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Chapter 1
INTRODUCTION TO THE TOPIC
Todays society is warm with urbanization and demonstration effect. With a view towards it,
there are drastic changes coming up in all sectors even in the automobile industries. The
following information gives an insight about it.
In the present context the companies operate on the principle of natural selection !urvival
"f The #ittest$. "nly those companies will succeed which at best match to the current
environmental imperatives those who can deliver what people are ready to buy. %ut real
mar&eting does not involve the art of selling what the manufacturers ma&e. "rganizationsgain mar&et leadership by understanding consumer needs and finding solutions that delight
consumers. If customer value and satisfaction are absent, no amount of promotion or selling
can be compensating. 'ence the aim of mar&eting is to build and manage profitable
customer relationship.
This is a part of the strategic mar&eting done by every company to achieve it ob(ectives and
goals. To maximize the profits and long)term plans every organization has to follow astrategic planning.
*ar&eting is much more than (ust an isolated business function it is a philosophy that
guides the entire organization towards sensing, serving and satisfying consumer needs. The
mar&eting department cannot accomplish the companys customer relationship)building goals
by itself. It must partner closely with other departments in the company and with other
organization throughout its entire value delivery networ& to provide superior customer
value and satisfaction. Thus mar&eting calls upon everyone in the organization to thin&
customer$ and to do all they can to help build and manage profitable customer relationship.
*ar&eting is all around us, and we need to &now that it is not only used by manufacturing
companies, wholesaler and retailers, but also by all &inds of individuals and organizations.
+
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There are four ma(or, powerful themes that go to the heart of modern mar&eting theory and
practice, they are
+. %-I/I01 20/ *2021I01 3"4#IT2%5 6-!T"*54 452TI"0!'I3!.
7. %-I/I01 20/ *2021I01 !T4"01 %420/!.
8. '2405!!I01 05W *2495TI01 T56'0""1I5! I0 T'I! /I1IT2 215.
4. *2495TI01 I0 2 !"6I2: 45!3"0!I%5 W2: 24"-0/ T'5 1"%5.
What marketing is what it does and what it offers;
*ar&eting is a social and managerial process whereby individual and groups obtain
what they need and want through creating and exchanging products and value with others.$*ar&eting management is the process of planning and executing the conception,
pricing, promotion and distribution of ideas, goods and services to create exchanges that
satisfy individual and organizational goals.$
*ar&eting offers some combination of products, services, information, or
experiences offered to a mar&et to satisfy a need or want$
*ar&eting is an orderly and insightful process for thin&ing about and planning for mar&ets.The process starts with researching the mar&et place to understand its dynamics. The
mar&eter uses research methodologies to identify opportunities, that is, to find individuals all
groups of people with unmeet needs or latent interest in some products or service.
The mar&eting process consists of the following
+. 2nalyzing mar&eting opportunities.
7. /eveloping mar&eting strategies.8. 3lanning mar&eting programs
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*ar&eting strategies in simple terms are the complete and unbeatable plans designed
specifically for attaining the mar&eting ob(ectives of the firm. *ar&eting can be called as a
game plan for achieving its goals. !trategy choice will depend on whether the firm or the
mar&eter plays the following roles
*ar&et leader
2 challenger
2 follower
2 niche
The identification of ob(ectives, both in =uantitative and =ualitative terms, is an essential
bac&drop to strategy formulation. 1oals have a =uality and time frame attached to them.
These are typically spelt out in terms of financial return, mar&et share, mar&et presence, etc.
Thus, the concept of mar&et oriented strategic planning arises with the lin& between the
products the lin& between the products the manufacturer is dealing in and the mar&et
conditions. In this direction, our study deals only with the mar&eting strategies i.e.
promotional strategies of the #ord automotives.
8
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INTRODUCTION TO AUTOMOBILE INDUSTRYINTRODUCTION TO AUTOMOBILE INDUSTRY
"ne of the fastest growing industries in the world is automobile industry. This automobile
industry even has its influence on the Indian mar&et. 3robably automobile industries occupya large mar&et share in the worlds mar&et as well as in the Indian mar&et. 0early +>? of the
total national income is being incurred from the automobile industry. #rom this we can
estimate how important the automobile industry in the improvement of 1/3 of a country is.
In India automobile industry has a growth rate is at the average of +@)+7?.
INDIAN AUTOMOBILE INDUSTRY SINCE 1947:INDIAN AUTOMOBILE INDUSTRY SINCE 1947:
Its fascinating drive through history, which begins as a story of isolation and missed
opportunities to one of huge potential and phenomenal growth. Indias fixation with socialism
and planned economies had a crippling impact on the automotive industry in its formative
years. The goal at that time for independent India was self)sufficiency. Issues li&e =uality and
efficiency were simply not considered.
/ependence of foreign technology was banned and manufacturers were forced to localizetheir productsA import substitution became the order of the day. Though we learnt to localize,
the cars we made were all outdated designs with little or no improvements for decades. The
automotive industry stagnated under the governments stifling restrictions and the Indian car
buyer was saddled with cars of appalling =uality and even then there was a waiting list that at
one point stretched to eight yearsB
This attempt at self)reliance failed miserably because of the industrys isolation from
the best technology. The Capanese and later 9orean auto industries were also highly
protected in their formative years but they never shut the door on technology. Instead, they
relentlessly tapped the best talent pools in the world to absorb the &now)how to produce good
cars. "ne of the most important chapters in the Indian automotive industrys history was
written by *aruti. It mar&ed the Indian government getting into the far business in the early
+D>@s, a radical shift in thin&ing after decades of treating cars with disdain.
The *aruti >@@ went on to become the staple car of India and put a nation on wheels. This
little car set a benchmar& for price, size and =uality and structured India as small car mar&et.
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It wasnt till +DD8 that things really started to change for the Indian car buyer. With the
liberalization of the economy, a host of international carma&ers rushed in. %ut most of them
were in for a shoc& as Indian customers re(ected their product. Indian customers refused to
allow the glitter of prestigious brands blind them to the outdated and overpriced products they
were offered. The Indian consumer wanted super value, and rewarded the brands that
delivered it, handsomely. 'yundai and *aruthi delivered, and profited.
The period also saw the emergence of the Indian players li&e Tata *otors and *ahindra E
*ahindra. They rose to the challenge of the *06s and responded brilliantly with the Indica
and the !corpio. This was ironically due to the license ra( that forced Indian carma&ers to be
innovative and develop products frugally. Indias frugal engineering s&ill has now caught theworlds imagination, and an increasing number of carma&ers are preparing to setup ma(or
capacities here.
India is changing fast. Its moving forward. Indias largest)selling car is not its cheapest car,
the >@@. It is the 2lto. 3eoples aspirations are rising and so are their mista&es, have got their
finger on the pulse of the mar&et. 1et the right product and the rewards are handsome.
The Indian auto industry is today bubbling with promise and confidence. Its been a long
(ourney but to see where the Indian car industry is going. We have to see where it has been.
AUTOMOBILE INDUSTRY IN PRE-INDEPENDENCE
The first motorcar on the streets of India was seen in +>D>, %ombay had it first taxicabs bythe turn of the century. In +D@8, an 2merican company began a public taxi service with a
fleet of F@ cars. #or about F@ years after car arrived in India, cars were directly imported.
%efore World War I, around
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The importGassembly of vehicles grew consistently after the +D7@s, crossing 8@,@@@ units by
+D8@. It was during the end of the war that the importance of establishing an indigenous
automobile in India was realized. 3remier *otors, 'industan *otors and *ahindra E
*ahindra set up factories in the +DF, the government announced its famous Hbroad banding policy which gave
new licenses to brad groups of automotive products such as two and four)wheeled vehicles.
Through a liberal move, the licensing system was very much intact. 2 manufacturer had to
submit a phased)manufacturing programmed to the *inistry of Industry specifying the
indigenization progress and allowing for almost complete indigenization within five to seven
years. The biggest hurdle was the foreign)exchange clearance re=uired for these pro(ects.
5xcept for *-, which had direct access to policy)ma&ers, every other manufacturer still
faced a series of obstacles.
!everal new products were launched during this period. 2ll three traditional carma&ers added
new models to their ranges !tandard *otors returned to the car business after +@ years,
when in +D>F it introduced the !tandard 7@@@, a 4over !/+ body with the old two)litre
anguard engine. '* bought in a +DJ7 auxhall ictor in +D>F, transplanted its ageing2mbassador engine into it and the 6ontessa was born.
THE BIRTH O! THE AMBASSADOR:
In +DFJ, a small tail fin was added on either side of the rear fenders, along with a new,
dimpled hood, and the car was re)christened theAmbassador Mark I. The car cost 4s.+J,@@@.
In +DK8, it underwent a frontal facelift with a closely chec&ered grille and was named the
Ambassador Mark II. It would be another +7 years before the 2mbassador got a facelift.
K
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In +DJF, another minor facelift to the same grille and a much bigger frontal facelift turned out
as the *ar& III. The *ar& I, launched in +DJD, was the last of the *ar& cars.
TheAmbassador Novawas launched in +DD@, followed by 2mbassador +>@@ I!L three years
later. The 0ova was the last 2mbassador powered by the +Dcc petrol engine. In 7@@7, was one of the few luxury cars manufactured in
the country in the +D>@s and +DD@s. It was based on the +DJ@s vintage auxhall victor.
While it was initially launched with the +Dcc engine found in the 2mbassador, the
6ontessa was soon given the Isuzu engines. There were three versions of this car ) +.>1M
NIsuzu petrolO, 7.@/M NIsuzu dieselO and the rare 7.@T NIsuzu diesel, turboO. The last
6ontessa rolled out in 7@@7, phased out by the demand for cheap Capanese cars.
!ome of the leading Indian auto players in Indian automobile industry are
3remier,
Tata
*ahindra and *ahindra
*aruti
'industan motors
Pre"#er:Pre"#er:
The story of premier is the story of one mans vision, !eth Walchand 'irachand. 'e not onlygive India its first car factory but also the countrys first aircraft factory 'industan
2eronautics imited and the countrys first modern ship yard, 'industan !hipyard imited
B$#%'( I'a)* +#r*t a$t, +at,r
!eth Walchand 'irachand has first started the trails to establish an Indian car manufacturing
plant in Indian for which he went to -.!.2. where three largest car manufacturing companies
are located. 'e wants Indian company to be completely independent, with Indian
J
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management capital and employees, paying royalty or technology transfer payment to
western countries.
2fter approaching General Motors they insisted on part ownership. !eth Walchand then
moved to second largest automa&erFordA 'enry agreed, but delegated the pro(ect to #ord of
6anada, which refused. #inally the third largest automa&er Chrsleragreed and singed in an
agreement in %ombay in +D
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Chapter 0
COMPANY PRO!ILE
#ord *otor 6ompany
Tpe 3ublic N0:!5 #
!,$'&e& Cune +J, +D@8
!,$'&er 'enry #ord
Hea&$arter* /earborn, *ichigan, -!2
Area *er/e& Worldwide
2e pe,p%e
William 6lay #ord, Cr ) 5xecutive
6hairman
2lan *ulally ) 3resident, 65"
I'&$*tr 2utomotive
Pr,&$t* 2utomotive goods and services
Re/e'$e -!P+7@.+ billion N7@@KO Q+R
Operat#' #',"e -!P)+F.@ billion N7@@KOQ+R
Net #',"e -!P)+7.K billion N7@@KOQ+R
E"p%,ee* 7>8,@@@ N7@@JOQ7R
D#/#*#,'*
#ord 6redit#ord division
incoln
*ercury
3remier 2utomotive 1roup
S$3*#ar#e*
2utomotive 6omponents 'oldings
Caguarand 4over
D
http://studio.financialcontent.com/Engine?Account=prnewswire&PageName=QUOTE&Ticker=Fhttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-0http://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-fullyearhttp://en.wikipedia.org/wiki/Ford#_note-0http://studio.financialcontent.com/Engine?Account=prnewswire&PageName=QUOTE&Ticker=F7/25/2019 Rohit.docx
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olvo Ncars onlyO
S%,(a'
%old *oves
'ave you driven a #ord lately;
%uilt #ord Tough
%uilt for ife in 6anada
#eel the difference
*a&e 5veryday 5xciting
e3*#te www.ford.com
!,r& M,t,r C,"pa'is an 2merican multinational corporation and the worldSs third largest
automa&er based on worldwide vehicle sales. In 7@@K, #ord was the second)ran&ed
automa&er in the -! with a +J.F? mar&et share, behind 1eneral *otors N7
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H#*t,r
'enry #ord Nca. +D+DO
!,r& was launched in a converted factory in +D@8 with P7>,@@@ in cash from twelve
investors, most notably,ohn Francis $odgeand+orace %lgin $odgewho would later found
the /odge %rothers *otor ehicle 6ompany. /uring its early years, the company produced
(ust a few *odel TSs a day at its factory on *ac& 2venue in$etroit- Michigan. 1roups of two
or three men wor&ed on each car from components made to order by other companies. 'enry
#ord was
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!ORD IN INDIA!ORD IN INDIA::
#ord started its innings with the *ahindra)#ord (oint venture formed in +DD. The I&on was the first model by a multinational to be developed
specifically for India. Though it was based on the #iesta, it was a uni=ue body style and was
offered and was offered with an option of three engines, including a diesel. The car was a big
hit. The I&on underwent several face)lifts and price cuts to &eep demand high. 'owever,
fresher competition and a reputation for high)maintenance saw sales gradually decline. 2fter
the arrival of the modern and highly)capable #iesta, another made)for)India car, with state)of)
the)art engines, the I&on has been marginalized. The #iesta has pic&ed up where the I&on left
and is selling well.
Though the I&on and #iesta have been the mainstays of #ords production in India, the
company has had limited success with other models. The *ondeo, launched in 7@@+, was a
very talented car by was simply not suited to Indian conditions and earned a reputation for
being exorbitant to maintain.
The 5ndeavour !- was launched in early 7@@< and has sold well for its niche. The
5ndeavour has recently been upgraded in 7@@J and this has boosted the appeal of the big
!-. In 7@@
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!,rt$'e !,r& is a F@F@? Coint enture
set up between two well &nown and reputed families in 'yderabad, the Modisand theBabu
Khans. #ortune #ord is a blend of experience and youth. The experience and good will that
*r. *isbahuddin %abu 9han and *r. 3ramod *odi en(oy blend very well with the youth and
energy of the youngsters %ashir, 2shish, 0irav and !ira( to ma&e #ortune #ord a truly world
class #ord /ealership.
!,rt$'e !,r&mar&ets and services the recently launched truly 5uropean #ord #iesta, the
ever)popular Ford Ikon Flair, the 0o non)sense carFord Fusionand the macho !- the
Ford %ndeavourthrough its sales and service outlets at 'yderabad. The sales outlet is located
strategically at !oma(iguda next to 5anadu. We have two service centers, one at 6hapel 4oad,
2bids opposite !tanley 6ollege and other one at #athebagh, !anthnagar. These centrally
located outlets provide convenient and easy access to both the proud owners as well as
prospective buyers. The wor&force at !,rt$'e !,r&is committed to excellence in serving all
esteemed customers.
The !ales Team is made up of dedicated showroom and field executives who are
professionally trained by #ord India imited. They are adept at guiding the customer through
the entire sales process right from assisting in the choice of model, colour and features to
lending a helping hand in providing attractive buybac& options and also arranging finance at
competitive rates.
The !ervice 6entre is armed with the state)of)the art e=uipment and is in)line with #ordSs
exacting 1lobal standards. The service team is technically =ualified and trained to analyze
and provide solutions adhering to uality 6are, in order to satisfy even the most demanding
customers.
The !,rt$'e !,r&dealership maintains a high standard of excellence in sales and services
by sending its personnel for training on a regular basis to #ord India imited, to update them
with the latest technological advances in the automotive sphere.
+8
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SHOROOM
We have F@@@ centrally air conditioned showrooms, located in the heart of the city in
!oma(iguda, ad(acent to 5enadu office and (ust opp. to 9hairtabad 4T2. This ma&es
convenient for almost every one residing in and around 'yderabad and !ecunderabad.
The +a#%#t#e* ,++ere& +r," the *h,5r,," are:
1. ery easy finance facility with in)house finance team to cater to your every car finance
re=uirements. 2ll the leading finance counters are available li&e ICICI6 HD!C6 2OTA26
SUNDARAM6 SBI6etc.
0. 5xchange offer for any of your used car. #ree spot evaluation for any usedcar.
. 3rofessionally trained and courteous sales staff to ta&e care of every relevant needs of the
customers.
4. !,r&preferred insurance for cashless transactions in the event of claims. !pecial offers on
Insurance renewals. :ou can also renew your insurance by (ust ma&ing call to our !ervice
mar&eting help line 98488890.
Sh,5r,," ; S,"a
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7.2 well maintained fleet of test drive cars to give you the feel and experience the drive
dynamics on actual driving conditions before ta&e the purchase decisions. :ou can call our
sales help line for test drive or fill the on)line test drive re=uisition form.
S#('#+#a't "#%e*t,'e*S#('#+#a't "#%e*t,'e*
The first Indian built #ord 5scort rolled off the assembly line in +DDK.
The 6ompany was able to deliver #ord 5scorts in seven ma(or cities simultaneously,
in (ust a month after boo&ing.
The !pecial alue 3ac& program was launched in +DDJ, with commemorative
S#reedomS, followed by the petrol and diesel driven S2nniversaryS. 4ecent !3s have
included the "rion, 2lpha and !port ) 5.
#ord 5scort won the C / 3ower 2ward in India uality !urvey in +DDJ.
#ord topped the 6ustomer !atisfaction Index N6!IO ratings in +DDJ and +DD>, in the
6ustomer !atisfaction !urvey.
uality6are, #ordSs branded service initiative, provides car owners with superiorservices at its dealership countrywide.
The new, integrated manufacturing plant was dedicated in *arch +DDD, where #"4/
I9"0 is manufactured.
#ord India launched #ord 2ssured on 2pril 7< 7@@@, a new initiative to buy and sell
used cars of all ma&es.
"n !eptember ++, 7@@@. #ord India launched the #ord I9"0 !Mi the stylish H(osh
machine
#ord India has started exporting #ord I9"0
0==1 #ord India launched the #ord *ondeo.
0==0
+F
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!,r& I'a *h,5 a*e* a 5#&e *petr$" ,+ e>#t#'( ar* at the A$t, E>p,
#ord India imited announced a strategic partnership with 'industan *otors imited
N'*O.
6ertified ! D@@@ +DD>, 8rdedition on *arch 7+, 7@@7 #ord India received the !
D@@@ award from TU !Vddeutschland.
0ew I&on ariant +.K 5Mi was launched
0==:
The 0ew #ord I&on 0MT launched ) The 0ext evel of Cosh.
2dding 4efinement to Cosh) #ord India launches I&on 0MT H#inesse.
#ord 6elebrates 6entennial in India.
!,r& I'a %a$'he* I?,' N@T S@#.
#ord India 4an&s 'ighest in C./. 3ower India !ales !atisfaction !tudy.
!,r& %a$'he* I?,' !%a#r at R*. 4.9 La?h*.
0==4: 2utocar !- of the :ear Winner #ord 5ndeavour.
0==7:
#"4/ *otor 6ompany of !outhern 2frica achieves three wins and two seconds on
this year total economy run
/"5 2W24/! #"4/ two grants for vehicle fuel efficiency research
#"4/ *"0/5" I! 2-T" 5M345!! car of the year
20/ 4"54 /I!6"54: 8 scoops category win at T"W624 2W24/! 7@@J
+K
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#"4/ *"0/5" is the 6aravan 6lub T"W624 of the year 7@@>.
PRODUCT PRO!ILE
Fusion:Fusion:
PRICENlacsO K.FD
E'(#'e:Type < 6yl. In ine, +K /"'66onstruction 2ll 2luminium 2lloy#uel !ystem !5#I/isplacement NccO +FDK6ompression 4atio D.JF+*ax. 3ower NpsGrpmO +@+ G KF@@*ax. Tor=ue NnmGpmO +
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5mission !tage %harat !tage III2er3 e#(ht 2( ++Spee& 9mphO +J alve
!"'6
6onstruction 2ll)aluminium 2lloy
#uel !ystem !5#I 'igh 3ressure 6ommon 4ail
/isplaceme
nt
cc +8>> +FDK +FDK +8DD +8DD +8DD
6ompression 4atio D.JF+ D.JF+ D.JF+ +>+ +>+ +>+
*ax.
3ower
"utput
psGrpm >7GK@@@ +@+GKF@
@
+@+GKF@
@
K>GGG
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PRICENlacsO F.F@
E'(#'e:
Type < 6ylinder, >) !"'6, 4ocam 3etrol#uel system !5#I/isplacement NccO +7DD*ax. 3ower NpsGrpmO J@GFF@@*ax. Tor=ue N0mGrpmO +@FG7F@@Tra'*"#**#,' Tpe F !peed *anual2er3 e#(ht 2( DJ>Ma>Spee& 9mphO +M#%ea(e +@.>
MondeoMondeo::
7@
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PRICENlacsO K.FD
E'(#'e:
5ngine type 7.@ +K /"'6 3etrol/isplacement +DDD cc*ax. power +F 0mG+alves +K /"'6#uel in(ection !e=uential electronic fuel in(ection N!5#IO5mission level %harat !tage III6onstruction 2ll 2luminium 2lloyTra'*"#**#,' Tpe !,r& MT@-7 "a'$a% -*pee& 5#th
*'hr,"e*h
2er3 e#(ht 2(
Ma>Spee& 9mphO 7@@M#%ea(e >.K
S,$re* ,+ Data
Mar?et#'( *trate( a'& a'a%*#*Mar?et#'( *trate( a'& a'a%*#*:
2 mar&eting strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage.
7+
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2ny organization that wants to exchange its products or services in the mar&et place
successfully should have a !trategic *ar&eting plan to guide the allocation of its resources.
2 strategic mar&eting plan usually evolves from an organizations overall corporate strategy
and serves as a guide for specific mar&eting programs and policies. *ar&eting strategy is
based on a situation analysis) a detailed assessment of the current mar&eting conditions
facing the company, its product lines, or its individual brands. #rom this situation analysis, a
firm develops an understanding of the mar&et and the various opportunities it offers, the
competition and the mar&et segments or target mar&ets the company wishes to pursue.
*ar&eting strategy is the complete and unbeatable plan, designed specifically for attaining
the mar&eting ob(ectives of the firmGbusiness unit. The mar&eting ob(ectives indicate whatthe firm wants to achieveA the mar&eting strategy provides the design for achieving them.
#or example, if the mar&eting ob(ectives of a business unit stipulate that next year, it should
achieve a sales revenue of 4s. +,@@@ crore and a net profit of +F percent of sales revenue, it is
the (ob of mar&eting strategy to indicate how and wherefrom this sale and profit will come,
which product linesGproductsGbrands will accomplish this tas& and how.
*ar&eting strategy forms an integral part of mar&eting planning. 2 mar&eting strategy is most
effective when it is an integral component of corporate strategy, defining how the
organization will successfully engage customers, prospects, and competitors in the mar&et
arena. It is partially derived from broader corporate strategies, corporate missions, and
corporate goals. 2s the customer constitutes the source of a companySs revenue, mar&eting
strategy is closely lin&ed with sales. 2 &ey component of mar&eting strategy is often to &eep
mar&eting in line with a companySs overarching mission statement.
MAR2ETIN AND PROMOTIONS PROCESS MODEL:
/evelopment of mar&eting program re=uires an in)depth analysis of the mar&et. This analysis
may ma&e extensive use of mar&et research as an input into the planning process.
*ar&eting
77
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!,r"$%at#'( the "ar?et#'( *trate(:
%asically, formulation of mar&eting strategy consists of three main tas&s
+. !electing the target mar&et,
7. 3ositioning the offer,
8. 2ssembling the mar&eting mix.
This implies that the essence of the mar&eting strategy of a firm for a given product or brand
can be grasped from the target mar&et chosen, the way it is positioned and how the mar&eting
mix is organized. The target mar&et shows to whom the unit intends to sell the productsA
positioning and mar&eting mix together show how and using what uni=ueness or distinction,
the unit intends to sell. The three together constitute the mar&eting strategy platform of the
given product.
SELECTIN THE TARET MAR2ET:SELECTIN THE TARET MAR2ET:
To say that target mar&et selection is a part of mar&eting strategy development is (ust stating
the obvious. It does not fully bring out the import of the inseparable li&age between the two.
When the selection of the target mar&et is over, an important part of the mar&eting strategy of
the product is determined, defined and expressed.
*ar&eting targeting simply means choosing ones target mar&et. It needs to be
clarified at the outset that mar&et targeting is not synonymous with mar&et segmentation.
!egmentation is actually tee prelude to target mar&et selection. "ne has to carry out several
tas&s besides segmentation before choosing the target mar&et.
Through segmentation, a firm divides the mar&et into many segments. %ut all these segments
need not form its target mar&et. Target mar&et signifies only those segments that it wants to
adopt as its mar&et. 2 selection is thus involved in it.
*ar&eting segmentation is a process that throws up not one but several mar&et segments.
There may be segments that are sizeable and the ones that are not so sizeable. There may be
segments assuring immediate profits and the ones that call for heavy investments in mar&et
development. There may also be segments that show great potential, but display tough
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barriers to entry. 2s such, the =uestion, which segmentGsegments, the firm should select as its
target mar&et, assumes crucial importance.
STRATEIC MAR2ET SEMENTATION:
*ar&et !egmentation is dividing up a mar&et into distinct groups that N+O have common
needs and N7O will respond similarly to a mar&eting action$, which was said by %ric
N.(erkowit/- 0oger A.1erin- and William 0edulius.
The !egmentation process involves five distinct steps
#inding ways to group consumers according to their needs.
#inding ways to group the mar&eting actions usually the products offered
available to the organization.
/eveloping a mar&et)product grid to relate the mar&et segments to the firms products
or actions.
!electing the target segments toward which the firm directs its mar&eting actions.
Ta&ing mar&eting actions to reach target segments.
*ar&ets can be segmented using several relevant bases. #or example, demographic
characteristics of consumers, such as age, sex, incomeGpurchasing capacity, education level
etc, form one base for segmentation. 1eographic characteristics constitute anotherA and
buying behavior of the consumers forms yet another base.
The various types of segmentations are
1eographic segmentation
/emographic segmentation
3sychographic segmentation
%uyer behavior
%enefits segmentation
olume of purchase segmentation
POSITIONIN:POSITIONIN:
3ositioning is a platform for the brand. It facilitates the brand to get through to the target
consumers.
It is defined as the art and science of fitting the product or service to one or more segmentsof the broad mar&et in such a way as to set it meaningfully apart from competition.$
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3ositioning is the act of fixing the locus of the product offer in the minds of the target
consumers. In positioning, the firm decides how and around what parameters, the product
offer has to be placed before the target consumers. The significance of product positioning
can be easily understood from /avid "gilvys words The results of your campaign depends
less on how we write your advertising than on how your product is positioned$.
De+#'#t#,'* ,+ pr,&$t p,*#t#,'#'(:
Se'($pta, in his boo&Brand Positioningsays, The aim of product positioning is to create
a perception for our brand in the prospects mind so that it stands apart from competing
brands we must cover that space in the consumers mind as if we had won a long)term
lease. We must find a strong position in that mind and sit on it.$
M#hea% R,th*h#%&, in his boo&Marketing Communications From Fundamentals to
Strategiessays, 3ositioning refers to the place a brand occupies in the mind in relation to a
given product class. This place was originally a product)related concept. 6oncerning
mar&et structure. The concept now refers to the place that the brand holds in the consumers
mind related to perceptions and preferences$.
De/e%,p#'( a P,*#t#,'#'( Strate(To create a position for a product or service, 'routand0iessuggest that managers as&
themselves six basic =uestions.
+. What position, if any, do we already have in the prospects mind;
7. What position do we want to own;
8. What companies must be outgunned if we are to establish that position;
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3roduct positioning denotes the specific product categor2product classin which the given
product is opting to compete. 2nd brand positioning denotes the positioning of the brand viz)
a viz the competing brands in the chosen product category.
It is evident that for any product, before entering the mar&et it has to se=uentially carry out
the two exercises, product positioning and brand positioning. In the first step, the product
category where the new entrant should enter and compete, i.e. against what all products it has
to compete, has to be decided. In this step, it is the broad function that the product is trying
to serve that matters. This choice of product category will decide the nature of the
competition the product is going to face. "nce product category positioning is decided, the
position for the new entrant against competing brands in the chosen product category has to
be analyzed and fixed.
ISSUES IN PRODUCT POSITIONIN
Where is the new offer going to compete; 2s what;
Which product functionGcustomer need is it trying to meet;
What other product categories serve this need; In other words, what are the
substitute products that serve the same need;
Where is the real gap, where is such a new offer most welcome and wanted by the
mar&et;
What are companys competencies to fight here;
ISSUES IN BRAND POSITIONIN:
In deciding the %rand positioning, the issues are
Which are the competing brands in the chosen product category;
What are the uni=ue claimsGstrengths of the various brands;
What position do they en(oy in consumers evaluation and perception;
What is the most favoured position; 2nd yet vacant;
6an the new brand claim the needed distinction and ta&e the position and satisfy the
need;
The ma(or dimension of mar&eting strategy relates to positioning of the offer. The firm has
already selected the target mar&et and decided its basic offer. 0ow, what is the con(unction
between these two entities; 'ow do they get connected; What is the interface;
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What is the locus the firm see&s among the customers in the chosen target mar&et with its
offering;
'ow would the firm want the consumer to view and receive the offer;
These are the issues the firm has to grapple with in positioning. 2nd, while formulating the
mar&eting mix too, the firm will agitate over these issues. The 3roduct /ifferentiation and
3ositioning discusses the multifarious issues involved in the sub(ect.
PRODUCT REPOSITIONIN:
3roducts do undergo Hrepositioning as they go along their life cycle. In some cases, even
products that are faring well are repositioned. This is done mainly to enlarge the reach of the
product offer and to increase the sale of the product by appealing to a wider target mar&et.
The product is provided with some new features or it is associated with some new target
segments.
PROMOTIONAL DECISIONS:
3romotion has been defined as the coordination of all seller initiated efforts to set up channels
of information and persuasion in order to sell goods and services or promote an idea. While
implicit communication occurs through the various elements of the mar&eting mix, most of
an organizations communications with the mar&et the basic tools used to accomplish an
organizations communication ob(ectives are often referred to as thepromotional mi*.
The promotional mixThe promotional mix
A&/ert#*#'(:
7>
Advertisin
gDirect
marketin
Interactive
$
Sales
promotio
n
Publicity$
Public
Personal
selling
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2dvertising is defined as any paid form of non personal communication about an
organization, product, service, or idea by an identified sponsor. The paid aspect of this
definition reflects the fact that the space or time for an advertising message generally must be
bought. 2n occasional exception to this is the public service announcement, whose
advertising space or time is donated by the media.
2dvertising is the best)&nown and most widely discussed form of promotion, probably
because of its pervasiveness. It is also very important promotional tool, particularly for
companies, whose products and services are targeted at mass consumer mar&ets.
It is a very cost)effective method for communicating with large audiences. It can be used to
create brand images and symbolic appeals for a company or brand.
D#ret Mar?et#'(
"ne of the fastest)growing sectors of the -.!. economy is direct mar&eting, in which
organizations communicate directly with target customers to generate a response and a
transaction. It has become such an integral part of the I*6 program of many organizations
and often involves separate ob(ectives, budgets, and strategies, we view direct mar&eting as a
component of the promotional mix.
/irect *ar&eting is much more than direct mail and mail order catalogs. It involves a variety
of activities, including database management, direct selling, telemar&eting and direct
response ads through direct mail, the Internet, and various broadcast and print media.
"ne of the ma(or tools of direct mar&eting is ret re*p,'*e a&/ert#*#'(, whereby a product
is promoted through an ad that encourages the consumer to purchase directly from the
manufacturer.
I'terat#/eI'ter'et Mar?et#'(:
Interactive media allow for the bac&)and)forth flow of information whereby users can
participate in and modify the form and content of the information they receive in real time.
-nli&e traditional forms of mar&eting communications such as advertising, which are one)
way in nature, the new media allow users to perform a variety of functions such as receive
and alter information and images, ma&e in=uiries, respond to =uestions and of course ma&e
purchases. In addition to the Internet, other forms of interactive media include 6/)4"*s,
9ios&s, and interactive television.
Sa%e* Pr,",t#,':
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The next variable in the promotional mix is sales promotion, which is generally defined as
those mar&eting activities that provide extra value or incentives to the sales force, the
distributors, or the ultimate consumer and can stimulate immediate sales, sales promotion is
generally bro&en into two ma(or categories
6onsumer)oriented and
Trade)oriented activities
6onsumer)oriented sales promotion is targeted to the ultimate user of a product or service and
includes couponing, sampling, premiums, rebates, contests, sweepsta&es, and various point)of)
purchase materials.
Trade)oriented sales promotions are targeted towards mar&eting intermediaries such as wholesalers,
distributors and retailers.
P$3%##tP$3%# Re%at#,'*
3ublicity refers to non personal communications regarding an organization, product, service,
or idea not directly paid for or run under identified sponsorship. It usually comes in the form
of a news story, editorial or announcement about an organization and its products and
services. i&e advertising, publicity is not directly paid for by the company.
2n advantage of publicity over other forms of promotion is its credibility. 2nother
advantage of publicity is its low cost, since the company is not paying its time or space in a
mass medium such as T, radio or newspapers.
3ublic relations are defined as the management function which evaluates public attitudes,
identifies the policies and procedures of an individual or organization with the public interests
and executes a program of action to earn public understanding and acceptance$. 3ublic
relations generally have a broader ob(ective than publicity, as its purpose is to establish and
maintain a positive image of the company among its various publics.
Per*,'a% Se%%#'(:
It is a form of person)to)person communication in which a seller attempts to assist and
persuade prospective buyers to purchase the companys product or service or to act on an
idea. -nli&e advertising, personal selling involves direct contact between buyer and seller,
either face)to)face or through some form of telecommunications such as telephone sales.
3ersonal selling involves more immediate and precise feedbac& because the impact of the
sales presentation can generally be assessed from the customers reactions.
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ASSEMBLIN THE MAR2ETIN MI@ASSEMBLIN THE MAR2ETIN MI@
2ssembling the mar&eting mix means assembling the four 3s of mar&eting in the best
possible combination. Involved in this process are the choice of the appropriate mar&eting
activities and the allocation of the appropriate mar&eting effortGresources to each one of them.
The firm has to find out how it can generate the targeted sales and profit. It considers
different mar&eting mixes with varying levels of expenditure on each mar&eting activity and
tries to figure out the effectiveness of different combinations in terms of the possible sales
and profits. It then chooses the combinationGmix of products, price, place and promotion that
is best according to its (udgment.
!ince mar&eting is essentially an interaction between the mar&eting mix and environmental
variable, and since the latter and non)controllable, mar&eting becomes synonymous with
assembling and managing the mar&eting mix. "f course, while assembling the mar&eting
mix, the mar&eting manager will ta&e due note of the environmental variables. 0ot only will
he ta&e due not of them, he will ensure that his mar&eting mix suits the environmental
variables. 2nd, its factor that renders the tas& much more complex.
MAR2EIN MI@: THE SOLE EHICLE !OR CREATIN AND DELIERIN
CONSUMER ALUE
The four elements mentioned above) product, distribution, promotion and pricing constitute
the mar&eting mix of the firm. The mar&eting mix is the sole vehicle for creating and
delivering customer value.
It can be easily seen that all activities and programmers, which a mar&eter designs and caries
out in his effort at winning customers, relate to one or the other of the above four elements)product, place, promotion and pricing. It can also be seen that in each of these elements, there
are several sub)elements. #or example, pac&aging is one of the sub)elements of product and
warehousing is one of the sub)elements of distribution.
The !,$r P* ,+ Mar?et#'(:
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It was Cames 6ulliton, a noted mar&eting expert, who coined the expression mar&eting mix
and described the mar&eting manager as a mixer of ingredients. To =uote him, XThe
mar&eting man is a decider and an artist a mixer of ingredients, who sometimes follows a
recipe developed by others and sometimes prepare his own recipe. 2nd, sometimes he adapts
his recipe to the ingredients that are readily available and sometimes invents some new
ingredients, or, experiments with ingredients as no one else has tried before.
!ubse=uently- Niel +.(orden, another noted mar&eting expert, popularized the concept of
mar&eting mix.
It was Cerome *c6arthy, the well)&nown 2merican professor of mar&eting, who first
described the mar&eting mix in terms of the four 3s. 'e classified the mar&eting mix
variables under four heads, each beginning with the alphabet 3$.
3roduct
3lace
3rice
3romotion
McCarthhas provided an easy)to)remember description of the mar&eting mix variables.
"ver the years, the terms *ar&eting mix and #our 3s of mar&eting have come to be used
synonymously.
2ssembling and managing the mar&eting mix is the crux of the mar&eting tas&. 2nd, it is
through the mar&eting mix that the mar&eting manager achieves the mar&eting ob(ectives.
MAR2ETIN STRATEIES !ALL UNDER TO CATEORIES:
We have seen that target mar&et selection, positioning and mar&eting mix formulation
together constitute mar&eting strategy. We have also seen that a firm can assemble the
mar&eting mix elements in many different ways, depending on the relative weight age it
assigns to the different elements. The scope to carve out different combinations is, in fact
immense. 2s a result, business firms are able to employ an abundance of strategies and
strategy stances in their relentless race to stay ahead of competition. 'owever, a close
scrutiny will reveal that all these strategies can be fitted into two broad categories
+. 34I65 "4I50T5/ *2495TI01 !T42T51:
7. /I##5450TI2TI"0 "4I50T5/ *2495TI01 !T42T51:
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In other words, there are only two broad routes available for forging mar&eting strategies any
strategy has to be ultimately either a price)oriented strategy or a differentiation)oriented
strategy.
PRICE ORIENTED MAR2ETIN STRATEYPRICE ORIENTED MAR2ETIN STRATEY
#irms ta&ing to the price route in mar&eting strategy compete on the strength of pricing.
They use price as their competitive lever. They (uggle the price of their product to suit the
prevailing competitive reality. They can afford to offer lower prices and still ma&e the
targeted profits. They elbow out competition with the cushion they en(oy in the matter of
pricing.
3rice route re=uires cost leadershipA evidently, a firm opting for the price route will
have to have a substantial cost advantage in their operations. It should be en(oying an overall
cost leadership in the given industry and its lower cost should enable it to secure above
average returns inspire of strong competition. The cost advantage can emanate from different
factors li&e, scale economies, early entry, a large mar&et share built over a period of time,
vocational advantage, or synergy among the different businesses. The firms whole strategy, in
fact will revolve around building such cost advantage.
To successfully practice a price)led strategy, a firm should have consciously ta&en to
the idea sufficiently early in its evolutionary process and prepared itself for adopting such a
strategy.
DI!!ERENTIATION ORIENTED MAR2ETIN STRATEYDI!!ERENTIATION ORIENTED MAR2ETIN STRATEY:
The differentiation route of strategy revolves around aspects other than price. It wor&s on the
principle that a firm can ma&e its offer distinctive from all competing offers and win through
the distinctiveness. 2nd, a firm adopting such route can price its product on the perceived
value of the attributes of the offer and not necessarily on competition)parity basis.
*aximum scope for exploiting differentiation remains with the product. While all the
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The product can be differentiated along two ma(or plan&s
+. Tangible product attributes and functions,
7. Intangible characteristics and emotional associations.
The tangible product attributes and functions are
/ifferentiation based on ingredients,
/ifferentiation based on functional value,
/ifferentiation based on additional features,
3ac&aging contributing to differentiation,
/ifferentiation based on uality, "perational 5fficiency, Technology, !ervice.
DIITAL MAR2ETIN:DIITAL MAR2ETIN:
/igital *ar&eting is the practice of promoting products and services using digital
distribution channels to reach consumers in a timely, relevant, personal and cost)effective
manner.
Whilst digital mar&eting does include many of the techni=ues and practices contained within
the category of Internet *ar&eting, it extends beyond this by including other channels with
which to reach people that do not re=uire the use of The Internet. 2s a result of this non)reliance on the Internet, the field of digital mar&eting includes a whole host of elements such
as mobile phones, smsGmms, display G banner ads and digital outdoor.
BU MAR2ETIN ORD O! MOUTH:BU MAR2ETIN ORD O! MOUTH:
Word of mouth, is a reference to the passing of information by verbal means, especially
recommendations, but also general information, in an informal, person)to)person manner.
Word of mouth is typically considered a face)to)face spo&en communication, althoughphone conversations, text messages sent via !*! and web dialogue, such as online profile
pages, blog posts, message board threads, instant messages and emails are often now
included in the definition of word of mouth. There is some overlap in meaning between
word of mouth and the following rumor, gossip, innuendo, and hearsayA however word of
mouth is more commonly used to describe positive information being spread rather than
negative, although this is not always the case.
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Word)of)mouth promotion, also &nown as buzz mar&eting and viral advertising, is highly
valued by advertisers. It is believed that this form of communication has valuable source
credibility. 4esearch points to individuals being more inclined to believe W"** than more
formal forms of promotion methodsA the receiver of word)of)mouth referrals tends to believe
that the communicator is spea&ing honestly and is unli&ely to have an ulterior motive Ni.e.
they are not receiving an incentive for their referralsO. In order to promote and manage word)
of)mouth communications, mar&eters use publicity techni=ues as well as viral mar&eting
methods to achieve desired behavioral response. Influencer mar&eting is increasingly used to
seed W"** by targeting &ey individuals that have authority and a high number of personal
connections.
EANELISM MAR2ETINEANELISM MAR2ETINIt is an advanced form of word of mouth mar&eting NW"**O in which companies develop
customers who believe so strongly in a particular product or service that they freely try to
convince others to buy and use it. The customers become voluntary advocates, actively
spreading the word on behalf of the company.
5vangelism literally comes from the three words of Sbringing good newsS and the mar&eting
term (ustly draws from the religious sense, as consumers are literally driven by their beliefs
in a product or service, which they preach in an attempt to convert others.
E!!ECTIE SALES PROMOTIONE!!ECTIE SALES PROMOTION::
!ales promotion consists of diverse collection of incentive tools mostly short term, designed
to stimulate =uic&er and greater purchase of particular products of services by the consumer.
!ales promotion is the only method that ma&es use of incentives to complete the push)pull
promotional strategy of motivating the sale force, the dealer and the consumer in transacting
a sale.
PPr#e-O++* O++er:r#e-O++* O++er:
3rice)off offers refers to offering the product at lower than the normal price. This encourages
immediate sales, attracts non)users, induces product trail and counters competition.
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Pre"#$":Pre"#$":
3remium refers to the offer of an article of merchandise as an incentive in or to sell the
product.
C,$p,'*:C,$p,'*:
In order to encourage product trail, stimulate re)purchase rate and build loyalty through
news papaers.
Dea%er *t,? *p%a ,'te*t*Dea%er *t,? *p%a ,'te*t*:
It is a type of point of purchase advertising which uses the show windows of the dealer for
providing exposure to the sponsors products.
/ealer participating enthusiastically and creatively are awarded
DE!ENDIN MAR2ET SHAREDE!ENDIN MAR2ET SHARE
While trying to expand total mar&et size, the dominant firm must continuously defend it
current business against rival attac&s. This step is very much essential for the mar&et leader
firm because the challenger firms are constantly to exploit the wea&nesses of the leader
firms.
E@PANDIN MAR2ET SHAREE@PANDIN MAR2ET SHARE
*ar&et leaders can improve their profitability by increasing their mar&et share. %ut for few
mar&et leaders whose share in the total mar&et is insignificantly high, the expansion of
mar&et share n the total mar&et may be proved both as expensive and ris&y. Therefore it is
better for such leader firms in spending their time in building up the mar&et size rather than
expanding the mar&et share. The reason for this action may be attributed to two factors
+. The mar&et leader firms might attract the provisions of various anti)trust
legislations. The rival competitors will try to force the 1overnment to bring
legislations against the *"0"3"I!2TI"0$
7. The second reason being the economic factors. The cost of ma&ing further gains in
the mar&et share after a large share has been achieved may rise fast and reduce the
profit margin.
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HARASSMENT STRATEY:HARASSMENT STRATEY:
The mar&et leader firm will resort to a harassment strategy in order to promote its mar&et
share. 2s a part of this strategy, the leader form might approach the suppliers and threaten to
reduce its purchases. If the latter supply the upstart firm, sometimes it might put pressure on
distributors not to carry the competitors product. The salesman of leader firm might spea&
negatively about competitors. It may also try to hire away the better executives of an
aggressive firm. !ometimes, the mar&et leader firm will try to restrain these competitions
through legal devices. It might push legislation that would be more unfavorable to the
competitors than to it.
The aim of defensive strategy is to reduce the profitability of attac&, divert attac&s to less
threatening areas, and lessen the intensity of attac&. 2ny attac& is li&ely to hurt profits. %ut
the defenders form and speed of response can ma&e an important difference in the profit
conse=uences.
There are K defense strategies that a dominant firm can use
+.+. P,*#t#,' De+e'*eP,*#t#,' De+e'*e
The basic idea of defense is to build an impregnable fortification around ones
territory.
0.0. !%a'? De+e'*e:!%a'? De+e'*e:
The mar&et leader should not only guard its territory but also erect outposts to protect
a wea& front or possibly serve as an invasion base for counter attac&ing.
8.8. Pree"pt#/e De+e'*ePree"pt#/e De+e'*e
2 more aggressive defense maneuver is to launch an attac& on the enemy before the
enemy starts its offense against the leader. 3reemptive defense assumes that an ounce
of prevention is worth more than a pound of cure.
4. C,$'ter,++e'*#/e De+e'*eC,$'ter,++e'*#/e De+e'*e:*ost mar&et leaders, when attac&ed will respond counterattac&. The leader cannot
remain passive in the face of a competitors price cut, promotion blitz, product
improvement, or sales territory invasion. The leader has the strategic choice of meeting the
attac&er frontally, maneuvering against the attac&ers flan&, or launching a princer movement
to cut off the attac&ing formation from their base operation.
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9.9. M,3#%e De+e'*e:M,3#%e De+e'*e:
*obile defense involves more than the leader aggressively defending its territory. In
mobile defense, the leader stretches it domain over new territories than serve as future centers
for defense and offense.
K. C,'trat#,' &e+e'*eC,'trat#,' &e+e'*e
arge companies recognize that they can no longer defend all the territory. Their
focus are spread too thin, and competitors are nibbling away on several funds. The best
course of action then appears to be planned contraction Nalso called strategic withdrawalO.
INNOATION STRATEY:INNOATION STRATEY:
The mar&et leader may innovate several strategies in respect of new product ideas, customer
services, means of distribution, cost cutting discovery. In addition to these, a leader may
discourage its competition particularly challenge firm.
!ORTI!ICATION STRATEY:!ORTI!ICATION STRATEY:
In order to protect its mar&et share, the mar&et leader may try to &eep it product prices
reasonable in relation to the perceived valued of the offer and competitors offer. The leader
produces it brand in a variety of sizes and firms.
CON!RONTATION STRATEYCON!RONTATION STRATEY
If leader firm faces an extremely aggressive challenger, whose actions demand a =uic& and
direct response. In such a situation, the mar&et leader will engage any promotional war,
engaging in a massive promotional expenditure that the aggressive challenger cannot match.
The leader firm may engage in the price war whenever a new challenger is considering to
enter in its mar&et. This strategy will frighten the potential competitions and ma&e then to
withdraw from entering the mar&et.
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MAR2ETIN STRATEIES O! !ORD:MAR2ETIN STRATEIES O! !ORD:
Pr,&$t ++ere't#at#,' 3a*e& ,' ,perat#,'a% e++##e':
#"4/ 5M65I01 T'4"-1' !54I65 #ord tries to differentiate its offer onthe plan& of service. It has gone in for a new norm in customer service fi it right!the
first time!on time$. #ord is also supplying videotapes showing how repairs have to be
done.
A&,pt#'( O++er t, S$#t Tar(et Se("e't:
!,r& ",+#e* #t* ",&e%* +,r I'a:
#ord modified its models for the Indian target segments as shown below
'igher ground clearance to ma&e the car more compatible to the rougher road surface inIndia.
!tiffer rear springs to enable negotiating the ubi=uitous patholes on Indian roads.
6hanges in cooling re=uirement, with greater airflow to the rear.
'igher resistance to dust.
6ompatibility of engine with the =uality of fuel available in India.
ocation of horn buttons on the steering vehicles. N2s the India motorist uses the horn more
fre=uently, for cars sold in India, the horn buttons are &ept on the steering wheel and not on a
lever on the side as in the models sold in 5urope.O
Strate(# *e("e'tat#,' ,+ ar*:
The #ord in India has launched the car only for few segment of people.
The segmentation of car buyers based on price preferences are
!a"#% ar *e("e't These cars form a reasonably sizeable segment of the mar&et Naround
+F percentO.
3referred price range is from F la&h to K la&h.
H#"4/ I9"0 20/ H#"4/ #-!I"0 come under this type of segment.
Pre"#$" ar *e("e't This segment represents buyers who need a real world)class car and
are willing to pay the due price.
3referred price range starts from > la&h to +7 la&h.
H#"4/ #I5!T2, H#"4/ *"0/5" comes under this segment of cars.
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SU *e("e't The buyers of this segment li&e to have big vehicles.
2nd these cars are also useful for sport riding and even on hill areas. There body is designed
similar to off)road vehicles, which can withstand to Indian roads.
H#"4/ 50/52"-4 occupies this segment.
Strate(# Pr,",t#,'* 3 !ORD:
!,r& follows the promotions at two levels, they a
+O 3romotions of product directly by the manufacturer.
7O 3romotions at dealer level.
In the first step the products of vehicles manufactured by the #ord 2utomotives are directly
promoted by the manufacturer by himself. 'e follows many promotional strategies li&e
+. 2dvertising through television and newspaper.
7. Internet or interactive mar&eting.
8. /irect mar&eting.
In the second step the dealer of the vehicles promotes the vehicles.
The various promotional strategies followed by the #ortune #ord at dealer are
+. 2dvertising though news papers, radios, palm plates. In this all the features of the
product and its prices are given in detail to the customer.
7. In televisions the scrolling are given about the product and its features.
H,ar'(*
2 heavy picture of the product which comprises of its attributes and special features are
displayed on the roadsides in the form of hoardings. It is a bit expensive strategy but attracts
many people who pass by that roadside.
This type of advertisement is prepared for those segments of people who cannot afford their
time in reading newspapers and watching televisions. While travelling from their home to
office, moving on their business activities they may watch these hoardings. These hoarding
are especially setup at the road signal stops.
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Ma#'ta#'#'( Data Ba'?:
In this the dealer collects personalGbio)data Naddress and contact numberO of many people
from various organizations and different sector who are ready to buy the vehicles and who
change the vehicles regularly.
These people are met)in person or contacted through their contact number. The various new
features and new offers regarding the vehicles are advocated to them and are given discounts
on group purchase of vehicles, i.e. if F or more friends in the group purchase the cars at a
time then they are given special discounts on the vehicles.
!ree I'*$ra'e:
The #ortune #ord gives a special offer of free insurance on the purchase of each vehicle to
its new customers.
Re%at#,'*h#p Mar?et#'(:
#ortune #ord pays a special attention towards its old customers. To retain the old and
existing customers it conducts a corporate meet at a luxurious hotel. The event aims at
&nowing the problems of the customers regarding the vehicles and also service feedbac&.
In this way it maintains an effective relationship with the customers and gains the reputation
and goodwill in the minds of the customers.
Sa%e* Pr,",t#,':
The sales promotion is done in the fortune ford at three levels
+. Sh,5r,," *a%e*:In this the customers wal& in to the showrooms to &now about the
details of the product. !pecially trained sales executives who are present in the
showrooms give a detailed explanation about the product to the customers. !ales
executives give a detailed note on the products features, various offers given by the
manufacturer and also by the dealer to the customer and enhances the sales of the
vehicles.
7. C,rp,rate *a%e* 2 special team of sales executives are sent to some big corporate
sectors and there they personally meet the heads of the organizations li&e 6.5."s,
*anagers etc., and explain about the vehicles and the offers and special schemes
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provided by the dealer to them on bul& purchase of the vehicles and try to promote the
sales of the vehicles.
. !#e%& *a%e*: The sales executives conduct some events with the corporate wor&ing
people and try to demonstrate the product features and its benefits and try to promote the
product and increase its sales.
C,'&$t#'( C$*t,"er De%#(ht Pr,(ra":
This is a uni=ue program conducted by the #ortune #ord. This is a program conducted to
retain the old customers of the #ord. The old customers of the #ortune #ord are meeting
personally and they are re=uested to give their feedbac& by filling in the =uestionnaire which
is specially prepared for them. In this =uestionnaire their problems regarding the vehicle
and also their post sale service experience are ta&en. If there exists any problem, then the
#ortune #ord service men try to resolve the problems of their customers as soon as possible
and ma&es the customer satisfied.
This is a techni=ue to attract the new customers by satisfying the old customers and gaining
goodwill in the mar&et.
STRATEIC SALES STANDARDS:
!,rt$'e !,r&maintains strategic sales standards in the following manner.
The !ales faculty is clean, tidy and inviting, ma&ing customers comfortable while
purchasing products and availing services.
6ustomers are courteously ac&nowledged within two minutes of their arrival and are
advised that a !ales 6onsultant will be available upon re=uest.
The !ales 6onsultants appearance and dress will be of the highest standards.
2n advisory relationship is established between the customer and the !ales 6onsultant
who listens to the customer, identifies their needs and ensures that they are met.
2 pleasant, non)pressured purchase experience will be provided during which a
thorough demonstration of the vehicle features and benefits will be made.
2 test drive will be offered to all customers.
-sing a chec& list, the !ales 6onsultant delivers the vehicle in perfect condition when
promised.
6ustomers will be contacted within one wee& after delivery to ensure total
satisfaction.
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MAINTAININ SERICE STANDARDS
2n efficient service facility allows a customer to avail all the service provided by
#ortune #ord, in a clean and welcoming environment.
2n appointment is available within F wor&ing days of the customers re=uest.
6ustomers are courteously ac&nowledged within two minutes of their arrival and
the write)up will begin with five minutes.
!ervice needs are courteously identified, accurately recorded on the repair order
and verified with the customer.
The vehicle is serviced right on the first visit.
The vehicle is ready on the agreed upon time.
2 through explanation of wor& done, warranty coverage and charges is given to
the customer.
2ll service repair wor& will be followed up within five wor&ing days.
5ach vehicle will be washed before being returned to the customer.
E@TENDED ARRANTY:
#ortune #ord gives an extended warranty to its customers where there will be extended time
duration in the warranty.
hat #* E>te'&e& arra'tF
#actory Warranty covers only for a specific period of timeGmileage.
2fter the factory warranty expires, customer is exposed to the ris& of parts failures.This is applicable for any machineGe=uipmentGvehicle.
E>te'&e& arra't:
Is an extension of #actory Warranty
"ffers almost similar coverage as #actory Warranty
6omes with a time)bound Neg. +yrG7yrs but unlimited mileage capO
6overs all *echanical and 5lectrical #ailures
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6overs labour
h #* e>te'&e& 5arra't 'ee&e&F
"ffers peace of mind motoring
3rotects against unexpected and non)budgeted expenses
6an be transferred, hence increases the resale value.
hat &,e* #t NOT ,/erF
/oes not cover wear and tear of parts
/oes not cover scheduled service items
/oes not cover accident repairs
Be'e+#t* t, $*t,"er
3rotection from manufacturing and material defects
6ar can be repaired at any #ord out let across the country
-nlimited number of claims
0o excess to pay
"ne up)front payment only
Inflation protection from rising costs of parts and labour
2ll repairs carried out by =ualified #ord technicians
Warranty can be transferred when vehicle is sold better resale value
Total peace of mind
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Chapter
LITERATURE REIE
2 mar&eting strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage. 2ny organization that wants to exchange its products or services in themar&et place successfully should have a !trategic *ar&eting plan to guide the allocation of
its resources.
2 strategic mar&eting plan usually evolves from an organizations overall corporate strategy
and serves as a guide for specific mar&eting programs and policies. *ar&eting strategy is
based on a situation analysis) a detailed assessment of the current mar&eting conditions
facing the company, its product lines, or its individual brands. #rom this situation analysis, a
firm develops an understanding of the mar&et and the various
opportunities it offers, the competition and the mar&et segments or target mar&ets the
company wishes to pursue.
*ar&eting strategy is the complete and unbeatable plan, designed specifically for attaining
the mar&eting ob(ectives of the firmGbusiness unit. The mar&eting ob(ectives indicate what the
firm wants to achieveA the mar&eting strategy provides the design for achieving them. #or
example, if the mar&eting ob(ectives of a business unit stipulate that next year, it should
achieve a sales revenue of 4s. +,@@@ crore and a net profit of +F percent of sales revenue, it is
the (ob of mar&eting strategy to indicate how and where from this saleand profit will come,
which product linesGproductsGbrands will accomplish this tas& and how.
*ar&eting strategy forms an integral part of mar&eting planning. *ar&eting strategy is most
effective when it is an integral component of corporate strategy, defining how the
organization will successfully engage customers, prospects, and competitors in the mar&et
arena. It is partially derived from broader corporate strategies, corporate missions, and
corporate goals. 2s the customer constitutes the source of a companySs revenue, mar&eting
strategy is closely lin&ed with sales. 2 &ey component of mar&eting strategy is often to &eep
mar&eting in line with a companySs overarching mission statement.
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It is also &nown as the pure fundamental research, which refers to those studies, sole purpose
of which is the discovery of new information. It is conducted to extend the horizons on given
area of &nowledge with no immediate application to existing problems.
APPLIED RESEARCH
It is attempt to apply the various mar&eting techni=ue, which have been developed as
research, first and later on they become applied research techni=ues. It is on attempt to apply
the basic principles and existing &nowledge for the purpose of solving operational problems.
DESINATED !ACT ATHERIN
It refers to a research where the investigation attempts to gather some pre)determined data.
STEPS IN MAR2ETIN RESEARCH
Marketing research process can be out through following steps.
/efine the problems and research ob(ectives
/evelops the research plan
6ollect the information
2nalysis and interpretation
3resent the finding.
RESEARCH METHOD
It must be classified on the basis of the ma(or purpose of the investigation. In this problem
description studies have been underta&en, as the ob(ective of the pro(ect is to conduct the
mar&et shares study to determine the share of mar&et received by the company to the
competitor.
DATA COLLECTION
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The information needed to further proceed had been collected through primary and secondary
data.
PRIMARY DATA:
It consists of information collected for the specific purpose, survey research was used and he
all the details of #ord and their competitors were contacted. !urvey research is the
approached gathering description and information.
CONTACTED METHOD:
The information was solicited by administering structured =uestionnaire to the customer and
dealers, thus getting to &now directly from the dealers their sales before and after sales
service.
SECONDARY DATA COLLECTION:
The secondary data consists of information that already existing somewhere having been
collected for another purpose. 2ny researcher begins the research wor& by first going
through secondary data. !econdary data includes the information available with company. It
may be the findings of research previously done in the field. !econdary data can also be
collected from the magazines, news papers, internet other service conducted by researchers.
METHODS O! DATA COLLECTION:
The basic method adopted in conducting the study is a structured =uestionnaire.
uestionnaire is administered on the sample respondents. 'ow ever there are certain cases
where personal interactive method is followed with customers to find the satisfaction level.
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OBGECTIES O! THE STUDYOBGECTIES O! THE STUDY
Pr#"ar O3
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SCOPE O! THE STUDY
The scope of the study is to identify the mar&eting strategies of #ord
*otors$. 3rimary data was collected from customers. !econdary data was collected from
company manuals, magazines and websites and so on, the study gathers information about
the mar&eting strategies in regard to uality of !ervice, !afety Tips, fuel saving tips, driving
tips etc.., customer care service and other values added services provided by the company.
F@
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LIMITATIONS O! THE STUDY
2 portion of the respondents contacted were not precise and genuine in giving their
opinion of satisfaction or dissatisfaction. If accidentally they had badly experience at one
instance, they would mar& very poor.
To measure the exact level of customer relation the sample size was small.
!hort time period was inade=uate for conducting detailed study among the customer.
The study was restricted to /elhi only.
The study was limited to the capabilities and willingness of the respondents
inappropriately answering the =uestions.
F+
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Chapter
DATA ANALYSIS INTERPRETATIONS
1. h#h ,+ the +,%%,5#'( !,r& ar ,$ ,5'F
a !#e*ta
3 I?,'
E'&ea/,$r
& !$*#,'
"ata anal#sis:
Na"e ,+ the ar ,+ $*t,"er*
!#e*ta 49
I?,' 07
E'&ea/,$r 1
!$*#,' 9
T,ta% 1==
% of customers
0
10
20
30
40
50
Fiesta Ikon Endeavour Fusion
Inter$retation: This =uestion is meant for ta&ing the information regarding the most
preferred car in the #ord cars. #rom the above graph it is found that most preferred vehicle of
#ord cars isFiesta.
F7
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0. hat &, ,$ %#?e ",*t a3,$t ,$r !,r& arF
a St%e&e*#('
3 C,"+,rt
!,r& 3ra'&& Ser/#e
"ata anal#sis:
C$*t,"er* pre+ere'e N, ,+ $*t,"er*
St%e&e*#(' 9
C,"+,rt 0
!,r& 3ra'& 1Ser/#e
Inter$retation: This =uestion is meant to &now the customers preferences and li&es
towards the cars. #rom the data we can position our product to the comfort see&ing group of
people.
. hat &, ,$ +ee% (reata3,$t ,$r ar 5he' ,"pare& t, ,ther ar* #' the "ar?etF
F8
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a !$e% e++##e'
3 D$ra3#%#t
L,5 "a#'te'a'e
& S,$'& $a%#t
e Bra'& 'a"e
"ata anal#sis:
C$*t,"er* per*pet#/e N, ,+ $*t,"er*
!$e% e++##e' 0
D$ra3#%#t 7
L,5 "a#'te'a'e 9
S,$'& $a%#t 10
Bra'& 'a"e 0=
@
7
+@
+7
+
7@
#uel efficiency /urability ow maintenance !ound =uality
%rand name
customer prespective
N, ,+ -$*t,"er*
Inter$retation: #rom this =uestion we canpositionthe cars according to the customer)s
perspectives. *any of the #ord customers are buying the cars by seeing its (rand Name
only. The no. of customers satisfied with the fuel efficiency is very low.
4. H,5 & ,$ ,"e t, ?',5 a3,$t th#* ar 3e+,re p$rha*#'(F
a !r," +r#e'&*6 re%at#/e* 3$JJ
3 A&/ert#*e"e't*
F
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Car e>pert*
& Sa%e)* per*,'* /#*#t
e A$t, "a(aJ#'e*
"ata anal#sis:
S,$re ,+ a5are'e** N,. ,+ $*t,"er*
!r#e'&*6 re%at#/e* 9
A&/ert#*e"e't* 0
Car e>pert*
Sa%e)* per*,'* /#*#t 8
A$t, "a(aJ#'e*
Inter$retation: *ost of the #ord customers came to &now about their vehicle through
advertisementsonly. The ma(or media that attracted the customers is television.
. Ca' ,$ *hare ,$r e>per#e'e 5#th a+ter *a%e *er/#e *$pp,rt
a er "$h *at#*+#e&
3 Sat#*+#e&
O?
FF
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& N,t *at#*+#e&
"ata anal#sis:
P,*t *er/#e e>per#e'e N,. ,+ $*t,"er*er "$h *at#*+#e&
Sat#*+#e& 1
O? 0
N,t *at#*+#e& 4
=
1=
1
0=
0
=
er "$h *at#*+#e& Sat#*+#e& O? N,t *at#*+#e&
A+ter *a%e *er/#e e>per#e'e
N,. ,+ $*t,"er*
Inter$retation: This =uestion is prepared to &now the service levels of the authorized
dealer. *ost of the customers are (ust telling okabout the service. "nly a veryfew customers
are ver much satisfiedwith the service. 5ven some of the customers are not satisfied with
the service given by the authorized service men.
. here &, ,$ (et ,$r ar *er/#e& re($%ar%F
a At a$th,r#Je& *er/#e e'tre
3 At a %,a% 5,r?*h,p 'ear " h,"e
FK
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"ata anal#sis:
P%ae ,+ *er/#e N,. ,+ $*t,"er*
At a$th,r#Je& *er/#e e'tre 41
At a %,a% 5,r?*h,p 'ear h,"e 9
80
18
$*t,"er* pre+ere'e +,r *er/#e e'tre*
at a$th,r#*e& *er/#e e'tre At a %,a% 5,r?*h,p 'ear h,"e
Inter$retation: *ost of the #ortune #ord customers are interested to service their vehicles
only at the authorized dealers. #rom this we come to &now what the importance of authorized
service centers for car is.
7. h#h 3a'? &, ,$ pre+er #' (ett#'( +#'a'#a% he%p 5h#%e p$rha*#'( a arF
a ICICI
3 HD!C
SBI
& Other*
FJ
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Na"e ,+ the 3a'? N,. ,+ $*t,"er*
ICICI 01
HD!C
SBI 0=
Other*
Inter$retation: *ost of the customers prefer I6I6I and !%I ban&s for ta&ing financial
help while purchasing a car. 6ustomers are as&ing for @? interest on financial help
provided by the ban&s.
8. h#h tpe ,+ +#'a'e &, ,$ pre+erF
a I' h,$*e +#'a'e
3 O$t h,$*e +#'a'e
N, ++ere'e 3et5ee' thet5,
"ata anal#sis:
Tpe ,+ +#'a'e N,. ,+ $*t,"er*
I' h,$*e +#'a'e =
F>
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O$t h,$*e +#'a'e 10
N, ++ere'e 3et5ee' the t5, 8
=
1=
1
0=
0
=
=
10
8
1
C$*t,"er ,p#'#,' ,+ +#'a'e
I' h,$*e +#'a'e O$t h,$*e +#'a'e N, ++ere'e 3et5ee' the t5,
Tpe* ,+ +#'a'e
N,. ,+ $*t,"er*
Inter$retation: To &now the customers opinion about the finance and their interests in
preferring the finance from various sources, this =uestion is prepared. *ost of the
customers prefer onlyIn house financecompared to outhouse finance.
9. T, 5h#h "ea &, ,$ (et e>p,*e re($%ar%Fa Te%e/#*#,'*
3 Ma(aJ#'e*
Ne5* paper*
& !.MRa,
"ata anal#sis:
"ea N,. ,+ $*t,"er*
Te%e/#*#,'* 0
FD
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Ma(aJ#'e* 7
Ne5* paper* 1
!.MRa, 1
0
5
10
15
20
25
30 26
7
16
1 1
Mea that attrat $*t,"er*
Te%e/#*#,'* Ma(aJ#'e* Ne5* paper* !.MRa,
Tpe ,+ Mea
N,. ,+ $*t,"er*
Inter$retation: #rom this analysis we come to &now that most of the customers are
interested in watching televisions, which is a good media for communicating with people
and delivering our intentions about product.
1=. h#h ?#'& ,+ T.. ha''e%* &, ,$ 5ath re($%ar%F
a Nat#,'a% 'e5* ha''e%*
3 Re(#,'a% 'e5* ha''e%*
Sp,rt* ha''e%*
& E'terta#'"e't ha''e%*
"ata anal#sis:
T.. Cha''e%* N,. ,+ $*t,"er*
Nat#,'a% 'e5* ha''e%* 1=Re(#,'a% 'e5* ha''e% 1
Sp,rt* ha''e%* 4
K@
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E'terta#'"e't ha''e%* 0=
Inter$retation: This =uestion is meant to &now the interests and preferences of
customers towards T.. channels. *ore than =uarter of the sample size showed interestonly on the entertainment channels and next preference goes to the regional news
channels.
11. hat)* ,$r ,p#'#,' ,' the pr#e %#*t ,+ !,r& ar*F
a A++,r&a3%e 3 ,"",' "a'
3 A++,r&a3%e ,'% 3 r#h "a'
Ca')t *a
"ata anal#sis:
C$*t,"er ,p#'#,' ,' pr#e%#*t ,+ +,r&
ar
N,. ,+ $*t,"er*
A++,r&a3%e 3 ,"",' "a'
A++,r&a3%e ,'% 3 r#h "a' 40
Ca't *a 0
K+
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== K 10
40==K 84
0==K 4
C$*t,"er ,p#'#,' ,' pr#e %#*t ,+ !,r& ar*
A++,r&a3%e 3 ,"",' "a' A++,r&a3%e ,'% 3 r#h "a' Ca't *a
Inter$retation: *ore than >@? of customers thin& that #ord cars are affordable only
by rich men. These cars are too expensive for an economic society.
10. hat ?#'&* ,+ ,++er* &, ,$ %#?e ,r e>pet +r," the &ea%erF
a !ree #'*$ra'e
3 Spe#a% *,$'t ,' *a%e ,+ ar*
E>te''( the *er/#e per#,&
& !#'a'e a/a#%a3#%#t 5#th = #'tere*t
"ata anal#sis:
,++er* N,. ,+ $*t,"er*
!ree #'*$ra'e 9
Spe#a% *,$'t ,' *a%e ,+ ar*
E>te''( the *er/#e per#,& 07
!#'a'e a/a#%a3#%#t 5#th =
#'tere*t
11
K7
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0
5
10
15
20
25
30
35
2
34
4
10
1
C$*t,"er* e>petat#,'* +r," &ea%erI'+,r"at#,' a3,$t 'e5 ar*
I'+,r"at#,' a3,$t *er/#e a'& "#%ea(e
A**#*ta'e re(ar'( %,a'* a'& #'*$ra'e
U'&er*ta''( $*t,"er 'ee&*
E>petat#,'*
N,. ,+ $*t,"er*
Inter$retation: *ost of the customers are expecting the information about service
and mileage regarding the cars from the dealer. #rom the above analysis we come to
&now about the customers expectations and their post purchase service demands from the
dealer.
14. H,5 &, ,$ +ee% 5he' a' $'?',5' *a%e* per*,' appr,ahe* ,$ 3 ?',5#'(
,$r +$%% &eta#%* t, &e",'*trate a3,$t a' pr,&$tF
a I 5#%% ',t re*p,'&
3 L,*t " pr#/a
I'tere*te& #' ?',5#'( #+ I +ee% a 'ee& ,+ #t
"ata anal#sis:
C$*t,"er ,p#'#,' N,. ,+ $*t,"er*
I 5#%% ',t re*p,'& 11
L,*t " pr#/a
I'tere*te& #' ?',5#'( #+ I +ee% a 'ee&
,+ #t
4
K
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Inter$retation: This =uestion is prepared indirectly to &now about the customers
opinion about the /ata %an& maintenance by the #ortune #ord. In reply ma(ority of the
customers gave a positive reply byshowing interest in knowingabout the cars when a
sales person gives a detailed description about the cars.
1. hat)* ,$r ,p#'#,' ,' a Bra'& A"3a**a&,r +,r the ar*F
a er 'ee**ar
3 N,t 'ee&e&
a*te ,+ ",'e +,r "a'$+at$rer
"ata anal#sis:
C$*t,"er ,p#'#,' ,' a"3a**a&,r N,. ,+ $*t,"er*
er 'ee**ar 4
N,t 'ee&e& 7
a*te ,+ ",'e +,r "a'$+at$rer =
KF
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=
1=
1
0=
0
=
4=
44
7
=
1
Op#'#,' ,' Bra'& A"3a**a&,r
er 'ee**ar N,t 'ee&e& a*te ,+ ",'e +,r "a'$+at$rer
$*t,"er ,p#'#,'
N,. ,+ $*t,"er*
Inter$retation: This =uestion is meant to &now about the importance of %rand
2mbassador for a car in the customers point of view. *ost of the #ord customers thin&
that a %rand 2mbassador is ver necessarfor promoting a car.
1. hat)* ,$r ,p#'#,' a3,$t the pre/#,$* A"3a**a&,r A3h#*he? Baha' +,r
the ar !,r& !#e*taF
a !$%% +#%%e& the p$rp,*e
3 U'a3%e t, attrat $*t,"er*
He 5a* ',t apt +,r #t.
"ata anal#sis:
C$*t,"er ,p#'#,' N,. ,+ $*t,"er*
!$%% +#%%e& the p$rp,*e 8
U'a3%e t, attrat $*t,"er* 1=
He 5a* ',t apt +,r #t 0
KK
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7
0=4
C$*t,"er ,p#'#,' a3,$t A3h#*he? Baha'
!$%% +# % %e& the p$rp,*e U'a3%e t, attrat the $*t,"er*