


43/60

TAE K0 B.C4 + Advertisment are tempting

INTERPRETATION

(rom the above graph it would be concluded that B*.*S of peoples are 3trongly agree , )*.*S 3ome whatagree, CG.GS Keutral , and G.GS 5isagree.

43 | P a g e

Advertisements.are.very.tempting



-'me w)at a#ree 1 *0.0 *0.0 63.3

Neutral 3 10.0 10.0 73.3

isa#ree 7 3.3 3.3 %6.7

-tr'n#ly disa#ree 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


44/60

TAE K0 B.C1 + Ioice clarity is ama6ing

INTERPRETATION

(rom the above graph it would be concluded that G*.*S of peoples are 3trongly agree , G*.*S 3ome whatagree, )*.*S Keutral , and )*.*S 5isagree, C*.*S 3trongly disagree.

44 | P a g e

$oice.clarity.is.ama%ing


Cumulative

Percent

Valid -tr'n#ly a#ree % 30.0 30.0 30.0

-'me w)at a#ree % 30.0 30.0 60.0

Neutral 3 10.0 10.0 70.0

isa#ree 3 10.0 10.0 ,0.0

-tr'n#ly disa#ree 6 0.0 0.0 100.0

T'tal 30 100.0 100.0


45/60

TAE K0 B.CH + 3creen display fun work

INTERPRETATION

(rom the above graph it would be concluded that BG.GS of peoples are 3trongly agree , 4*.*S 3ome what

agree, G.GS Keutral , and G.GS 3trongly disagree .

45 | P a g e

Screen.display.is.fun.to.work.on


Valid -tr'n#ly a#ree 13 *3.3 *3.3 *3.3

-'me w)at a#ree 1! !0.0 !0.0 %3.3

Neutral 1 3.3 3.3 %6.7

-tr'n#ly disa#ree 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


46/60

TAE K0 B.CD+ Acer always fulfil its promise

Acer.always.fulfill.its.promise



-'me w)at a#ree 16 !3.3 !3.3 ,0.0

Neutral 6 0.0 0.0 100.0

T'tal 30 100.0 100.0

INTERPRETATION

(rom the above graph it would be concluded that C1.HS of peoples are 3trongly agree , 4G.GS 3ome what

agree, C*.*S Keutral .

46 | P a g e


47/60

TAE K0 B.C + 2ustomer care best among laptop

Acer.customers.care.is.best.among.laptop


Cumulative

Percent

Valid -tr'n#ly a#ree 11 36.7 36.7 36.7

-'me w)at a#ree 1! !0.0 !0.0 ,6.7

Neutral * 13.3 13.3 100.0

T'tal 30 100.0 100.0

INTERPRETATION

(rom the above graph it would be concluded that G1.HS of peoples are 3trongly agree , 4*.*S 3ome what

agree, )G.GS Keutral .

47 | P a g e


48/60

TAE K0 B.G* + &rovide a good uality

INTERPRETATION

(rom the above graph it would be concluded that B1.HS of peoples are 3trongly agree , BG.GS 3ome whatagree, 1.HS Keutral , and G.GS 5isagree .

48 | P a g e

Acer.is.always.provide.a.good.&uality.product


Cumulative

Percent

Valid -tr'n#ly a#ree 1* *6.7 *6.7 *6.7

-'me w)at a#ree 13 *3.3 *3.3 %0.0

Neutral 6.7 6.7 %6.7

isa#ree 1 3.3 3.3 100.0

T'tal 30 100.0 100.0


49/60

TAE K0 B.G) +

After sale service

easily available

INTERPRETATION

(rom the above graph it would be concluded that )G.GS of peoples are 3trongly agree , 4*.*S 3ome whatagree, G*.*S Keutral , and 1.HS 5isagree .

49 | P a g e

After.sale.service.easily.available.satisfactory


Cumulative

Percent

Valid -tr'n#ly a#ree * 13.3 13.3 13.3

-'me w)at a#ree 1! !0.0 !0.0 63.3

Neutral % 30.0 30.0 %3.3

isa#ree 6.7 6.7 100.0

T'tal 30 100.0 100.0


50/60

TAE K0 B.GC+ (eature better than any laptop

INTERPRETATION

(rom the above graph it would be concluded that B1.HS of peoples are 3trongly agree , BG.GS 3ome what

agree , and )*.*S 5isagree .

50 | P a g e

'eature.are.better.than.any.laptop


Valid -tr'n#ly a#ree 1* *6.7 *6.7 *6.7

-'me w)at a#ree 13 *3.3 *3.3 %0.0

isa#ree 3 10.0 10.0 100.0

T'tal 30 100.0 100.0


51/60

TAE K0 B.GG +

Advertise are

appealing

INTERPRETATION

(rom the above graph it would be concluded that C1.HS of peoples are 3trongly agree , 4G.GS 3ome whatagree, 1.HS Keutral , and )G.GS 5isagree .

51 | P a g e

Advertisments.are.appealing


Cumulative

Percent


-'me w)at a#ree 16 !3.3 !3.3 ,0.0

Neutral 6.7 6.7 ,6.7

isa#ree * 13.3 13.3 100.0

T'tal 30 100.0 100.0


52/60

TAE K0 B.GB + All age group customer willing

INTERPRETATION

(rom the above graph it would be concluded that CG.GS of peoples are 3trongly agree , G1.HS 3ome whatagree, 1.HS Keutral , and C*.*S 5isagree, )G.GS 3trongly disagree.

52 | P a g e

All.age.group.of.customer.willing.to.use.acer



-'me w)at a#ree 11 36.7 36.7 60.0

Neutral 6.7 6.7 66.7

isa#ree 6 0.0 0.0 ,6.7

-tr'n#ly disa#ree * 13.3 13.3 100.0

T'tal 30 100.0 100.0


53/60

TAE K0 B.G4 + Fow would you rate your commitment

INTERPRETATION

(rom the above graph it would be concluded that C*.*S of excellent , H*.*S good, G.GS Keutral , G.GS very poor.

53 | P a g e

How.would.you.rate.your.commitment.with.acer


Valid ecellent 6 0.0 0.7 0.7

#''d 1 70.0 7.* %3.1

neutral 1 3.3 3.* %6.6

very p''r 1 3.3 3.* 100.0

T'tal % %6.7 100.0

"issin# -ystem 1 3.3

T'tal 30 100.0


54/60

CHAPTER ! 0

FINDIN*S AND CONCLUSIONS

(indings +!

(rom the research it is found that

). Acer is a promising brand between the customers.C. #ts features, style, uality is acceptable by the customers.G. 2onsumers are satisfied with its customer care services.B. 5esign of laptop is such that it is likely for customers.4. Acer laptop is easily of use.1. 5urability make buy Acer laptop continuously.

C,c34", :-

(rom the research, we arrived at the conclusion that customers are highly satisfied with the brand Acer,

its features style and uality.

54 | P a g e


55/60

ANNEXURE : 1

7efrence

www.google.com

www.acer.co.in

www.wikipedia.com

8Acer Eyes Figher &rofits /ith /indows D, Nltrathin aptops8, /all 3treet Lournal

8http+


56/60

5UESTIONNAIRE

5ear 7espondent,

# am 30KN :N>A7 student of >A Cnd 3E>, 5r #T -roup, doing a 7esearch >ethodology pro'ect ;3tudy

0K + 2ustomer 3atisfaction for A2E7 A&T0&9. # would like you to kindly fill this uestionnaire as a part of

my Academic research. The information and the data provided by you, # ensure you, would be strictly

confidential and safe. This data would be only utili6ed for my analysis of the pro'ect.

Kame+! -ender+! 0ccupation+!

)% (rom which media have you come to know about the Acer laptop=

A. T.I. . 7adio 2. Kewspaper 5. #nternet E. >aga6ine (. #nternet

C% 3ince how long you know about the Acer laptop=

A. ess than ) yrs . ess than Cyrs 2. ess than G yrs 5. ess than Byrs

G% 3ince how long you are using the Acer laptop=

A. ess than ) yrs . ess than C yrs 2. ess than G yrs 5. ess than Byrs

B% Fow many members have Acer laptop in your family=

A. ) . C 2. G 5. more than G

4% /hat range of Acer laptop are you and your family members using

Mou (amily

. ess Than C4***

C1***!G4***

G1***!B4***

B1***!44***

>ore than 41***

56 | P a g e


57/60

1% /hat make you buy Acer laptop continuously=

A. 5esign . 5urability 2. 5isplay 5. rand name E. 3ound Ruality

H% Mour perception about the Acer laptop features=

Fighly3atisfied

3atisfied neutral 5issatisfied Fighlydissatisfied

A. battery life

. Feadphone

2. software

5. sound in speaker

E. clarity in screen oflaptop

(. &rice range

-. Availability

F. lue tooth

#. 7ange < variety

D% Mour satisfied level about Acer laptop.

3trongly

Agree

3ome /hat

Agree

Keutral 5isagree 3trongly

5isagree

A. The look are too good

. # have got value for money2. Kew features are very good

5. After sales service very good

E. All variety of laptop are available in

one store

(. &rice range is suitable to the pocket

-. #t is pleasure to listen music on this

laptop

F. The brand gives best of the laptop

features

#. atest technology of laptop is with

Acer

L. Advertisements are very tempting

:. Ioice clarity is ama6ing

. 3creen display is fun to work on

57 | P a g e


58/60

% -ive your opinion about trust on Acer laptop.

3trongly

Agree

3ome /hat

Agree

Keutra

l

5isagre

e

3trongly

5isagree

A. Acer always fulfil its promise

. (eature listed in advertisement are available

in the laptop

2. Acer customers care is best among laptop

5. Acer is always provide a good uality of

product

E. After sales service is easily available and

satisfactory

(. Acer always fulfil its promise

-. (eature listed in advertisement are available

in the laptop

F. Acer customers care is best among laptop

)*% Fow would you rate your commitment with Acer laptop .A. excellent . . good 2 neutral 5. &oor E very poor

58 | P a g e


59/60

ANNEXURE-2

5ATA I#E/

59 | P a g e


60/60

IA7#AE I#E/

Acers Company Project

Documents

Transcript of Acers Company Project