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this project will help to find out the preception of the custmers . by using this we will find out the company status in market and computing rank in field .
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A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS “SHARP” PRODUCTS IN CEMENT INDUSTRY
Submitted in partial fulfilment of PGDM/MBA
PGDM/MBA BATCH 2013-15
Submitted To Submitted By
PROF.K.VENKATA LAKSHMAN Mr. Y.VINAYKUMAR REG NO: 9050
1
A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS
“SHARP” PRODUCTS IN CEMENT INDUSTRY
Submitted in partial fulfillment of PGDM
PGDM/MBA BATCH 2013-15
SUBMITTED BY
Mr. Y.VINAYKUMAR
Faculty Guide Dean
PROF.K.VENKATA LAKSHMAN Dr. SABYASACHI RATH
2
DECLARATION
I hereby declare that the project title “A STUDY ON CUSTOMERS’
PERCEPTION TOWARDS ‘SHARP’ PRODUCTS IN CEMENT INDUSTRY “is
an original work undertaken by me, under the guidance of PROF.
K.VENKATA LAKSHMAN.
The report submitted is a bona-fide work of my own efforts and has not been
submitted to any institute/university/conference or published before.
Signature of the student Y.VINAYKUMAR Date: Place: HYDERABAD
3
ACKNOWLEDGEMENT
I would like to express my sincere gratitude to my parents and family
members, for supporting me always. I would further like to extend my sincere
thanks to the faculty of VISHWA VISHWANI INSTITUTE OF SYSTEMS AND
MANAGEMENT for providing me with an opportunity to further my career in
the field of marketing.
I would personally like to thank our DEAN DR. SABYASACHI RATH
for his help in my acquiring the project for the STP and PROGRAME
CHAIRPERSON Dr.MADHAN MOHAN.
I would also like to thank PROF K.VENKATA LAKSHMAN for his
continuous guidance and for encouragement as my appointed faculty guide.
I express my sincere gratitude to my company guide Mr.PRASHANTH,
Marketing Manager, THE SHARP INDIA LTD for entrusting me and
providing me valuable inputs for my project “A STUDY ON CUSTOMERS’
PERCEPTION TOWARDS SHARP PRODUCTS IN CEMENT INDUSTRY”.
Last but not the least, I express my sincere thanks to the STP
CHAIRPERSON Dr.BHRATH BUSHAN and PLACEMENT HEAD
PROF. RANGA RAOand all coordinators of diligently working on behalf
of the students to help us acquire better opportunities for the Summer
Internship and constantly providing guidance in terms of regulations and
proper procedure.
4
5
INDEX
S. No.
PARTICULARS PAGE NO.
1 Introduction 7
2 Sharp history 8-16
3 Core business of the company 17
4 COMPETATIVE ANALYSIS 18
5 INDUSTRY PROFILE 19-21
6 PORTER’S FIVE FORCES 21-24
7 SWOT ANLYSIS 25
8 Background of the study
9 Objective/Purpose of the Study 26
10 Design of the study 27
11 DATA Analysis 27
12 DATA INTERPRITATION 28-36
13 FINDINGS 37
15 CONCLUSSION& RECOMENDATIONS 38
16 BIBILOGRAPHY 39
17 QUESTIONNAIRE 40-41
6
INTRODUCTION
ABOUT MY PROJECT
A STUDY ON CUSTOMERS’ PERCEPTION TOWARDS “SHARP” PRODUCTS IN CEMENT INDUSTRY
I have done my survey in CEMENT INDUSTRY because it is industry which is growing fast and more profitability in the world as well as in INDIA also.
As per recent statistics INDIA is a second largest country in the world after CHINA. CHINA producing 1800 million tones INDIA Producing 300 million tones. This is the reason to choose this industry for my project survey.
I have chosen the company “SHARP INDIA LTD” because SHARP Company is a large company and it has 102 years of history. It shows the company key success.
7
SHARP INDIA LTD
HISTORY:
"Make products that others want to imitate."
Sharp founder Tokuji Hayakawa coined this phrase to embody the
management concept at Sharp. In 1912, he invented the snap belt buckle
and three years later brought the Ever-Sharp mechanical pencil to the
market.
Sharp Corporation is a Japanese multinational corporation that designs
and manufactures electronic products. Headquartered in Abeno-
ku, Osaka, Japan, Sharp employed around 55,580 people worldwide as of
June 2013. The company was founded in September 1912 and takes its
name from one of its founder's first inventions, the Ever-
Sharp mechanical pencil, which was invented by Tokuji Hayakawa in
1915. Sharp Corporation is the fifth-largest television manufacturer in the
world, after Samsung, LG, Sony, and Panasonic .
Since 2000, Sharp has heavily invested in LCD panel manufacturing
plants; Kameyama in 2004, Sakai in 2009. The Sakai plant is still the
only 10th generation LCD manufacturing plant on the globe and best fit
for production of 60 inch or larger panels. However, the 2008 financial
crisis and strong Yen (especially against Won) significantly lowered
world demand for Japanese LCD panels. Furthermore, the switch to
digital TV
8
Broadcasting was virtually completed in Japan by the middle of 2011.
Via Japanese government issued coupons for digital TV sets, consumers
were encouraged to purchase digital TV sets until March 2011. This
crippled the Japanese LCD TV market, reducing it almost by half from
2010. All of those events strongly hit Sharp's LCD business. As the
result, the Sakai LCD plant suffered a very low operating rate until Fall
2012.
2012 was the 100th anniversary for Sharp but it announced the worst
financial record in its history, with a loss of 376 billion yen (US$ 4.7
billion) in April 2012. In September, Sharp announced massive job cuts.
Timeline of SHARP Corporation-
Important milestones in sharp history
1912 to 1914
Company’s Founder, Tokuji Hayakawa, invents a snap belt buckle
requiring no fastening holes.
Tokuji Hayakawa invents and patents an adjustable flow faucet.
1915 to 1919
Tokuji Hayakawa invents, manufactures and sells the Ever-Sharp
Mechanical Pencil, one of the most innovative and popular writing
instruments of its time.
1920 to 1924
Committed to modernization, Tokuji Hayakawa is among the first to
introduce assembly line manufacturing to Japan.
9
1925 to 1930
Company, then known as Hayakawa Metal Works, begins
mass production of the first crystal radio made in Japan.
1931 to 1936
An originally designed intermittent belt conveyor system is completed
in 1936. A first in Japan, this system achieves an unprecedented level
of quality and efficiency. The system's mass production capability
makes it possible to build a single radio in just 56 seconds.
1937 to 1944
World War II drives demand for Sharp radio sets.
1945 to 1952
Korean War brings a boom in procurements by the US forces, boosting
the Company's fortunes which had declined in the difficult period
immediately following World War II.
The Company successfully introduces a “Super Radio Set” in response to
newly expanded radio broadcasting in Japan.
1953 to 1954
The Sharp model TV3-14T became Japan's first commercially produced
television.
In 1953, television sets produced by Tokuji Hayakawa's company
account for 60% of Japan’s industry total.
10
1955 to 1958
Home appliance boom starts in Japan. Company completes new home
appliances plant featuring the largest automatic plating facility in Asia as
well as cutting-edge plastic molding equipment.
1960 to 1961
Company begins mass production of color televisions.
The Company begins research on computers, semiconductors, ultra-short
wave technology and microwave ovens. All are future product categories
in which the Company excels.
1962 to 1963
Based upon pioneering solar power research started in 1959, the
Company successfully mass-produces its first solar cells in 1963.
1964 to 1966
The Company delivers a breakthrough product -- the world's first all
transistor-diode electronic calculator.
1967 to 1968
Continuing its international expansion, the Company establishes sales
subsidiaries in West Germany and the United Kingdom.
1969 to 1970
Cooperative agreement with Rockwell Corporation of the United States
leads to production of extra large-scale integrated (ELSI) chips that form
the core of Sharp's popular cutting-edge Microcompet calculator.
11
1971 to 1972
Sharp produces the first 4-bit microprocessor in Japan. It is incorporated
in a new point-of-sale terminal produced for Coca-Cola Co., Ltd.
1973 to 1975
Sharp succeeds in introducing a calculator with the world's first practical
LCD unit.
Sharp adopts “Sincerity and Creativity” as its corporate creed.
1976 to 1978
Sharp develops a TV employing an EL panel that is a mere 3 cm thick.
This thin TV attracts a great deal of attention at electronics shows.
1985
An industry first, Sharp establishes a Creative Lifestyle Focus Center to
discover consumers’ true preferences in order to guide development of
demand-generating “new-lifestyle” products.
1986
Sharp launches the Liquid Crystal Display Group and establishes Liquid
Crystal Display Laboratories within the Corporate Research and
Development Group.
1987
The name Sharp becomes inextricably linked with LCD. The Company
creates a TFT LCD module containing 92,160 pixels, the most in the
industry, and incorporates it into an LCD color TV.
12
1988 to 1989
Sharp pledges to become a full-range electronics company with
optoelectronics as its core technology. Optoelectronics, which fuses light
and electronics, surpasses conventional optical data transmission
technologies. Its major advantages are data compression, excellent
reliability and high transfer rates.
1990
Sharp's stylish UX-1, the world's thinnest facsimile, expands its home
product market.
Sharp reveals a convection microwave oven incorporating fuzzy logic
control.
1991
Sharp introduces the world's first wall-mount LCD TV, incorporating the
industry's largest 8.6-inch TFT LCD with 437,760 pixels.
1992
Sharp completes a new facility for manufacturing the most advanced
VLSI chips.
1993
The LCD ViewCam grows into a flagship product that shows the world
that "LCD is Sharp" and contributes to boosting the company image.
1994
Sharp makes waves by introducing a reflective-type TFT color LCD that
can be viewed clearly in natural or normal room light. Compared to
conventional transmissive-type LCD, which required a backlight, this
new display uses just one-thirtieth the power and boasts a wide viewing
angle. The reflective TFT LCD becomes popular as a display for mobile
devices.
13
1995
Sharp announces the establishment of Sharp Laboratories of America,
Inc. (SLA) in Camas, Washington, to give Sharp a global tricolor
research network linking Japan, the US, and the UK. SLA is founded so
that
America's superb researchers could use rapidly advancing multimedia
technology to create original products for Sharp.
1996
Sharp creates Japanese and English websites to provide company
information and new product news to the public.
1997
Sharp launches the Environmental Protection Group and promotes a
3G1R strategy company-wide. (The three Gs stand for Green products,
Green factories, Green mind, and the one R stands for Recycling
business.) Sharp aims to become the No.1 environmentally responsible
company from product planning, factory operation, and work processing
to employee actions.
1998
Using new CG-Silicon (continuous grain silicon) technology developed
through a joint venture, Sharp makes a splash with its prototype ultra
high-definition 60-inch rear projector that uses three 2.6-inch CG-Silicon
LCD panels.
14
1999
Sharp announces the world’s first 20-inch LCD TVs in February and
begins sales the following month. The large 20-inch screen is the ideal
size for a main TV in a home. With a thickness of only 4.95 cm, these
TVs
save space and use only 43% of the power consumed by conventional
models.
2000
Having provided many world-first and industry-first copiers since
entering the market in 1972 with a wet-type electrostatic copier, Sharp's
total worldwide copier production reaches 10 million in 2000. Sharp
becomes the second copier manufacturer to achieve this outstanding
milestone.
2001
Sharp introduces the AQUOS® LCD color TV, a new standard in
consumer TVs.
Sharp introduces the world's thinnest and lightest (as of May 2001) 12.1-
inch notebook PC. 2002
Sharp strengthens its foundation for future success by starting
construction of new manufacturing facilities including the highly efficient
Kameyama Plant (in Japan) as a site for the integrated production of LCD
TVs—from the LCD panel to the final assembly of large-screen TVs.
2003
The shift to high-resolution LCDs for mobile devices rapidly progresses,
and Sharp begins full-scale production of System LCDs, which enable an
ultra-high-resolution display on a par with photogravure printing. System
LCDs quickly find applications in mobile phones and PDAs.
15
2004
Sharp’s state-of-the-art Kameyama Plant becomes fully operational. It
integrates production of large-screen LCD TVs – from fabricating the
LCD panel to final assembly - and is the first such facility in the world.
2005
Sharp achieves the world’s highest solar cell production total for the sixth
year in a row, and Sharp receives high ratings as a leading environmental
company.
2006
Sharp initiates a system to ensure a consistent supply of large-format
LCD panels in the 40- and 50-inch class by adopting eighth-generation
glass substrates (2,160 x 2,460 mm), a world first, and sets up a global
five-base production system with the goal of producing products in the
region in which they are used.
2007
Sharp develops a 108V-inch LCD TV that it shows at the 2007
International Consumer Electronics Show in Las Vegas, Nevada. This
108V-inch LCD TV, the world’s largest at that time, uses a Black
Advanced Super View full-HD panel, measuring 2,386 x 1,344 mm, that
is made at Kameyama Plant No. 2 from the first-ever eighth-generation
glass substrates.
16
THE CORE BUSINESS:
BUSINESS PRODUCTS:
MULTI FUNCTION PRINTERS.
SHARP SOLAR
AIR PURIFIER
TOUCH SCREEN MONITORS
PROJECTORS
HOME PRODUCTS:
WASHING MACHINES
AIR CONDITIONERS
LCD/LED TVS
VACCUME CLEANER
RIFRIGIRATORS
HOME THEATORS
MICROWAVE OVENS
17
GROWTH AND COMPITITION:
18
ELECTRONIC CONSUMER DURABLE INDUSTRY
Industry’s dominant economic features:
India’s consumer market is riding the crest of the country’s economic boom.
Driven by a young population with access to disposable incomes and easy
finance options, the consumer market has been throwing up staggering
figures. The market share of MNCs in consumer durables sector is 65 %
MNC's major target is the growing middle class of India. MNCs offer superior
technologyto the consumers whereas the Indian companies compete on the
basis of firm grasp of the local market, their well acknowledged brands, and
hold over wide distribution network.
India officially classifies its population in five groups, based on annual
household income (based on year 1995-96 indices). These groups are: Lower
Income; three subgroups of Middle Income; and Higher Income. Household
income in the top 20 boom cities in India is projected to grow at 10 per cent
annually over the next eight years, which is likely to increase consumer
spending on durables. With the emergence of concepts such as quick and
easy loan, zero equated monthly installment (EMI) charges, loan through
credit card, loan over phone, it has become easy for Indian consumers to
afford more expensive consumer goods.
Key Industry Dynamics:
Industry Size: Rs. 350 billion
Key Categories: White Goods, Brown goods and Consumer electronics.
Competitive landscape: Dominated by Korean majors like LG and Samsung in
most of the segments
Margin Profile: Low margin, dependent on volumes
Growth opportunities: Lower penetration coupled with increasing disposable
income.
19
Growth of Consumer Electronics Production in India:
The biggest attraction for MNCs is the growing Indian middle class. This
market is characterized with low penetration levels. MNCs hold an edge over
their Indian counterparts in terms of superior technology combined with a
steady flow of capital, while domestic companies compete on the basis of
their well-acknowledged brands, an extensive distribution network and an
insight in local market conditions.
One of the critical factors those influences durable demand is the government
spending on infrastructure, especially the rural electrification programmer.
Given the government’s inclination to cut back spending, rural electrification
programmers have always lagged behind schedule. This has not favored
durable companies till now. Any incremental spending in infrastructure and
electrificationprogrammers could spur growth of the industry.
The digital revolution is shaking up the consumer durables industry. With the
advent of MP3 music files, personal video recorders, game machines, digital
cameras, appliances with embedded devices, and a host of other media and
services, it is no longer clear who controls which part of home entertainment.
This has set off a battle for dominance, and the shakeup is spanning the
entire
Technologyspectrum. Microsoft Corp. is spending billions on entertainment
initiatives such as its Xbox video game console. Compaq and HP sell MP3
music players that plug into home-stereo systems. Apple Computer is
positioning its new iMac as a digital-entertainment device. Sony is building
Vaiocomputers that focus on integrating multimedia applications. Philips sells
stereos that hook into a high-speed Internet connection to play music from the
Web. More startups are trying to carve out profitable niches in digital music,
video, and home networking. The industry is witnessing a number of strategic
alliances, to develop a range of capabilities -electronic hardware, software
and entertainment content. As more consumers grow comfortable with
20
technology, companies need to build simpler devices that offer more
entertainment and convenience. These new machines need to work together
readily, and should be as easy to set up and use as a telephone or a
television.Consumerization of technology could be a major phenomenon over
the next 5 to 10 years. This could hasten industry.
Apart from steady income gains, consumer financing has become a major
driver in the consumer durables industry. In the case of more expensive
consumer goods, such as refrigerators, washing machines, color televisions
and personal computers, retailers are joining forces with banks and finance
companies to market their goods more aggressively. Among department
stores, other factors that will support rising sales include a strong emphasis
on retail technology, loyalty schemes, private labels and the subletting of floor
space in larger stores to smaller retailers selling a variety of products and
services.
Porter’s Five Forces Analysis:
Threat of Entry of New Competitors
Lynch states that in general threat of entry of new competitors in electronics
industry is high as the new entrants can overcome entry barriers by investing
in facilities, advanced technology or outsourcing the same electronic
components from suppliers.However, Johnson and Scholes argue that the
strong brand and large scale of economies the company built over the years
with the use of advanced technologies resulted in high entry barriers such as
large capital requirement, high switching costs, need for advanced
technology, know-how knowledge and innovation, preventing new competitors
entering into market.
21
Threat of Substitute Products
Although Sharp has strong brand equity associated with high quality and
reliable products allowing the company to sell its products at premium, with
increasing number of products being manufactured in China and Malaysia the
company is struggling to reduce the impact of cheaper substitute products on
most of its marketing segments.
Moreover, while certain products of Sharp such as TVs are considered to be
the best in the market, many other products the company manufactures
including PCs and mobile phones falls short from meeting high customer
expectations indicating that it is high likely that there are direct alternative
products available for these market segments.
22
Bargaining power of Buyers
Considering the nature of the electronics industry it is argued that the
bargaining power of buyers is rather high. This is because electronic products
are highly price sensitive as majority of them are considered to be luxury
goods rather than essential and today’s consumers tend to demand high
quality.
Moreover, Kotler and Keller argue that the company’s most of the products in
the market are fairly undifferentiated and due to availability of alternative
products buyers face few switching costs. In addition, the dramatic increase of
online shopping has further increased the bargaining power of buyers
increasing pressure on the company to reduce prices.
Bargaining Power of Suppliers
According to Gary et al the power of suppliers over the company is limited due
to number of reasons. First of all, sharp has significant market presence and
share in global electronics market indicating its suppliers cannot risk losing
such a big customer. Secondly, as Sharppurchases high volume of goods
suppliers forced to reduce prices, offer discounts or face risk of going out of
business.
Moreover, the fact that most of the company’s purchases are made up of
standardised products that can be produced by many suppliers adds pressure
on suppliers and reduces further their bargaining power. Finally, in order to
diversify its product portfolio, Sharp not only has started to manufacture most
of electronic components in-house, but recently begun supplying those
components to other businesses operating in the market.
23
Intensity of Competition
It is generally accepted that there is fierce competition in both Japanese and
global electronics market. Therefore, the threat Sharp faces from competition
is a significantly high.
As Kotler and Keller discuss highly competitive environment in electronics
market, they point following factors as reasons behind the intense
competition:
1. Large number of equally positioned competitors
2. Rapid change in technologies
3. Short product life-cycle
4. High research and development costs
5. Low profit margins
6. High exit barriers
Therefore, this intense competition requires Sharp to constantly focus on
research and development, increase its innovativeness and efficiency, and
employ right marketing strategies in order not to lose the battle to its
competitors.
24
SWOT ANALYSIS-
Strength
1. Enjoys good brand recognition.2. Has strategic tie-ups with companies like Samsung, Qualcomm & Hon Hai group3. Spends more on R&D.4. Good consumer service. Sharp’s call centre rated high among consumers
5. Over 55,000 people are employed with the company
6. One of the world’s largest manufacturer of TVs
7. Sponsorship of events and sports
tournaments and teams like
Manchester United
Weakness
1.”Make in Japan – Sell overseas” model means limited market share2. Reducing price of LCD panels means lesser margins3.Sharp reported reducing sales and reducing reported profits
Opportunity
1.Good scope for LCD screens market2.Increased spending in consumer electronics market3.Increasing demand for smartphones
Threats 1. Consumer electronics products becoming commoditized2.Intense competition in the consumer electronics industry3.Japan’s currency (Yen) fluctuation
25
risk
BACKGROUND OF THE STUDY:
Multi-function printers has created a revolution in the industry of printers.
There are so many competitors in industry. SHARP is one of the competitor in
industry. They manufacturer’s products with innovative technology. Ignorance
to spread awareness in market has resulted low sales of the printers in India.
My survey for the company products will help to know the perception of
customers about their printers in the market.
OBJECTIVE OF THE STUDY:
a) To find out the Buying Behavior of the customer for office automation
products i.e. which company they prefer most while purchasing Printers/MFP.
b) To find out Market Presence of the SHARP Printer/MFP and its
competitors.
c) To generate leads to the company.
26
DESIGN OF THE STUDY:
Primary Data-
The primary data is obtained from primary source i,e Direct interview,
Questionnaire, Telephonic conversation. In this report mainly primary
data is used for data interpretation.
Used Primary data- Questionnaire, Direct Interview and Telephonic
conversation.
Secondary Data-
The secondary data is obtained from book and online sites etc.
DATA ANALYSIS:
The analysis used for data interpretation is Simple Descriptive analysis.
In this the data is interpreted with the help of various charts, histograms
and bar diagrams.
The inference of the data interpretation is also done.
Sample size: 30
27
Data Interpretation:
a) Are you using any Printers/MFP?
YES NO
RESPONDENTS 30 0
PERCENTAGE 100% 0%
yes no0
5
10
15
20
25
30
respondens
Fig a)
Interpretation-From table and figure a) we can infer that 100% of
respondents are currently using MFP/Printers.
28
b) Is it Colour or Black & white?
17%
27%57%
colour b/w both
Interpretation-From the above Table and Figure we can infer that 27% of
respondents use Black & white Printers, whereas 17% of respondents use
Colour Printers in their office.
29
B) We can also infer that about 56% of
respondents were using both Black and white and colour Printers
in their office.
c) Which brand are you using?
30
40%
27%
10%
10%
6% 7%
HPCANONSHARPRICOHKYOCERAXEROX
Interpretation-
a) From the above Figure and Table we can infer that 40% of responds are
using HP printers in their office.
b) About 27%of respondents are using CANON in their office.
c) 10% of respondents are using RICOH & SHARP in their office.
d) 6% of responds are using KYOCERA & XEROX in their office.
e) From the above Table and figure we can infer that HP printers emerged as
market leader, followed by CANON which emerged as Challenger for HP
printers.
d)WHAT IS THE PRINT VOLUME PER MONTH?
31
7%
50%
33%
10%
<1000 1001-3000 3001-10000
10001-20000 >20000
32
INTERPRETATION-
a) From the above figure and table we can infer that 50% of the
respondents print volume per month is 3001-10000
b) 33% of respondents print volume per month is10001-20000.
c) 10% of respondents print volume per month is >20000.
D) 7% of respondents print volume per month is 1001-3000.
e) HOW MANY B&W AND COLOUR PRINTERS?
33
ONLY1
2TO5
6TO9
10TO20
MORETHAN20
0
2
4
6
8
10
12
14
NO OF COM-PANIES
Interpretation-
a) From the above figure and table we can infer that 43% of respondents said
that the number of Printers used in their organization is 2 to 5.
b) 27% of respondents said that number of Printers in their organization is 6 to
10.
34
f)WHAT IS YOUR BUYING PATTERN FOR
PRINTERS?
13%10%
50%
27%
PAY PER CLICK RENTALOUTRIGHT BUYBACK
Interpretation:
a) From the above figure and table we can infer that half of the respondents
buying pattern is Outright.
b) Followed by Perclick/page, Rental and Buyback respectively.
35
g) WHAT TYPE OF PAGES YOU PREFER WHILE PRINTING?
63%
37%
A3 A4 BOTH
Interpretation-
a) From the above figure and table we can infer that 63% of the respondents
were using A4 as preferred page.
b) 37% were using both pages for printing.
36
h) CURRENT REQUIREMENTS FOR PRINTERS?
17%
83%
YESNO
Interpretation-
a) From the above figure and table we can infer that 83% of the respondents
were not in a need to buy a new Printers/MFP
b) About 17% of respondents have shown interest on buying a new
Printers/MFP.
37
FINDINGS
Overall Market leader is HP with 40% followed by CANON with
26.66%.
Most of the companies buying pattern is outright.
Most of the company prefer A4 pages to print.
Most of the companies Print volume per month is 3000-10000.
Most of the company have two to five printers in their offices.
Current requirements for Printer/MFP is 16.66%.
38
CONCLUSION
HP and CANON emerged as Market Leader and Challenger with Overall
share of 40% and 26.66% respectively. The market share of SHARP is
nearly 10% so farther is a good opportunity for the SHARP to increase its
market share in future if it focuses on its marketing and advertisements.
RECOMENDATIONS
• SHARP company has to use attracted ads in digital media.
• Sharp company also concentrate on social media especially
FACEBOOK TWITTER AND YOU TUBE.
• Sharp company should improve their distribution members also.
• SHARP company must should give awareness about their products in
all ways.
39
BIBLIOGRAPHY
1)SHARPUSA.COM(ONLINE)
https://www.sharpusa.com/AboutSharp/CompanyProfile/SharpAndTechnol
ogyHistory.aspx
2) SHARP.COM(ONLINE) HTTP://WWW.SHARP.COM
3)WIKEPEDIA.COM(ONLINE) http://en.wikipedia.org/wiki/Questionnaire
4)WIKEPEDIA.COM(ONLINE)http://en.wikipedia.org/wiki/Market_research
5)MBASKOOL.COM(ONLINE)http://www.mbaskool.com/brandguide/
consumer-electronics/8993-sharp.html
6) GOOGLE MAPS & JUST DAIL.
40
Questionnaire:-
NAME
DESIGNATION
COMPANY
PHONE
EMAIL ID
1) Are you using Printer's or MFP (Multi-Function Printers) ?
a) Yes ( ) b) No ( )
2) Is it Color or B/W?
a) Color ( ) b) Black & White
3) Which brand are you using? Tick the appropriate option?
a) KYOCERA ( ) b) KONICA ( ) c) RICOH ( )
d) SHARP ( ) e) HP ( ) f) CANON ( )
g) XEROX ( ) h) TOSHIBA ( )
4) What is the print volume required per month? (Pages)?
a) Less than 1000 b) 1001-3000 c) 3001-1000 d) 10001-20000 e)
More than 20000
5) How many B&W and color printers or MFP (Multi-Function Printer's) you
are using in your organization?
a) Only 1 ( ) b) 2-5 ( ) c) 6-10 ( ) d) 11-20( ) e) More than 20 ( )
6) What is your buying pattern for printers / MFP?
a) Per click/Page ( ) b) Rental ( ) c) Outright ( ) d) Buy back
41
7) What is the satisfaction level for current Printers or MFP (Multi-Function
Printers)?
COMPANIES VERY
SATISFIED
SATISFIED Neutral Dissatisfied Very
Dissatisfied
KYOCERA
KONICA
RICOH
SHARP
HP
CANON
XEROX
TOSHIBA
8) What type of pages you prefer while printing?
a) A3 ( ) b) A4 ( )
9) At present do you have any requirements for Printer's / Multi-function
printer?
a) Yes ( ) b) No ( )
10) At present do you have requirements for any of the products mentioned
below in your office?
Devices Yes No No. of Quantity/Remark
Printer's/MFP
Inverter A/C.
Air purifier's
Monitor's
42