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CORPORATE SELLING & FEEDBACK
FOR
Interim Report of Management Thesis-ii atICFAI University
in fulfillment of the requirements for the award of the
Degree ofMASTERS IN BUSINESS ADMINISTRATION
Submitted by: VIKASH KUMARMBA, Marketing
Roll No:0901120115
Research Guide:
Mrs. RICHA GAURDepartment of Marketing management
ICFAI University, Dehradun
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DECLARATION
I hereby declare that the dissertation Corporate Selling and Feedback
for HCL Submitted for the MBA Degree at icfai univeritysDepartment of Business Management is my original work and the
dissertation has not formed the basis for the award of any degree,
associate ship, fellowship or any other similar titles.
Place: Dehradun
Date:
(vikash kumar)
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Acknowledgement is an art, one can write glibstanzas without meaning a word, on the other hand
onecan make a simple expression of gratitude.
I wish to acknowledge my Thanks and gratitude to the contributions of people who helped
me at every stage of the Management thesis 1.
I would very much like to express my gratitude and propounds thanks to respected facultyGuide ProfessorMrs. RICHA GAURfor his continuous guidance, valuable suggestionsand constant motivation without which it would not have been possible for me to start thisresearch.
I want to extend my thanks to all friends and the other faculty guides who participated inprocess and supported me with their sweet cooperation.
VIKASH KUMAR
MBA (Marketing & IT)
ROLL NO. 0901120115
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TABLE OF CONTENTS
Title Pg. No. EXECUTIVE SUMMARY 5
COMPANY PROFILE 6
SCOPE OF THE STUDY 11
OBJECTIVE OF THE STUDY 12
RESEARCH METHODOLOGY 13
DATA ANALYSIS & GRAPHICAL INTERPRETATION 15
MAJOR PLAYERS IN THE MARKET 30
COMPETATORS OF HCL 31
ROLE OF ADVERTISMENT 36
MARKETING STRATEGIES 37
FUTURE SCOPE 39
MANAGEMENT HIERARCHY 40
KEY PARTNERSHIP 41
MARKET SHARE 42
MARKETING & SELLING STRATEGIES 43
CHANGING TRANDS 44
DECISION MAKING PROCESS 47
CRM 48
SWOT ANALYSIS 50
FINDINGS & LIMITATIONS 52
SUGGESION & RECOMMENDATION 53
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CONCLUSION 54
BIBLIOGRAPHY 55
ANNEXURE - QUESTIONNAIRE 56
EXECUTIVE SUMMARY
HCL Infosystems, India's premier information enabling and integration company, hasreceived the ISO 9001:2000 certification specifies requirements for a quality managementsystem where an organization needs to demonstrate its ability to consistently provideproduct and services that meets customer and applicable regulatory requirements. ISO9001:2000 also aims to enhance customer satisfaction through the effective application ofthe system, including processes for continual improvement of the system and theassurance of conformity to customer and applicable regulatory requirements.
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The menu of HCL Insys global services broadly covers IT consulting and professionalservices in the area of vertical applications, technology integration, ERP implementationand software development. This also includes a complete portfolio of systems andnetwork services for development. This also includes a complete portfolio of systems andnetwork services for Facilities Management, Helpdesks, Sysytems Supports and network
and Internet Implementation.
HCL Insysglobal customers include Samsung, Government of Singapore, and AMALinsurance Jurong Port in Singapore and Malaysians BSN commercial bank, SIA, DBSbank, Maybank life assurance charted semiconductors.
HCL Insys chosen platform of total technology integration lends itself to some verysignificant alliances with the global leaders. Among its partner are HP for high endAISCE/UNIX services and workstation and HP Open view network management solution;Intel for PC and PC server building blocks; Microsoft,novell and SCO AG solutions; Redhat ;Linux; Samsung; Pivota for CRM solution and ORACLE Sybase and Informix for
RDBMS platform.
Today the company has aligned its operations into five entities that offer seamlesslinkages for the customers seeking entry into the wired world through total the.Integration solution ands services.
HCL Infosystems focuses on the ever-growing segment in Imaging, Telecom andCommunication products solutions and services. Now it has an exclusive sale and supportpartnership with Toshiba Corporation, Japan, for sales and servicing of its imaging andphotocopier products. HCL Infosystems product portfolio covers a range of other officeautomation and communication products through alliances with world leaders.
The Managed Network Service offerings for corporates include VPNs, ASP offerings, CoLocation/ hosting, CDNs, security, corporate internet telephony solutions, technical andconsumer help desks, 24/7 Network Operations Centre monitoring and a host of valueadded networking services. Consumer services include dialup PSTN/ISDN Internetaccess, Valufon calling cards and VoIP telephony devices.
Born in 1976, HCL has a 3 decade rich history of inventions and innovations. In 1978,HCL developed the first indigenous micro-computer at the same time as Apple and 3years before IBM's PC. During this period, India was a black box to the world and theworld was a black box to India. This micro-computer virtually gave birth to the Indiancomputer industry. The 80's saw HCL developing know-how in many other technologies.
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HCL's in-depth knowledge of Unix led to the development of a fine grained multi-processor Unix in 1988, three years ahead of Sun and HP.
HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into thesoftware services arena. During the last eight years, HCL has strengthened its processes
and applied its know-how, developed over 28 years into multiple practices - semi-conductor, operating systems, automobile, avionics, bio-medical engineering, wireless,telecom technologies, and many more.
Today, HCL sells more PCs in India than any other brand, runs Northern Ireland'slargest BPO operation, and manages the network for Asia's largest stock exchangenetwork apart from designing zero visibility landing systems to land the world's mostpopular airplane.
HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its
origins in 1976. For over quarter of a century, we have developed and implementedsolutions for multiple market segments, across a range of technologies in India. We havebeen in the forefront in introducing new technologies and solutions.
In the early 70s a group of young and enthusiastic and ambitious technocratsembarked upon a venture that would make their vision of IT revolution in India a reality.Shiv nadir and five of his colleagues got together and 1975 set up a new companyMICROCOMP to start with; they started to capitalize on their marketing skills. Microcomp marketed calculators and with in a few month of starting operation, the companywas out selling its major competitors.
On 11th August, 1976 HINDUSTAN COMPUTERS LIMITED was incorporatedas joint venture between the entrepreneurs and UPSCE, wit an initial equity of Rs.1.83Lacs.
LEADERSHIP TEAM
VINEET NAYAR
Vice Chairman & CEO, HCL Technologies Ltd
Vineet Nayar is Vice Chairman and Chief Executive Officer of
HCL Technologies Ltd. (HCLT), an India-based global
information technology services company, and author of the
bookEmployees First, Customers Second: Turning Conventional
Management Upside Down (Harvard Business Press, June 2010).
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ANIL CHANANA
Chief Financial Officer, HCL Technologies Ltd
Anil Chanana is a finance professional with over 25 years rich
experience in this domain. Anils first stint at HCL was way back in
1985, when the company was still called Hindustan Computers
Limited.
Anil is a qualified Chartered Accountant and has attended various
programs including the Leadership Program conducted by Hewlett-
Packard and an Executive Program in Finance from Stanford University.
ANANT GUPTA
President - Infrastructure Services Division, HCL TechnologiesLtd
Anant Gupta is the President of HCL Technologies Infrastructure
Services Division (HCL ISD) HCLT ISD (also popularly known as
HCL Comnet) is a leading IT services company and a subsidiary of
HCL Technologies Ltd. A focused player in the IT services arena,
HCLT ISD seeks to provide simplified infrastructure solutions through
delivering high-performance management services for complex,
distributed infrastructure environments encompassing the Internet,
Client and legacy based infrastructures.
RAHUL SINGH
President, BPO Business Services, HCL Technologies Ltd
Rahul Singh is President of HCL's BPO Business Services and is
responsible for leading the global business and operations of this
division. As head of BPO Business Services Rahul is responsible for
the execution of the business growth strategy whilst ensuring
operational excellence.
An accomplished leader and a pioneer in creating the BPO industry
in India, Rahul Singh has 24 years of rich experience across industry segments such as
Outsourcing, Banking, Financial Services, Call Centre Services.
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Differentiators
In one of its articles, Business Week reports that, '...a more enlightened, strategic view
of global sourcing is starting to emerge as managers get a better fix on its potential...
.The new buzzword is 'Transformational Outsourcing '.
We believe that IT driven business innovation, the emergence of new disruptive
technologies and business models, and the widespread acceptance of global delivery
models are some of the transformational forces at work today.
While everyone is talking transformation these days, most actually mean upgradation -
i.e. business process improvements or service re-engineering, at best. True transformation
is revolutionary and is directed at core processes, resulting in deep and fundamental
change. It doesn't merely cut costs or streamline the way a company works - it radically
alters market position by building competitive advantage.
An IDC report - 'Offshore Application Outsourcing Game' states that the combination of
offshore and on demand creates one of the most compelling value propositions to help
customers move closer to truly dynamic IT. HCL is uniquely positioned with this perfect
blend of onshore presence and offshore economics. Building competitive advantage also
demands a shift from the earlier fee-driven/ service provider model to a new age,
outcome-based/ partnership model. At HCL, we call this Transformation - version 2.
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In a world full of customers, I see my employees first...
...on the 'Five Fold Path to Individual Enlightenment'
At the core of our Employee First philosophy is Talent Transformation, where we
recognize and enable competencies as opposed to just skilling employees in technical,
business and behavioral areas. Technology is key in creating a process capable ofempowering 58,000 employees at HCL!
In a world of commodity, I treasure value...
...with the 'Five Fold Path to Customer Value'
Our Value Services model adopts a 360-degree approach in embedding value in all facets
of the HCL-customer relationship.
Value Culture - The most reliable way that we create customer value is through engaged,
empowered and result-oriented employees. We ensure that the working culture gives them
enough support, tools and training in order to create value.
Value Creation - HCL's history of leading the industry by creating and dominating
uncontested market spaces has been leveraged into a service innovation model that is
creating new value for customers. A large portion of our revenue comes from emerging
services - services that we pioneered in the industry like Remote Infrastructure
Management, and Engineering and R&D. We have captured and institutionalized the
process for creating value through a unique framework, which creates that 'extra' value
(beyond base delivery), called the 'Value Add Framework'. This has been successfully
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rolled out to select customers who are able to actually measure success while reaping
quantifiable savings.
Value Engagement - HCL is flexible in that it can treat each customer uniquely by
imbibing patterns and characteristics of the customer organization, industry and
geography. This unique flexibility has resulted in innovative commercial models like
output based pricing, and global account management programs that enable each
relationship yield more business value than could be normally expected by both partners.
Value Distribution - HCL is able to distribute value across a customer's IT landscape
through its well-distributed services portfolio, significant domain strengths, and locally
relevant geographic distribution.
Value Delivery - In the physical world, value is judged on the basis of reliability, quality,
and speed. In the services world, especially IT services, security is an added component.
Value is calculated based on the business benefit delivered by the service provider. This
calls for high levels of maturity and customer satisfaction, and would be difficult to
achieve if the outsourcing strategy is based solely on short-term goals. HCL has geared its
Service Delivery Framework, Quality Systems and Information Security to meet the
maturity levels required in a value centric world.
In a world full of effort, I see outcome first...
...through outcome based commercial models
In an industry driven by effort based pricing, HCL has taken a giant leap with its outcome
based commercial models and deal structuring approach. HCL works with a wide range of
customers at various stages of offshore maturity, and designs customized models for them
- T&M based models [for projects where accountability and collaboration is low], outputbased models, fixed pricing models, and risk/ reward based models where we collaborate
to commit to outcomes through a gain share or joint venture model. We believe that if we
share the vision, we must also share the risk.
In a world of discrete services, I focus on integration
Value is created by optimally integrating services at interface points for greater end-
business impact. HCL brings unique strengths to organizations engaged in business
transformation to create new competitive advantages. For such organizations, we perhaps
have the most mature portfolio of services among other offshore providers across
Application Services, Core Infrastructure Support, Business Process Outsourcing, as also
R&D and Technology Services.
Multi-integrated solutions enable our customers achieve significant optimization at all
interface points (integrated help-desk for applications and infrastructure).
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In an offerings-centric world - I see customer centricity
Customer-centric value offerings establish the difference between services and services+.
The difference comes from unique customer insights and value propositions backed by
competencies and customer experience.
In a contract driven world - I practice trust and transparency
All relationships - be it with employees, customers, partners or stakeholders - need to be
built on the foundations of trust and transparency. This is what we believe and practice
every day at HCL.
No more 'business-as-usual'. I've seen the inflection point...
HCL started questioning the linearity of scale-driven business models adopted by service
providers (largely in the IT applications business). This questioning led us to the belief
that the market was rapidly approaching a point of inflection - i.e. a point where the
volume and value proportionality was changing, opening up new opportunities for service
providers who want to focus on value. Realizing this, way back in 2005 HCL embarkedon a transformational journey, focusing on value centricity in customer relationships and
leveraging new market opportunities while creating a unique employee experience.
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SCOPE OF THE STUDY
Vision Statement
It is the most preferred employer and principal taking leading edge IT products and
services to the masses through sustained excellence.
Mission Statement
We shall increase the shareholders value by improving the PAT through free cash flow,
reducing the BR cycle, inventory levels, wastage.
Quality Policy Statement
We will deliver defect-free products, services and solutions to meet the requirements of
our external and internal customers the first time, every time.
OBJECTIVES OF THE STUDYOBJECTIVES OF THE STUDY
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Management Objective
To fuel initiative and foster activity by allowing individuals freedom of action and
innovation in attaining defined objectives.
People Objective
To help HCL Insys people share in the companys success, which they make possible; to provide job security based on their performance; to recognize their individualachievements and to help them gain of satisfaction and accomplishment from their work.
Core ValuesCore Values
It is uphold the dignity of individual It is honour all commitments
It is committed to quality, Innovation and growth in every endeavor
It is responsible Corporate Citizens.
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RESEARCH PROBLEM
HCL Corporate selling and feedback and market share of HCL and
compared to other IT companies.
The business of HCL and the company through its researchers wants to
know the potential in order to expand and retain its market share.
RESEARCH DESIGN
Determined the Information Sources: The researcher gathered data through
secondary sources.
PRIMARY DATA is collected through questionnaire, search and research
through place where today's computer has been mostly used.
SECONDARY DATA is being search sites like magazines, newspapers,
journals, websites and the data has been collected through other approaches.
DATA COLLECTION
The researcher collected information through the official websites, magazines and
journals.
DEVELOPED THE RESEARCH FRAME:
This included deciding upon various aspects for the project on which the entire
research is based. The research frame included:
NATURE OF STUDY
The project on which the researcher worked is descriptive and inferential in nature.
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DATA SOURCE:
The researcher took the help of both primary as well as secondary sources. Secondary
sources being interaction with various IT people of the selected and has been chosen
for the research by the researcher. Secondary sources being the internet as the medium
and the official sites of the companies of IT sectors and corporate selling and feedback
of HCL.
INSTRUMENT USED
The researcher for the research used a Questionnaire cum Schedule for market
research for both the segments horizontal and vertical. The Questionnaire was
prepared by the researcher and Schedule was provided by the company in which the
researcher did its research report.
SAMPLE SIZE
Sample size for the research is fixed. It counts to 55. That is the HCL companies and
corporate selling and feed of HCL in comparison between other IT sectors.
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DATA ANALYSIS
& GRAPHICAL DATA INTERPRETATIOIN
SAMPLE SIZE : 55
1. What type of computers do you use?
a.)Branded
b.)Assembled
Branded 37Assembled 18
hospitals using branded
computers
hospitals using
assembled computers
It was observed that almost 67% of the people use branded computers or
other gadgets for their business purpose. Hence can be concluded that more
people want branded products as they are not ready to compromise with the
quality and services being provided.
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Using branded computers
Using assembled computers
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2. What brand computers do you use?
a.) HP
b.) HCL
c.) ACER
d.)Others
Brand used Total Nos.
HP 7
HCL 14Acer 13
Others 21
HP
HCL
acer
others
This observation showed that HCL is among the top used brands. Major part
under the pie-chart goes to HCL. So HCL should continue making efforts toattract new market and sustain the existing market.
3. What is the number of installed desktops?
a.)
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c.) 50-75
d.) 75-200
e.) 200-500
Installed desktops Total Nos.
< 15 19
15-50 21
50-75 11
75-200 3
200-500 1
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Servers used Total Nos.
1 10
2 11
3-5 21
>5 13
1
2
3 to 5
>5
From this observation, it was concluded that number of servers were directlyproportional to the number of desktops used.
5. What is the number of installed laptops?
a.) 1-5
b.) 5-15
c.) 15-30
d.) >30
Number of laptops Total Nos.
1-5 20
5-15 22
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15-30 8
>30 5
1to5
5to15
15to30
>30
It was observed that maximum computers and laptop users ranging between
5-25. This area can be focused.
6. What is the brand used for laptops?
a.) HCL
b.) Toshiba
c.) Lennovo
d.) Others
Laptops brand Total Nos.HCL 11
Toshiba 19
Lennovo 13
Others 12
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HCL
Toshiba
lennovo
others
Observation showed that Toshiba was the major brand used in laptops.
Various other brands like HP and Samsung etc. are also used. HCL has also a
good market share.
7. Do you have AMC?
a.) Yesb.) No
Total Nos.
Hospitals place having AMC 30
Hospitals place not having AMC 25
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hospitals having AMC
hospitals not having
AMC
According to above graphical data interpretation, that is the most important
places where computer has been used and it has been observation and
showed that less than 60% hospitals have their AMCs. This area can also be
considered.
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9. What type of company is having the AMC?
a.)Regional office of the company
b.) Any other local player
Type of AMC company Total Nos.
Authorized regional office 24
Local players 6
regional office of the
company
any local player
That the above graph shows that the use of AMCs in regional office and local
players prefers authorized regional offices to select for the service rather than
going for a local player.
10.Are you facing any problem with current used product line?
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a.)Yes
b.)No
c.)Not yet
Total Nos.
Facing problem 15
Not facing problem 18
Not faced problems yet 22
hospitals facing problem
hospitals not facing
problem
not yet encountered
That the above graph shows that the above observation showed that major
number of users are either not facing any problem or they have not being
encountered with any.
11. Are you planning to make any new purchase?
a.) Yes
b.) No
25
Facing problems
Not facing problems
Not yet encountered
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c.) Not yet planned
Planning about new purchase Total Nos.
Planning to purchase 9No planning 17
Not yet planned 29
planning to purchase
no planning
not yet planned
That the above graph show that the most of the users have not planned about
making a purchase and a very few are planning to make a buy.
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12. How do you find the HCL products?
a.) OK
b.) Good
c.) Satisfactory
d.) Outstanding
e.) Not tried yet
Reaction about HCL products Total Nos.
OK 3
Good 12
Satisfactory 19Outstanding 7
Not tried yet 10
OK
good
satisfactory
outstandingnot triedyet
According to above graph shows that the maximum of HCL user are satisfied
with the products and services provided. Very few have not tried yet HCL on
a business scale, but most of them have an experience about HCL.
13.Do you want to know more about HCL products?
a.)Yes
b.)No
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Wanted knowledge about HCL Total Nos.
Yes 42
No 13
want info about HCL
no info wanted
That the above graph shows that the observation and the most of the people
are interested in knowing more about the brand and have the urge to buy.
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14. Do you require demo for any product?
a.)Yes
b.)No
Total Nos.
Interested in demo 24
Not interested in demo 31
hospitals interested in
demo
hospitals not interested
in demo
This observation showed that almost 45% of the sample was interested in
demo.
29
interested in demo
interested in demo
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15.Do you want to buy any product? (Commercial proposal)
a.)Yes
b.)No
c.)Not yet decided
Commercial proposal Total Nos.
Yes 8
No 19
Not yet decided 28
hospitals interested in
commercial proposal
hospitals not interested
in commercial proposal
not yet planned
That the above graph shows that the above observation showed that almost a
huge chunk of hospitals surveyed either doesnt want or they have not
planned for any commercial proposal.
MAJOR PLAYERS IN THE MARKET
30
Interested in commercialproposal
Not interested incommercial proposal
Not yet planned
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HCL
DELL IBM
SAHARA
APPLE
HP-COMPAQ
ZENITH
ACER
INTEX
SONY
OTHERS
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COMPETETORS OF HCL
SAHARA COMPUTER
Established in 1997 Sahara Computers assembles and markets computers& peripherals through a global distribution network that covers established andemerging markets. The company is owned by Sahara Holdings, a fully Broad-Based Black Economic Empowered entity, and is based in Johannesburg, SouthAfrica. It is the official distributor and Original Equipment Manufacturer (OEM) fora variety of top international vendors.
An accredited member of the Proudly South African campaign, the Sahara
business network stretches across South Africa to include Cape Town, Durban &Port Elizabeth. The company has established a strong presence globally, withoffices across EMEA, including Nairobi & Mombassa in Kenya and Botswana,Dubai, the U.K and China.
Sahara Computers is currently the largest operation of its kind in SouthernAfrica. Owned by Sahara Holdings group, company boast an annual turnover over1.4 billion Rand. Sahara Holdings strictly adheres to the principles of Broad-Based Economic Empowerment and established itself among the frontrunners ofempowered organizations within the ICT sector when it confirmed its participationin an empowerment deal valued at R640 million in 2006.
For the deal Sahara Holdings sold 27% of their shares to a newlyestablished consortium represented by mining and mineral resource GroupMvelaphanda Holdings (Pty) Ltd. chaired by Tokyo Sexwale, and AfripalmConsortium, a local investment company chaired by Lazarus Zim.
The deal incorporates subsidiaries and associates of Sahara Holdingsincluding Sahara Computers Pty Ltd., Sahara Systems Pty Ltd., SaharaConsumables Pty Ltd., Sahara Distribution Pty Ltd. and Annex Distribution PtyLtd.
This venture signals a new era in the transference of the benefit and valueassociated with technology, through to communities and individuals. It also
reinforces Saharas pledge to provide access to high quality, affordablecommunication technology and infrastructure. It is the competency and dynamicattribute of Sahara Computers that has won it the confidence of many major ITsuppliers, representing key product and component ranges.
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These Include Internationally Renowned Leading Brand Names Such As:
Microsoft, the global leader in software, services and peripherals; Foxconn, aleading manufacturer of connectors and cable assemblies in the world; Samsung,technology giant, Creative Labs, global leader in PC entertainment products, Intel,
worlds leader in PC microprocessors; AMD, the fastest growing CPU vendor;SMC, total network solutions provider; Maxtor, leading hard disk and storagesolutions provider; Symantec, world leader in internet security; and Epson andLexmark, high quality printing industry giants.
Thus, With vast expansion goals set to by the Sahara team, and a strategicroadmap plan for expansion this multinational group of companies is set to be anexplosive force in the future of IT in Africa and Asia. Indeed aiming to be Theultimate in PCs.
DELL COMPUTER
Dell Inc. listens to customers and delivers innovative technology and services theytrust and value. Uniquely enabled by its direct business model, Dell sells more systemsglobally than any computer company, placing it No. 25 on the Fortune 500. Dell's climb tomarket leadership is the result of a persistent focus on delivering the best possiblecustomer experience by directly selling standards-based computing products and services.Revenue for the last four quarters totaled $57.9 billion and the company employsapproximately 78,700 team members around the globe.
Dell was founded in 1984 by Michael Dell, the longest-tenured executive to lead acompany in the computer industry. The company is based on a simple concept: by sellingcomputer systems directly to customers, Dell could best understand their needs andefficiently provide the most effective computing solutions to meet those needs. This directbusiness model eliminates retailers that add unnecessary time and cost, or can diminishDell's understanding of customer expectations.
The direct model allows the company to build every system to order and offercustomers powerful, richly-configured systems at competitive prices. Dell also introducesthe latest relevant technology much more quickly than companies with slow-moving,indirect distribution channels, turning over inventory in just five days on average.
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The Dell Effect
For more than 20 years, Dell has revolutionized the industry to make computingaccessible to customers around the globe, including businesses, institutional organizationsand individual consumers. Because of Dell's direct modeland the industry's response to
itinformation technology is more powerful, easier to use and more affordable, givingcustomers the opportunity to take advantage of powerful new tools to improve theirbusinesses and personal lives.
Dell has demonstrated this effect time and again as it enters new, standardizedproduct categories, such as network servers, workstations, mobility products, printers andother electronic accessories. Nearly one out of every five standards-based computersystem sold in the world today is a Dell. This global reach indicates our direct approach isrelevant across product lines, regions and customer segments.
COMPAQ COMPUTER
Compaq Computer Corporation was an American personal computer companyfounded in 1982, and now a brand name of Hewlett-Packard.The company wasformed by Rod Canion, Jim Harris and Bill Murto former Texas Instrumentssenior managers. The name "COMPAQ" was derived from "Compatibility andQuality", as at its formation Compaq produced some of the first IBM PCcompatible computers.
Once the largest supplier of computing systems in the world, previously
regarded as perhaps the most reputable manufacturer of mid-range hardware itexisted as an independent corporation until 2002, when it merged with Hewlett-Packard.
1980s
Compaq was founded in February 1982 by Rod Canion, Jim Harris and Bill Murto,three senior managers from semiconductor manufacturer Texas Instruments.Each invested $1,000 to form the company. Their first venture capital came fromBen Rosen and Sevin-Rosen partners. Like many small startups with uniquebeginnings, the original Compaq PC was first sketched out on a placemat by the
founders while dining in a local Houston restaurant, House of Pies.
In November 1982 Compaq announced their first product, the CompaqPortable, a portable IBM PC compatible personal computer. It was released inMarch 1983 at $2995, considerably more affordable than competitors at the time.The Compaq Portable was one of the progenitors of today's laptop. It was thesecond IBM PC compatible, being capable of running all software that would runon an IBM PC.
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Deskpro
On June 28th 1984 Compaq Released the Compaq Deskpro, a 16-bit desktopcomputer using an Intel 8086 microprocessor running at 7.14MHz. It was
considerably faster than an IBM PC and was, like the Compaq Portable, alsocapable of running IBM software. This was the first of the Compaq Deskpro line ofcomputers.
Deskpro 286
In 1985, Compaq released the Compaq Deskpro 286, a 16-bit desktopcomputerusing an Intel 80286 microprocessor running at 8 MHz and capable ofsupporting up to 7 MB of RAM. It cost $2000 for the 40-MB hard disk model. Itwas considerably faster than an IBM PC AT which ran at 6MHz at that time andwas, like the Compaq Portable, also capable of running IBM software.
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Deskpro 386
When in 1986 Compaq introduced the first PC based on Intel's new 80386microprocessor, the Compaq Deskpro 386[1], they began a period of increasingperformance leadership over IBM, who were not yet using this processor. An IBM
machine eventually reached the market seven months later, but by that timeCompaq was the 386 supplier of choice and IBM had lost its image of technicalleadership
.Systempro
This technical leadership and the rivalry with IBM was emphasised whenthe Systempro server was launched in late 1989 - this was a true server productwith standard support for a second CPU and RAID, but also the first product tofeature the EISA bus which was designed in reaction to IBM's MCA(MicroChannel Architecture).
1990s
At the same time as they began to dominate the server market, in the early1990s Compaq entered the retail computer market with the Presario, and was oneof the first manufacturers in the mid-1990s to market a sub-$1000 PC. In order tomaintain the prices it wanted, Compaq became the first first-tier computermanufacturer to utilize CPUs from AMD and Cyrix. The price war resulting fromCompaq's actions ultimately drove numerous competitors, most notably IBM andPackard Bell, from this market.
PC ProductsCompaq Armada M300Compaq PortableCompaq DeskproCompaq LTECompaq PresarioCompaq ProLineaCompaq ProLiantCompaq Armada
Compaq EvoiPAQCompaq Professional Workstation AP400Tc1000, a tablet notebook
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ROLE OF ADVERTISEMENT
Advertisement plays an important impact on consumers to purchase destop pcs of brands.
Now a day we see that each and every company endorsing brand ambassadors so that toattract customers and make their customer base more & more. IBM has signed Saif AliKhan to endorse his products Shahrukh khan was endorsed by compaq so that more &more computes can be sold out.
Indian PC Market to Show Double Growth than the World
PC market in India will likely grow at 20%, almost double of global PC marketthis year, as per Gartner, the research firm. However, the growth in Indian PC market willbe five percentage-points lower in comparison to what it was last year (2006).
Gartner forecasts that PC makers will ship 255.7 million units worldwide this year,a 10.5% increase from 2006. Revenue, on the other hand, is projected to increase only4.6% to US$213.7 billion, as average selling prices continue to drop.
In 2007, worldwide shipments of PCs are expected to increase 10.5% from lastyear to reach 255.7 Million units. On the other hand, the revenues are anticipated to growjust 4.6% and reach US$ 213.7 Billion with continuous decline in average selling prices.Emerging markets will play a key role in this growth.
Emerging markets and mobile PCs will continue to provide growth. However,falling average selling prices (ASPs), slowing replacement activity, and further declines inmature market desk-based PC shipments will keep PC vendors under pressure torationalize their operations or exit the market, as per George Shiffler, research directorwith Client Platforms Markets Group of Gartner Dataquest. The statement appeared inIndiaTimes Infotech on March 21, 2007.
As said by IDC, PC shipments in India increased 25% in 2006. The consumer andthe SMB segments will be the major drivers of the Indian market. High demand formobile PCs bolstered the growth, overtaking sales in the desk-based segment. In addition,with a greater focus given to e-governance, the government spend is expected to propelthe market further, said Gartner Indias principal analyst, Diptarup Chakraborti whilecommenting on Indian market. IndiaTimes Infotech published this statement on March 21,2007.
As per the RNCOS report Portable Electronics Market - Worldwide (2006), Afundamental move toward mobile computing going on in the market is making significantcontribution to the top line growth.
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Marketing Strategies of Each company to attract Customers
Now a days every companies playing strategies so as to attract customers and
increase revenues and also customer base.Pent-up demand, attractive pricepoints and economic stability propelled PC growth. PCs are acting asentertainment centres with TV functionality, supported by the digital soundexperience and large screen displays
Some Of The Strategies They Are Playing
Vista and Office 2007 hit the marketMicrosoft has opened the doors for consumers topurchase its latest Operating System, WindowsVista, and Office 2007 with a grand launch across70 countries.Microsoft released the latest version of its operatingsystem Windows Vista and Office 2007 forcorporate customers in November 2006. Now it haslaunched the software for the masses, i.e. noncorporate consumers. The consumer launch tookplace on 30th January across 70 countries. Windows Vista is the first majorWindows launch by Microsoft since the launch of Windows XP in 2001.
These products are launched to wow customers with features likeenhanced security, better search, improved parental control and an all newinterface. According to Ravi Venkatesan, Chairman, Microsoft India, This is the
launch of the decade for Microsoft and the biggest for us in India, with the designof this product we have dealt with the security issues. In India, OEMs includingHCL, HP, Lenovo, Sahara, Wipro and Zenith are launching Vista compatible PCs.
Windows Vista and Office 2007 will be made available to the public inseveral editions. The consumer editions are Windows Vista Ultimate, WindowsVista Home Premium, Windows Vista Home Basic and Windows Vista Starter.Vista is being shipped in 18 languages including Hindi. Extending the Indianlanguage support, Microsoft will have 13 more Indian languages including Teluguand Marathi and support for these is expected by early 2008. Office 2007 comesin two consumer editionsOffice Home & Student 2007 and Office Basic 2007.
FUTURE SCOPE
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On the commercial front, Munglani feels that decision cycles are still slow, butthere is a definite increase in queries and tenders. He feels that governmentfunded projects need to increase, and points to the recent Andhra Pradeshschools project, which pulled in more than 5,000 units, as a good example of what
government enthusiasm for IT can do.In conclusion, going by what the industryfeels and what the numbers reveal, recovery is definitely taking place in theindustry, though caution is still the prevailing sentiment.
However, the bottom line is that the days of super growth seem to be over.While IDC has predicted 22.3 percent growth in 2003, not everyone in the industryseems to be ready to join in the chorus. HPs Sai Chandrasekhar says that theirassessment is an expectation of 10-15 percent growth, which he feels is veryrealistic. It is unlikely that the market will return to the heady days of 30 percentgrowth, he explains. Kochhar of Skoch seconds that when he says, We can nolonger look at heady growth rates like 40 percent or 60 percent...the market has
been growing more in single digit to low two digit growth rates.And that seems to be the future that Indias PC brigade faces-but well,
surely even low two digit growth rates are better than negative growth, and thatsthe reason for the cautious smiles on the faces of PC vendors. Hopefully, the nextquarter will bring even broader smiles.
PARTY TIME FOR BRANDED PC PLAYERS
The PC market is rocking with branded PC vendors grabbing marketshare fromthe assembled players, says Kusum Makhija
The overall market for desktop personal computersregistered a 28.2 percent growth during calendar year2004 as compared to the previous year. What issignificant is that branded PCs continue to makeimpressive gains against the grey market. Accordingto IDC, the share of branded PCs grew from 36.2percent in 2003 to 49.2 percent in 2004, registeringan impressive growth rate of 74.3 percent.Interestingly, the grey market remained flat,registering a growth of 2.2 percent, while the totaldesktop PC market registered a growth of 28.2percent.
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MANAGEMENT HIARERCHY
LEADERSHIP
Shiv Nadar
Founder HCL, Chairman andCEOHCL Technologies
Ajai Chowdhry
Co-Founder HCL, Chairman andCEOHCL Infosystems
J V Ramamurthy
Chief Operating OfficerHCL Infosystems Ltd
Vineet Nayar
President: HCL TechnologiesRanjit
President and CEO of theHCL Technologies (BPO)
KEY PARTNERSHIPS
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57.5%
8.4%
7.9%
7.0%
4.2%
3.7%
1.0% 3.5%
3.3%1.6%1.9%
HCL
Compaq
Zenith
IBM
Acer
Hewlett-Packard
Wipro
Vintron
Siemens Nixdorf
Dell
Others*
From the above graph it is clear that in Indian Hardware Industry the HCLInfosystems Ltd. share is highest in all branded companies. But still very highportion about 57.5% is in favour of unbranded local companies, which is still achallenge towards all.
The share of the unorganised sector has been falling steadily with the fall
in price of branded PCs. A recent phenomenon has been the increasing share ofTier 2 towns and cities in the PC sales thereby indicating increased PCpenetration into the hinterland.
Sales of notebooks have averaged around 50,000 in the past two years.Printers have been traditionally the fastest growing segment of the PC peripheralsmarket. Even when PC sales were increasing by 39%, printer sales increased by41%. The slowdown affected printer sales too and in 2001-02, the increase was
just 1%. In that year, 836,122 printers were sold and that included inkjet, laserand dot matrix. The momentum is expected to pick up in 2002-03 and the printermarket would grow at 8% to reach 900,000 printers. Due to falling prices, Laserprinter sales are growing fastest.
In future, HCLs hardware sales to the institutional segment are likely toremain stable, with sustained hardware spending by all the verticals, especiallythe banking and financial services sector. Besides, in retail hardware sales, acontinued reduction of price points, facilitated in part by the recent reduction inexcise duties on PCs, is likely to reduce the price advantage of the smallassemblers, and augur well for branded PC manufacturers like HCL. In themedium term, HCLs margins, despite its sales tax advantages, may be affected
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by the likely removal of duty protection on manufactured PCs from the year 2005.With imported PCs becoming cheaper, it may be critical for HCL to establish analternate supply chain based on imports of finished PCs. Nonetheless, its financialrisks are mitigated by its low gearing, substantial liquid investments and unutilisedworking capital limits.
IDC declared its numbers for the Indian PC market for financial year 2005-06 today. The year recorded an impressive growth in terms of unit shipments - themarket grew 30% over financial year 2004-05 to exceed the 4.6 million-mark,according to IDC's India Quarterly PC Market Tracker, 1Q 2006, May 2006preliminary release.
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MARKETING & SELLING STRATEGY
REVISITING THE LOW-COST PC MARKET
A computer at nearly one-third of current prices is a dream for mostIndians. And yet, buyers are not holding their breath for these devices. Forexperience has proved that expectations are seldom met. However, this timearound, those propagating low-cost computing solutions have taken a differentroute. Chris Ann Fichardo elaborates on the difference .
The buzz is in the air again. PC manufacturers are excited. Users areexpectant. Even institutions like the IITs are enthusiastic. The reason: Indiasdream of an affordable PC (priced below Rs 10,000) is ready to hit the market.For nearly a decade this dream has struggled to become a reality. India Inc. hasmade many noteworthy attempts in the past to introduce low-cost computingsolutions, but in vain. Be it Wipros Janata PC, iNabling Technologies e-maildevice, iStation, or the much-talked about handheld device, the Simputerallbrilliant concepts that have not quite made it commercially yet.
The company netcore is doing groundbreaking work to make possible theRs 5,000 PC (5KPC), says that if the price point of a PC comes down between Rs
5,000 to 10,000 per user, India has the ability to absorb 10-20 million PCs a yearfor the next several years. This potential gains further significance when onerealises that the present market size is just two million PCs a year! In the last 20years the installed base has barely crossed six million PCs in India.
According to Richard Brown, director for International Marketing at VIAattributes this sudden interest by vendors to the "real growth potential" of the low-cost PC market. "I remember five to seven years ago when the first $1,000 PCappeared (introduced by Compaq), people wondered if the price point was forreal. And since then there has been a continuous push down in the price pointsfor PCs, which is a sign of commoditisation of the industry. For a long time the
industry has resisted moving to lower price points, and now they are actuallyseeing that there is demand in that space and they are buying into it," he says.
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CHANGING TRENDS IN PC MARKET
With prices of PCs being slashed, the education sector is expected to seea high demand for personal computers.
Consumers are shifting their focus of PC computing from an averagesystem to one that is closer to a high-end system and upwards.
The need for the most powerful multimedia computers is increasing.
Linux might gain ground in the government and defence sectors.
Customers, both in the consumer as well as in the commercial space willdemand better service levels from vendors.
Service and support is going to be a critical aspect of vendor strategy.
Depreciation period of IT products should be reduced to further boostgrowth.
The desktop space will see more and more entertainment-oriented featuresgetting integrated into the normal PC.
The enterprise space will witness more stress on security, TCO,manageability and multiple levels of redundancy, among others
Companies, which will offer affordable innovation will gain market share.
Unicode will drive PC penetration into rural markets
SME will continue to be a major segment. The industry has standardised on 80 GB HDDs.
\
Trends Expected In 2009
In the future, with more duty cuts expected, analysts believe branded PCplayers will gain further against assembled players. Retail may get arenewed thrust. Observes Raj Saraf, Chairman and Managing Director,
Zenith Computers, We have1300 retail outlets today, which we hope togrow to 15000 by the end of 2009.
While vendors are bundling in Linux to bring down costs, analysts seedesktop Linux confined to the government and education sector. Linux onthe desktop is unlikely to make inroads in the enterprise. Prices ofcomputers have been falling rapidly, but vendors do not think prices of PCswill fall significantly in 2009.
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While 2007 saw strong demand emerging from select sectors such as thegovernment and BPO outfits, 2008 could be relatively flat as most BPOfirms are in the process of consolidation and not growth.
PC MARKET: TOP TRENDS
PC market revival may happen in second half of this year. Post-Budget PC priceswill remain constant or rise marginally. Indian brands will survive, but they need todecide on an unambiguous competitive pitch. Thrust into the B & C class townswill be aggressive, by Indian and MNC players alike. The notebook market willshow significant gains in 2002-03. If you want to know what the future holds forthe Indian PC industry, the one fact you cannot afford to ignore is the currentslowdown not just falling growth, or a gentle trough, but the horrible spectre ofnegative growth.
The near panic the industry witnessed in the wake of this terrible time wasreflected in the price slashes and bundling offers anything to kick start stagnatingsales graphs was acceptable. And that took the PC to almost commodity status inIndia.
But then, thats history. And in business, history is not what sells; promisesof a rosier future do. According to industry association MAITs president VinnieMehta, sales have picked up in the JFM quarter, which is traditionally a high salesquarter, and as of now, theyre hoping that this will be a sustained phenomenon inspite of a lacklustre Budget that did almost nothing to push up demand for PCs.
PRICES DO AN ABOUT-TURN
Immediately after this years Budget, most PC vendors said PC prices wouldremain constant, and some even pointed out that prices would rise, thanks toincreasing memory prices. That should be one of the key differentiators betweenlast year and the financial year ahead PC prices are not likely to come down, andin all probability, will actually see marginal rises.
Says Vasu Srinivas of IDC India, While the initial response to the slowdown wasto slash prices, when it began to hurt, PC vendors began to take a profitability
approach. They are now seeking out the more profitable deals and aiming forbetter prices with lower volumes.
Another factor that will contribute to stable prices is the move by the bigdistributors to cut credit periods down the line from 30 to 15 days. This move,coming in the wake of big defaults among IT channels, will discourage speculativeand rash pricing and margin policies that result in price wars the industry can illafford.
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TRIUMPH OF THE MNC BRIGADE
In recent times, one of the most important trends in the Indian PC business is the
sight of MNC vendors turning leaders. Yes, HCL Infosystems, the leader in thedesktop segment, is as Indian as they come, and the companys leadershipposition seems in no immediate danger, but its not insurmountable either.
All it will take is the HP-Compaq deal going through in the United States,and HCL will become No 2 to an MNC behemoth that will then control almostdouble of HCLs market share, which currently stands at 8.6 percent, according toGeorge Paul, head-marketing, HCL Infosystems. While everyone admits that themarket share of MNC brands has gone up, and mostly at the expense of Indianbrands, this issue generates a lot of heat and passionate arguments.
BIG BUYERS MATTER
While the move to B & C class cities attracted attention, the biggest buyers of PCspretty much remained constant, and theyre expected to continue to be thesaviours of the beleaguered PC industry this year too. The honours go to thegovernment both at the Centre and the states, and the banking and financialsector mainly PSU banks. Another segment expected to contribute significantly toPC buying this year is the telecom sector.Retails still in vogue
MOBILE COMPUTING, ANYONE
Mobile computing is also expected to have some effect on the PC market in thecoming year. And in many ways, this may just be the beginning of things to comein the Indian PC market.
OUTLOOK
When will the good times start rolling again? The pundits have differing opinions.
IDC India says the PC industry is expected to grow by 5.1 percent in 2002, andadds that PC buying is expected to revive in 2003, when a growth rate of 20percent is forecasted. Kochhar of Skoch says this year will see some revival,though he warns that heady growth rates will not return without policy measureslike 100 percent depreciation from the government. MAIT is hoping that the slightupturn in the JFM quarter is a portend of things to come, even though it revisedindustry sales projections for 2001-02 downwards from 2.45 million units to 1.65million units.
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DECESION MAKING PROCESS
Decision makers, who are used to depending on their past experiences, mustmake decisions and take actions in the rapidly changing world we face today. Inthis turbulent environment, the ability to successfully view the current situationthrough the traditional "good judgment" viewpoint is weakened through increasingexternal noise (a multitude of information sources on multiple topics) andchanging.
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CUSTOMER RELATIONSHIP MANAGEMENT
(CRM).WHAT IS CUSTOMER RELATIONSHIP MANAGEMENT (CRM)?
CRM is a term that is often referred to in marketing. However, there is nocomplete agreement upon a single definition. This is because CRM can beconsidered from a number of perspectives. In summary, the three perspectivesare:
1. CRM from the Information Technology Perspective.From the technology perspective, companies often buy into software that
will help to achieve their business goals. For many, CRM is far more than a newsoftware package, the renaming of traditional customer services, or an IT-basedcustomer management system to support sales people. However, IT is vital sinceit underpins CRM, and has the payoffs associated with modern technology, such
as speed, ease of use, power and memory, and so on.
2. CRM from the Customer Life Cycle (CLC) Perspective.The Customer Life Cycle (CLC) has obvious similarities with the Product
Life Cycle (PLC). However, CLC focuses upon the creation of and delivery oflifetime value to the customer i.e. looks at the products of services that customersneed throughout their lives. It is marketing orientated rather than productorientated. Essentially, CLC is a summary of the key stages in a customer'srelationship with an organization.
3. CRM from the Business Strategy Perspective.The Business Strategy perspective has most in common with many of the
lessons and topics contained on this website, and indeed within the field ofmarketing itself. The diagram below shows the Marketing Teacher Model of CRMand Business Strategy. Our model contains three key phases - customeracquisition, customer retention and customerextension, and three contextual factors - marketing orientation, value creation andinnovative IT.
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CRM MODEL
A commonly cited definition of CRM is that of CRM (UK) Ltd (2002), asfollows:
Customer Relationship Management is the establishment, development,maintenance and optimization of long-term mutually valuable relationships betweenconsumers and organizations. The relationship delivers value to customers, andprofits to companies. The relationship is supported (but not driven) by cutting edge
IT. The business strategy is based upon the recruitment, retention and extension ofproducts, services, solutions or experiences to customers. This is the core of CRM.
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SWOT ANALYSIS OF HCL
STRENGTHS:
HCLs strengths are many, to mention a few :
a) Global Presence:
Its collaborations and joint ventures with international companiessuch as Perot System, and partnership with world leaders likeEricsson, Toshiba, Nokia, Oracle and Microsoft, enable it to bringthe best technology available world wide to its consumers.
24 locations in 16 countries.
b) Fast paced and flexible work culture which provides its employeesautonomy to accomplish the task without much pressure from thehigher authorities. Thus, employees are motivated to give their bestto the organization.
c) The core strength of HCL is the talent and innovativeness of itspeople which enables it to provide the right solution at the righttime.
d) The mass markets handled through a chain of dealers, resellers andretailers which helps bring technology usage closer to theindividual. It has very strong distribution network.
e) Its pool of competencies : Hardware, Software, Training,Networking, Telecom and System Integration.
f) Ability to understand customer's business and offer right technology.
g) Long standing relationship with customers.
h) Pan India support & service infrastructure.
i) Best-value-for-money offerings.
WEAKNESSES:
a) After sales service.b) Less promotional campaigns.
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OPPORTUNITIES:
a) IT industry booming at a rate of 45% every year.b) Increasing consumer awareness about IT and its use.
c) Tremendous untapped potential of IT products in India.d) Increasing competition.e) Tie ups with various MNCs enable to extract their core
competencies.
THREATS:
a) Local assemblers are biggest menace for the company.
b) Entry of MNCs i.e. IBM, Compaq giving direct competition.c) Govt. instability has a long term repercussions affecting companys
policies & its growth.
d) Technological shift as a result of research & development. Daily newtechnologies are emerging.
Concluding the S.W.O.T. analysis in words that prosperity lies ahead forHCL. In order to retain its position as Indias No. 1 IT conglomerate, it has tocome out with the state of art as well as futuristic technologies to its consumerswell before time.
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FINDINGS & LIMITATIONS
Every project has some limitations even the researcher came across some
limitations while working on the project which made the analysis a little
inappropriate at times. Some of the basic limitations faced during the
research are listed below:
Only limited number of authorized, companies and other areas where it
has been found 55 players was covered in the study.
Most of the research was based on cold calls, so then visited many
places i.e. authorized and local areas and where it had not responded
much.
There was a bias on the part of the respondents.
Companies that were contacted through telephone at times did not give
correct information to the researcher. The IT manager or the person heading the IT Department did not have
the rights to give the authorized official information to people other
then the members of the official itself and the high officials.
At times there was a problem of non response from the hospitals,
companies and other authorized and unauthorized areas which affected
the result of the project being done by the researcher.
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SUGGESTIONS & RECOMENDATIONSSUGGESTIONS & RECOMENDATIONS
HCL is having large number of channel partners but it is not supporting & taking careall of them equally which results in increasing discontentment among new channelpartners because its not possible for company to support all of them equally. Companyshould take some positive action against it.
Company executive should visit dealers on regular basis.
They Should pay proper attention towards checking of various components of PC before end user delivery. Otherwise it tends towards defame of brand name incomparison to rivals.
Need to expend customer care center as the consumer base of HCL Infosystem isincreasing with tremendously fast pace.
Proper attention should be paid for advertisement planning otherwise it may lead toproblem for dealer as well as for company.
Company should tie up with some event management company to organize variouspromotional activities like canopy, Carnival.
Company should make policy for fixed end user price for all dealers so that fair gamewill be played & dealer would not to compromise on their margin.
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CONCLUSION
Marketing is a very crucial activity in every business organization. Every productproduced within an industry has to be marketed other wise it will remain as unsold stock,which will be of no value. I have realized this fact after completion of my summer trainingproject. Despite of various difficulties and limitations faced during my summer trainingproject on the topic Corporate Selling and Feedback. I have tried my level best tofind out the most relevant information for the organization to complete the assignment thatwas given to me. After completion of my summer training project I have gained severalexperiences in the field or sales marketing. I have got the opportunity to meet various
people, which fluctuate in different situation and time. This summer training project hasgiven me the opportunity to have first experience in the corporate world.
Theoretical knowledge of a person remains dormant until it is used and tested in thepractical life. The training has given to me the chance to apply my theoretical knowledgethat I have acquired in my classroom to the real business world. I have completed mysummer training project in which are involved in its successful completion. In spite of fewlimitations and hindrance in the summer training project I found that the work was achallenge and fruitful. It gives enough knowledge about the computers market and thedistribution process undertaken by an organization. This summer training project hasenabled my capability in order to manage business effectively and in my career in future.
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BIBLIOGRAPHYBIBLIOGRAPHY
BOOK
AUTHOR: KOTLER PHILIP
TITLE: MARKETING MANAGEMENT
PLACE OF PUBLICATION: DELHI
PUBLISHER: TATA MC GRAW HILLSPUBLISHING CO. LTD
MAGAZINES / JOURNALS / NEWSPAPERS
Business World
Business Today
The Financial Express
The Times of India
The Hindu
WEBSITES :
www.hcl.in
www.indiainfoline.com
www.google.co.in
www.hp.com
www.saharacomputer.com
www.acer.com
www.dell.com
www.ibm.com
www.hclinfosystem.in
www.altavista.com
www.khoj.com
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ANNEXURE
QUESTIONNAIREName ____________________________________
Designation ____________________________________
Address ____________________________________
Contact No. ____________________________________
1. Do you use computers for your business purpose?a.) Yes
b.) No
2. What type of computers do you use?a.) Branded
b.) Assembled
3. What brand computers do you use?a.) HP
b.) HCLc.) acerd.) Others
4. What is the number of installed desktops?a.)
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c.) 50-75d.) 75-200e.) 200-500
5. What is the number of used servers?a.) 1
b.) 2c.) 3-5d.) >5
6. What is the number of installed laptops?a.) 1-5
b.) 5-15c.) 15-30d.) >30
7. What is the brand used for laptops?a.) HCL
b.) Toshibac.) Lennovod.) Others
8. Do you have AMC?
a.) Yesb.) No
9. What type of company is having the AMC?a.) Regional office of the company
b.) Any other local player
10.Are you facing any problem with current used product line?a.) Yes
b.) Noc.) Not yet
11. How do you find the HCL products?
a.) OKb.) Goodc.) Satisfactory
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d.) Outstandinge.) Not tried yet
12. Do you want to know more about HCL products?
a.) Yesb.) No