Chapter I-Introduction: What Is Marketing?
Chapter I-Introduction: What Is Marketing?
Chapter I-Introduction: What Is Marketing?
1.1 INTRODUCTION
WHAT IS MARKETING?
Marketing is about communicating the value of a product, service or brand to customers or consumers for
the purpose of promoting or selling that product, service, or brand. The oldest – and perhaps simplest and
most natural form of marketing – is 'word of mouth' (WOM) marketing, in which consumers convey their
experiences of a product, service or brand in their day-to-day communications with others. These
communications can of course be either positive or negative. In recent times, the internet has provided a
platform for mass, electronic WOM marketing (e-WOM), with consumers actively engaged in rating and
commenting on goods and services.
In for-profit enterprise the main purpose of marketing is to increase product sales and therefore the profits of
the company. In the case of nonprofit marketing, the aim is to increase the take-up of the organisation's
services by its consumers or clients. Governments often employ social marketing to communicate messages
with a social purpose, such as a public health or safety message, to citizens. In for-profit enterprise
marketing often acts as a support for the sales team by propagating the message and information to the
desired target audience.
Marketing techniques include choosing target markets through market analysis and market segmentation, as
well as understanding consumer behavior and advertising a product's value to the customer.
From a societal point of view, marketing provides the link between a society's material requirements and
its economicpatterns of response.
Marketing satisfies these needs and wants through the development of exchange processes and the building
of long-term relationships.Marketing can be considered a marriage of art and applied science (such
as behavioural sciences) and makes use ofinformation technology.Marketing is applied in enterprise and
organizations via marketing management techniques.
Page 1
WHAT IS A STRATEGY ?
Strategy (from Greek stratēgia, "art of troop leader; office of general, command, generalship") is a high
level plan to achieve one or more goals under conditions of uncertainty. In the sense of the "art of the
general", which included several subsets of skills including "tactics", siegecraft, logistics etc., the term came
into use in the 6th century C.E. in East Roman terminology, and was translated into Western vernacular
languages only in the 18th century. From then until the 20th century, the word "strategy" came to denote "a
comprehensive way to try to pursue political ends, including the threat or actual use of force, in a dialectic
of wills" in a military conflict, in which both adversaries interact.
Strategy is important because the resources available to achieve these goals are usually limited. Strategy
generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to
execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources).
The senior leadership of an organization is generally tasked with determining strategy. Strategy can be
intended or can emerge as a pattern of activity as the organization adapts to its environment or competes. It
involves activities such as strategic planning andstrategic thinking.
-Henry Mintzberg from McGill University defined strategy as "a pattern in a stream of decisions" to contrast
with a view of strategy as planning.
-While Max McKeown (2011) argues that "strategy is about shaping the future" and is the human attempt to
get to "desirable ends with available means".
-Dr. Vladimir Kvintdefines strategy as "a system of finding, formulating, and developing a doctrine that will
ensure long-term success if followed faithfully."
Chandler wrote in 1962 that: "Strategy is the determination of the basic long-term goals of an enterprise,
and the adoption of courses of action and the allocation of resources necessary for carrying out these goals."
Michael Porter defined strategy in 1980 as the "...broad formula for how a business is going to compete,
what its goals should be, and what policies will be needed to carry out those goals" and the " combination of
the ends (goals) for which the firm is striving and the means(policies) by which it is seeking to get there."
Page 2
WHAT IS A MARKETING STRATEGY?
Marketing strategy is the fundamental goal of increasing sales and achieving a sustainable competitive
advantage. Marketing strategy includes all basic, short-term, and long-term activities in the field of
marketing that deal with the analysis of the strategic initial situation of a company and the formulation,
evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company
and its marketing objectives.
The field of marketing strategy considers the total marketing environment and its impacts on a company or
product or service. The emphasis is on "an in depth understanding of the market environment, particularly
the competitors and customers."A given firm may offer numerous products or services to a marketplace,
spanning numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order to
effectively manage such products. Evidently, a company needs to weigh up and ascertain how to utilize its
finite resources.
For example, a start-up car manufacturing firm would face little success should it attempt to rival Toyota,
Ford, Nissan, Chevrolet, or any other large global car maker. Moreover, a product may be reaching the end
of its life-cycle. Thus, the issue of divest, or a ceasing of production, may be made. Each scenario requires a
unique marketing strategy.
A marketing strategy considers the resources a firm has, or is required to allocate in effort to achieve an
objective. Marketing Strategies include the process and planning in which a firm may be expected to
achieve their company goals, in which usually involves an effort to increase revenues or assets, through a
series of milestones or benchmarks of business and promotional activities.
Marketing strategy should not be confused with a marketing objective or mission. For example, a goal may
be to become the market leader, perhaps in a specific niche; a mission may be something along the lines of
"to serve customers with honor and dignity"; in contrast, a marketing strategy describes how a firm will
achieve the stated goal in a way which is consistent with the mission, perhaps by detailed plans for how it
might build a referral network, for example. Strategy varies by type of market. A well-established firm in a
mature market will likely have a different strategy than a start-up. Plans usually involve monitoring, to
assess progress, and prepare for contingencies if problems arise.
Page 3
1.2 NEED AND IMPORTANCE FOR THIS STUDY:
This study would help to understand the marketing environment as well it will help to understand all the
threats and opportunities a textile industry faces right from the time of inception till its dissolution. As well
it will help the new entrepreneurs to understand the pros and cons of the market conditions and to
understand the market demand and supply chain this study will be useful. Apart from these uses the need of
this study is to understand the flaws of the company and give them a new and creative strategy which could
boost up the company morale and zeal of the individuals to work.
The key to business success is in making the required level of sales. In order to make those sales you need to
understand your target customers – what are their wants and needs? How will you entice them to buy from
you? Successful marketing campaigns are invariably focused on the needs of the target customer, with an
emphasis on continuously communicating the benefits of your services or products over those available
from the competition.
A focused marketing strategy depends on continually explaining and emphasizing how and why the
business is not only reliable and represents good value, but is also different (better) from the competition in
subtle and genuine ways.
A marketing strategy is a guide for successfully promoting and growing your business. A good marketing
strategy will help you answer key questions about your business:
How well you position your company in the market?
How will you differentiate from your competitors?
How will you reach your customers?
What are your sales goals?
Where will you advertise?
All of these are important questions that as a business owner and entrepreneur will be able to answer with a
good marketing strategy.
Therefore the need of this study can be summarized as the answer to the all the 4 W’s and 1 H. IN addition
to this the need is to understand how a strategy implementation can successfully take a nowhere to
somewhere high in the field of business.
Page 4
1.3 OBJECTIVES OF THE STUDY:
To study the company’s current marketing strategy.
To study the impact of marketing strategy on the consumer
To study the factors attracting customer to the store.
1.5.2SAMPLE SIZE:
The size of the sample selected for the study is 100 Jahapanah customers.
SAMPLING TECHNIQUE
Simple random sampling method is used in collecting information from the customers
Primary Data:
In the study, the primary data was collected through structured questionnaire consisting of 17
questions and interview technique.
Secondary Data
Secondary data are those which are collected from the company reports, journals books, websites etc
for the purpose of the study.
Page 5
1.5.4STATISTICAL TOOLS USED FOR DATA ANALYSIS
Simple percentage method and pictorial graphical presentation
Total respondents
Second chapter consists of REVIEW OFLITERATURE which reflects the relevant theoretical and
empirical background of the problem.
Third chapter consists of the COMPANY PROFILE which contains a brief historical retrospect
about the entire of study.
Fifth chapter consists of FINDINGS AND CONCLUSIONS along with LIMITATIONS and
SUGGESTIONS is concluded with BIBLIOGRAPHY and the ANNEXURE which contains the
Questionnaire.
Page 6
1.7 LIMITATIONS.
As everything in this world has two outlooks viz.,
1. The positives and
2. The negatives.
Thus when it comes to the positives of this research project it had a number of points like the market
condition, availability of the time and variety of products etc have contributed to the success of this project.
At the same time it has certain limitations as well. So the following are the limitations or the restrictions I
faced during conducting this study:
The sample size was restricted to a total of 100 responses
The study was conducted only in the Abids and Tolichowki branches of Jahanpanah.
People’s resistance to give the data
The cost factor involved in the research.
The climatic condition.
Genuinity of response by the customers.
Mood of the customer
Time constraint of the store.
Traffic at the store.
Days of more walk in’s by the customer.
These were some limitation that I have faced in conducting this research study.
Page 7
CHAPTER II-LITERATURE REVIEW
A strategy is a long-term plan to achieve certain objectives. A marketing strategy is therefore a marketing
plan designed to achieve marketing objectives. For example, marketing objective may relate to becoming
the market leader by delighting customers. The strategic plan therefore is the detailed planning involving
marketing research, and then developing a marketing mix to delight customers. Every organisation needs to
have clear marketing objectives, and the major route to achieving organisational goals will depend on
strategy. It is important, therefore, to be clear about the difference between strategy and tactics.
These terms originate from military use (military strategy before and during a military campaign is the
general policy overview of how to defeat the enemy). Developing a strategy involves establishing clear aims
and objectives around which the framework for a policy is created. Having established its strategy, an
organisation can then work out its day-to-day tools and tactics to meet the objectives.Marketing can thus be
seen as the process of developing and implementing a strategy to plan and coordinate ways of identifying,
anticipating and satisfying consumer demands, in such a way as to make profits. It is this strategic planning
process that lies at the heart of marketing.In 1985, the Chartered Institute of Marketing adopted the dynamic
slogan: 'Marketing means Business' [www.businesscasestudy.com]
Marketing is not just a series of business-related functions, but more wide-reaching than this. It is a business
philosophy designed to develop an attitude of mind which should be shared by everyone in an organisation
and is often enhanced by both frequent and open communication. Developing such an attitude of mind
reduces the likelihood of crisis and contributes to the development of the overall future of an enterprise at
both strategic and tactical levels.
At the heart of marketing lies the degree to which an organisation becomes marketing-orientated. The more
committed a company is to its marketing activities, the more able it will be to pursue its corporate objectives
and develop and retain customers. Every business in existence relies upon its customers for survival, and
those who best meet customer needs will always survive a period of change.
The marketing function is therefore an essential ingredient of corporate strategy, and this marketing focus
should be communicated through marketing planning into all aspects of business activity.
Page 8
In choosing a marketing strategy a frequent distinction that is made is between undifferentiated marketing
and differentiated marketing
.
Undifferentiated marketing is where a single marketing mix is offered to the total market. In contrast
differentiated market is the process of attacking the market by tailoring separate product and marketing
strategies to different segments of the market, for example, the spectacles market can be broken down into
fashion segments and functional segments, high price and low price segments, and segments for individuals
with different types of vision problems.
To make your tactics work better, to grow your business and bring sanity to your world, you have to decide
on the single, simple answer to each of these questions and commit to not changing it for a year or two.
This is focus. And focus is almost always the difference between a business that grows profitably and one
that never seems to gain any momentum. You can continue to hope that “next time that email is going to
work better,” or you can develop a clear focus and a realistic strategy.
The first decision in any marketing strategy is to define your target customer. “Who do you serve?” always
needs to be answered clearly before you can execute any tactic effectively. This means you have to say “no”
Page 9
to other potential customers who might buy from you but who are clearly bad fits for your narrow focus.
This takes time to develop the discipline, but you can’t do effective marketing without it.
Focusing on a well-defined target may make you uncomfortable at first, but stay the course and follow
through. An accountant friend of mine changed his business from “doing taxes for anyone in Phoenix” to “a
CPA who does taxes and investments only for physicians” – his best customers who have special needs. He
made this change over a period of two years and tripled his business, narrowed his service offerings and
strengthened his pitch.
If you are spending time and money on marketing but your efforts are not driving enough sales, the problem
is almost always that you haven’t narrowed your target market definition enough to be effective. The
narrower you define your market so you can focus on those that you can best serve and those that can best
service you, the more effective your entire business will be.
Your category is simply the short description of what business you are in. What few words would someone
say to describe your business? Starbucks is “high-quality coffee” Chipotle is “fresh Mexican burritos.” My
friend’s tax business is simply “tax accounting for physicians in Phoenix.”
Most business owners can’t resist over-complicating their company descriptions. This leaves people unsure
of what you actually do, which weakens your marketing effectiveness. Here’s a simple rule: If someone
can’t clearly remember your category description a month after you meet them, they were never clear about
what you do in the first place.
Clearly defining your category helps amplify your marketing and sales efforts. Think of what it would take
to be the best – the leader – in your category. You’re not the leader? Then narrow your category definition
(or your target market focus) until you are the leader. A focused laser can melt steel at a distance, but the
same light undirected has no effect. Be laser-like in your focus.
Page 10
What is Your Unique Benefit?
Your unique benefit should highlight the one (or two) main things your product or service actually delivers
(benefits) that your target customer really wants, not a long list of all the things your product does
(features).At Infusionsoft, we know our customers don’t just want our software: They want to grow sales
and save time. We don’t describe everything our software does or the hundreds of benefits, we keep our
focus on those three key benefits in everything we do. And the simpler we describe it, the better our
marketing works.
When someone is looking to buy a solution to a problem, they will quickly make sense of the alternatives to
compare against – your competition. However, most entrepreneurs haven’t specifically defined who their
real competition is and don’t focus their messages to create clear differentiation for their buyers. This
frustrates the buying decision process and makes your marketing efforts weaker.
You need to be clear in your own mind about what your biggest competition is. If you are a tax accountant,
is your competition really the other tax accountants in town? Other CPAs or financial planners? DIY tax
software? Doing taxes manually? National tax accounting chains? Each competitor type would create
different comparisons, so you need to narrow it down to one or two main competitor types.
Why Are You Different and Better for Your Target Customer?
Once you have defined your competition, make a list of all the things you do differently and better. Then
rank each of them by how important these factors are to your target customer. Pick the top one or two and
put them on your homepage and include them in your elevator pitch.
Don’t overcomplicate this. People just want to know one or two things to move their decision along. Is it
cheaper? Do you have faster delivery? Best personalized service? Are you the only accountant who
exclusively serves physicians in Phoenix?
Page 11
What Does Your Marketing Strategy Statement Look Like?
When you put the five key decisions of marketing strategy in a sentence form, it looks like this fill-in-the-
blank statement:Your company name is the leading category for target customers that provides unique
benefit. Unlike competitors, your company does unique differentiator.
Our growth rate doubled when we focused and committed to this clear and simple marketing strategy. Try it
for yourself. Fill in the blanks to create the marketing strategy statement for your own business. Get some
perspective from employees, friends and best customers. List all the possibilities and then make some
decisions. Say it out loud a few times. You should feel clarity and power coming through. It will also show
you a few things you could stop doing in your business that would create more focus.
Can you see why it makes no sense to Tweet, to send a broadcast email or build a new website if you are not
clear about your marketing strategy that has laser-like focus? Doing these tactics without a road map – your
marketing strategy – will not deliver the right customers and will give you fewer sales than if you had
invested the time to implement a focused marketing strategy.
Here’s the real secret that successful companies practice with extreme discipline: Creating a clear marketing
strategy is not what companies do after they get big, it’s what small companies do to grow and get bigger in
the first place. [www.smallbiztrends.com]
Chicagoland is home to several global powerhouses like Walgreens, Abbott, McDonalds, Kraft, and
Wrigley. Simultaneously, Chicago’s exploding tech scene has been garnering a lot of attention in the media.
Taking note of this, the Business Marketing Association invited me and fellow Chicago entrepreneurs to
talk about marketing lessons from the startup world that apply to all marketers.
Kevin Willer, president and CEO of the ChicagolandEntrepreneurial Center, moderated a great group
discussion among the following panelists and myself: Mike McGee, Co-founder of The Starter League,
Jack Philbin, CEO of Vibes Media, and Amish Tolia, Founder & Co-CEO of Apparel Media Group.
The following is my spin on the common themes that emerged as we all shared our marketing experiences:
Page 12
Be purposeful.
In order to establish yourself as a thought leader, be purposeful in your strategy. Don’t do something just to
check a box. Before you decide to jump on an initiative, take a step back to evaluate the following:
(1) Does the initiative help establish credibility for your brand?
This mentality helps to frame future marketing decisions, leading to more successful efforts overall. Take
social media as an example (I see this come up over and over again when talking to marketers). If you want
to ‘do’ social media, make sure it serves a purpose for your company. You must select the right channel(s)
to focus on - Facebook may not be the optimal channel for your company—and have a unique point of view
to share.
If you want to try a new marketing tactic, you must put yourself and your team on an aggressive timeline.
This even holds true for those of you that work in an environment that has complex organizational
hierarchies and legal processes; it just means that you will need to get your part done even quicker. New
tactics often get pushed to the back burner as one gets absorbed in putting energy and resources behind tried
and tested ideas. However, these new tactics are what could change the course and success of your
marketing efforts.
While executing new initiatives, embrace the process of trial and error. Carefully watch the results of the
initiative, and if it works, double down. If it doesn’t work, tweak it, try again, and drop it if it ultimately
doesn’t work. This tactic has been used by many of the panel participants to reach and/or expand their
customer base, but it certainly applies to marketing and PR initiatives as well.
Page 13
Improve what already is working.
This may seem obvious. But when a marketing tactic is working, it’s easy and tempting to say, “don’t fix
what’s not broken.” Even when something is working, it’s important to fine tune your approach to ensure
you’re putting forth your best possible marketing efforts. You may be weary at first, thinking you might
mess up a good thing, but you will likely discover a more efficient, innovative process along the way.
Regardless of whether you’re at a lean startup or a large corporation, you will face limitations as a marketer.
Above all, the biggest lesson learned from startups is that you have to be open to trying new and
unconventional tactics. We do it every day, and we’re better for it.Its one thing to have a great product, but
it will never be a success unless your potential customers know about it. That's where marketing comes in.
Neil Addley, managing director of used-car website Trusted Dealers, which has grown by 20% over the past
year, says the starting point is the same for all businesses. "It all starts with a strategy, whether you're a
small business or a much larger one," he says. "Define what you're trying to sell, to whom, where and when,
and then work out how best to get to that target with the budget you have available."
Doug D'Aubrey, managing director of business advisers Executive Training and Consultancy, says that
many growing enterprises struggle with marketing.
"The first thing a lot of business owners will say to me is, 'I can't do sales.' What they can't do is marketing.
They are passionate about the product and that sells. What they struggle with is getting prospects. If your
marketing isn't delivering prospects, you are wasting your time doing it."
D'Aubrey says the next step is to understand your customers: "Where do they shop? What other stuff do
they buy? That's where you market yourself."
Sometimes businesses have more than one type of customer in mind and have to adjust their marketing
strategies accordingly. Addley says Trusted Dealers has two objectives: to get consumers on to its website
to view used cars, and to get dealers inquiring about becoming clients.
Page 14
For the part of its marketing strategy that is aimed at consumers, Trusted Dealers uses online advertising and
email. This includes pay per click and paid search – advertising on sites such as Google and Bing – and
targeted email marketing.
For attracting new businesses, Addley says marketing is focused on email, which is linked to a prospects
database. In addition, social media – particularly Linkedin – is used to identify new potential clients.
"We've also run a series of digital marketing roadshows for dealers to get advice and updates on digital
marketing," says Addley. "These have proven an effective way of getting face to face with new clients."
Like Trusted Dealers, Ella Riley's Traditional Sweets and Toffees has different strategies for consumers and
its trade customers.
The south Wales based sweet manufacturer regained the patent for its toffee rolls from Kraft a few years
ago, and has since been trying to rekindle people's memories of the product from its heyday.
On the trade side, the company's marketing efforts have sought to tackle patent infringements by making
traders aware of imitations. The soon to be launched #realriley's Twitter hashtag campaign was born out of
this.
"There have been a few infringements," says Riley's co-owner Freya Sykes. "We had a choice of going
down the legal route or spending money on a marketing campaign."
Sykes says she finds social media the best way of connecting with customers, and focuses marketing efforts
on Facebook, Pinterest and Twitter. "With social media, you can talk to customers in a tone of voice that
you can't get in an advert," she says.
She advises businesses considering where to focus their marketing efforts to go with social media. "I would
find your unique selling point and press it home," she says. "It is what will sell your product eventually. If
your widget is the shiniest, tell people about that."
Riley's selling point was the product's history, so Sykes says its marketing campaign has tried to engender a
feeling of warmth and nostalgia. "People remember us from the first time round," she says. "We have a
really loyal fanbase in the 30 plus demographic. They are now telling their children about us."
Page 15
Some small businesses are abandoning traditional advertising in newspapers, magazines and radio for cost
reasons. But a number have found other ways of getting their message out via local media.
Sykes, a former journalist, has secured regular mentions on local radio by putting out press releases. "Twice
this week we have been on BBC radio," she says. "Yesterday, we commented on the budget, today we put
out a press release on Small Business Saturday."
Jill Roberson, who runs Norfolk based ethical furniture retailers The Living Rooms, has in the past
advertised in local media.
She now focuses her efforts on free platforms including Twitter, Facebook and Pinterest, but has found
commissioning a local PR consultant very good value. "He has press contacts and canvasses for two or three
clients at the same time. Immediately, that makes us look more professional."
Roberson has also adopted some imaginative strategies of her own including following Norwich City FC
players and other local celebrities on social media. This strategy paid off when she recently sold a product to
a well-known Norfolk resident after interacting with them on Twitter.
"The biggest challenge for smaller business is getting to the people with the money who are time-poor," she
says.
Sarah Cruickshank, creative director at Sarah Cruickshank Media Solutions, has found blogging helpful in
promoting her two-year-old virtual assistant business. She says it helps her get the word out to potential
customers about her services, which include audio transcription and proofreading.
"Blogging has definitely got me work," she says. "It's also useful for tracking inquiries." Cruickshank says
she also finds Linkedin and Twitter useful, as well as her monthly newsletter, which she sends to the 100
customers on her mailing database.
Doug D'Aubrey says that making a database of prospects and customers can help with developing marketing
strategies, as well as in measuring their effectiveness.
He says a good way of measuring referrals is by using a promo code linked to a discount or another
promotion. "When the prospect arrives into the sales process, you should be able to track where the prospect
comes from," he adds.
Page 16
D'Aubrey says promotions and discounts can also help with marketing. He says that businesses targeting a
similar market with different projects can form strategic alliances and work together.
He gives the example of a bridal shop he works with which ran a successful campaign over the second May
bank holiday where people who bought their engagement ring from a certain high street jeweller received a
10% discount on a dress.
"All the jeweller did was allow the bridal shop to put a mannequin in their window with a sign and print a
voucher," he says. "For a wedding, there are so many things that work together. There are wedding
photographers who work with limousine companies."
D'Aubrey also suggests looking at guerrilla marketing strategies, including posters and stickers, which can
provide businesses with clever, cheap ways of reaching customers.
[By www.theguardian.com]
Cause Marketing
Finding a causes both your customers and your company cares about can create magic for your business.
This requires internal knowledge about what your organisation cares about and who they want to help in the
world. A good example of this is Toms Shoes. Instead of doing the traditional “buy one get one free”
promotion, Toms built a strong customer following and reputation for giving back by giving away a free
pair of shoes to someone in need for every shoe purchase made by their customers.
Use Wi-Fi or Bluetooth to send promotional messages of their products and services to their customers'
smartphones and tablets at close proximity. Close Range Marketing is also known as Proximity Marketing.
Page 17
Relationship Marketing
Many companies focus on building relationships with their customers instead of always exclusive trying to
sell them something (transactional marketing). Customers who love your brand more will also spend more
money with your brand. Many traditional retailers have found this to be true. Walgreens has seen that
customers who buy from all of their purchasing channels (store, web, mobile, etc) buy up to six times more
than the average customer that only buys in their store.
Transactional Marketing
Driving sales can be challenging, especially for retailers that have to consistently sell products in high
volume to consumers. In order to stay with the demands of investors, retailers have to encourage consumers
to buy using coupons, discounts, liquidations, and sales events. High volume big-box retailers like Target
are constantly running promotional events in order to get interested consumers into their stores.
Scarcity Marketing
In some markets it’s important to control how much product is available at one time. In many cases this is
done because of the difficulty of acquiring raw materials or higher quality of the product. A company may
choose to make their products accessible to only a few customers. Rolls-Royce’s release of their Chinese
editioncar called Phantom sold quickly. While the cost of the car was higher than most cars the scarcity
drove the desire and the price.
Word-of-mouth Marketing is the passing of information from person to person by oral communication.
Customers are very excited to share with the world the brands they love. Many consumers find meaning in
sharing stories of their favorite products and services. Word of Mouth is one of the ancient ways people
learned about what to purchase. Modern marketers have learned how to create authentic word of mouth for
their companies and the products they represent.
Page 18
Call to Action (CTA) Marketing
CTA Marketing refers to methods of converting web traffic into leads or sales on websites using text,
graphics, or other elements of web design. Conversion strategies help improve the percentage of online
visitors who become customers or who join the mailing list.
Viral Marketing
Cult Brand marketers are constantly creating new business ideas that keep their products in the heart and
minds of the global consumer. Each time a new product is created, customers have to be given a reason to
dream about their future purchase. Sometimes marketers of Cult Brands hit on something so great that
people can’t help but share with others. Getting your customers talking about your products and services is
very important to growing awareness for your business.
Diversity Marketing
Develop a customized marketing plan by analyzing different customer segments based on cultural
differences including tastes, expectations, beliefs, world views, and specific needs.
Undercover Marketing
Sometimes not telling everyone everything can become a great source of buzz. Think of a movie trailer that
got you very excited to go see the movie. While not showing all the aspects of the movie, the advertiser can
create enough intrigue to drive viewers to want to see more.
Mass Marketing
Major corporations need to drive large numbers of purchasing of their products in order to survive and
grow. While mass marketing may seem like a shotgun approach to marketing this is far from the truth. Big
businesses spend big money in understanding big data--thats a lot of bigs!) This gives them an insight to
Page 19
where to place media for their potential national customers who buy their products and services. Walmart is
an example of an effective mass market retailer. As the number one retailer in the world, they are very smart
about their mass marketing efforts, often giving their customers a feeling of locality and warmth.
Seasonal Marketing
Seasonal events offers a great way to meet new consumers. Sometimes these events can be actual changes
of weather or national holidays. For a retailer like Hallmark, Valentine's Day represents a large portion of
their business. By tuning into the various seasons that are important to your customers you can become
more relevant in their lives.
PR Marketing
One of the most important marketing strategies is public relations. Many effective marketers work with the
media to bring awareness to their products and the benefits their products offer. Also, in many cases where
things go wrong, a good PR marketing strategy is vital. When Apple’s founder Steve Jobs was alive, Apple
held a major press conference to announce every new product. This tradition is now continued by their new
Apple CEO and CMO.
Online Marketing
As commerce has propagated to the Internet, a new form of marketing has emerged. From online banners to
those annoying pop ups, online marketers have attempted to get their customers attention any way they can.
Most online strategic marketing efforts today are a mix of growth hacking strategies ( A/B testing taken to
the max) and a variety of awareness tactics that drive attention. A very effective online marketer is the
insurance company Geico who simply asks their users to enter their zip code for an instant quote on a better
savings.
Page 20
Email Marketing
As soon as customers migrated into the online world, Internet marketers have attempted to collect and
organize emails for potential prospects. Many business-to-business marketers depend on email marketing as
a primary way to connect with customers. At industry tradeshows, IBM consultants can often be seen
exchanging email information with their prospects.
Evangelism Marketing
Develop raving fan customers (what we call Brand Lovers) who become advocates of your brand or
product, and who represent the brand as if it was part of their own identity.
Direct Marketing
Communicate directly with customers and prospects through mail, email, texts, fliers and other promotional
material.
Inbound Marketing
Companies often have customers calling them for various reasons. This can present a great opportunity to
sell customers additional products and services they currently don’t have. When business customers call to
check their balances, the business bank Chase often takes the opportunity to ask if they are interest in a
credit line, a 401 k plan, or a variety of other services the bank offers.
Freebie Marketing
Promote free give aways or sell your products and services sold at low rates to boost the sales of
other related products or services.
Source: [http://www.cultbranding.com]
Page 21
2.4 ABSTRACTS OF JOURNALS FROM AMERICAN MARKETING
ASSOCIATION:
Journal of Strategic Marketing publishes papers on key aspects of the interface between marketing and
strategic management. It is a vehicle for discussing long-range activities where marketing has a role to play
in managing the long-term objectives and strategies of companies. The objectives of the Journal are as
follows: To bridge the disciplines of marketing and strategic management, and to address the development
of knowledge concerning the role that marketing has to play in the management of strategy. To provide a
vehicle for the advancement of knowledge in the field of strategic marketing and to stimulate research in
this area. To consider the role of marketing as an orientation of management at the strategic level of
organizations. Explore the overall management of the marketing function within total corporate
management, with particular focus on issues of concern to marketing managers, directors and vice
presidents. To publish state of the art papers, empirical research results, practical aspects of theory, case
studies, new methodological developments, conceptual developments, and to encourage published
discussion on articles. Issues that the Journal covers include: Marketing philosophy in corporate
management. The role of marketing in strategic planning. Marketing information systems in relation to
company wide needs. Market and industry stakeholder needs. International strategies. SBU analysis and
decision making. Marketing related synergies. Integrating marketing planning with strategic planning. The
management of marketing-led change. The development and utilization of marketing plans. Resource
allocation in strategic and marketing plans. HRM related to marketing personnel. The implementation of
strategic and marketing plans. Marketing effectiveness at the operational and strategic levels. The utilization
and development of control systems.-Taylor & Francis (Routledge)
This study examines the marketing strategies of companies originating in small and open economies as they
expand into foreign markets. It distinguishes two major globalization paths (that of born globals and that of
globalizing internationals), contrasts them with traditional internationalizers, and describes their
characteristics. It then outlines a framework and hypotheses regarding the marketing strategies used in
foreign expansion and examines them empirically in the information and communication technology field.
The authors examine two important strategic marketing issues: the breadth of product offering and the
standardization of marketing strategies across countries. The empirical results show that foreign expansion
path, foreign business experience, and external globalization pressure have an impact on the selection of
marketing strategies. The study also finds that the fit between these contextual factors and the
Page 22
standardization of marketing strategy has a positive effect on performance. The novel results regarding the
importance of foreign expansion paths in the selection of marketing strategies have important implications
for both academicians and practitioners in the field of international marketing.Peter Gabrielsson, Mika
Firms raise a significant amount of funds and gain competitive advantage over their rivals through equity
financing, namely through initial public offerings and seasoned equity offerings. The authors find that both
initial public offering firms and seasoned equity offering firms adopt a more aggressive marketing
strategy during the two years following their offering. However, not all equity issuers benefit equally from
increased marketing spending, which can help signal companies' growth prospects to investors. A key
moderator of the link between marketing investment and firm value is the strategic flexibility of rivals with
respect to issuers. In particular, the stock market reacts favorably to an aggressive marketing strategy
initiated by issuers competing against rivals with relatively less flexibility, whereas increased marketing
expenditures do not translate into higher firm value when rivals have greater flexibility. Furthermore, the
authors show thatmarketing expenditures create value within context: the role of marketing in enhancing
shareholder value and the moderating effect of rivals' strategic flexibility are more pronounced in the two-
year window immediately following an equity offering than at any other time. The authors conclude with a
discussion of implications for theory and practice.-Didem Kurt and John Hulland (2013) [Vol. 77,
No. 5, pp. 57-74]
Although strategy exists at multiple levels in a firm (corporate, business, and functional), there is a dearth of
research inmarketing literature that focuses on the dependency among strategy at different levels. The
authors address this issue by examining the relationship between deconglomeration and marketing strategy .
Deconglomeration refers to the divestiture behavior of a conglomerate firm and the transformation of its
business portfolio from one that is largely composed of several unrelated businesses to one composed of
fewer and related businesses. Drawing on multiple theoretical perspectives, the authors propose a
conceptual model delineating the environmental and organizational drivers of deconglomeration and its
outcomes for marketing. The authors suggest that after deconglomeration:
(1) a firm can be expected to be more competitor and customer oriented,
(2) multimarket contact with competing firms and seller concentration will increase,
(3) businesses retained by the firm will be more innovative and place greater emphasis on advertising
compared with sales promotion,
Page 23
(4) the firm’s culture may become more externally oriented. Furthermore, the locus of decision making
for marketing strategy may shift more toward senior management levels. In summary, changes in a firm’s
corporate strategy could lead to significant changes in the marketing strategy of its business units.-J.
Chris White, Satish Jayachandran, P. Rajan Varadarajan [Vol. 65, No. 1, pp. 15-28]
The Chinese market’s attractiveness to international marketer has recently received a significant boost as a
result of the country’s admission into the World Trade Organization. Membership in the World Trade
Organization requires trade barriers to be reduced and new sectors of the economy to be opened to foreign
firms according to a pre-designated timetable, which in turn will make this most populous country a
promising market for marketers. Despite these positive developments, acquiring reliable information and, in
particular, the understanding of the market presents big challenges to the development of a viable Chinese
marketing strategy . In this article, the authors explore barriers to information acquisition in China and focus
on the need to understand crucial dimensions of the operating environment with respect to internal
protectionism, relationship development, the diversity of the market, and competitive contexts.-Peter G.P.
Advances in data collection and storage technologies have given rise to the customer data intermediary
(CDI), a firm that collects customer data to offer customer-specific marketing services to marketers. With
widespread adoption of customer relationship management (CRM) and one-to-one (1:1) marketing, the
demand for such services continues to grow. Extant empirical research using customer data for CRM and
1:1 marketing tends to have an engineering emphasis and focuses on developing analysis techniques to
implement CRM and 1:1 marketing optimally (i.e., the technology for the CDI). In contrast, this article
focuses on marketing strategy issues that the intermediary faces, given the availability of the technology to
implement such services. Specifically, the authors develop an empirical framework to evaluate the optimal
customer (exclusive/nonexclusive), product (quality or accuracy of the 1:1 customization), and pricing
strategy for a CDI. They illustrate the framework for one type of CDI—a 1:1 coupon service firm that caters
to grocery manufacturers—using household purchase history data from the ketchup market. The authors
find that selling on a nonexclusive basis using the maximum available purchase history data is the most
profitable strategy for the CDI in the particular market. They also evaluate the potential impact of retailers
entering the 1:1 coupon service business. Because 1:1 marketing can increase the retailer's profits from
goods sold, it is optimal for the retailer to undercut the prices of a pure-play CDI that offers 1:1 coupon
services.-Joseph Pancras and K. Sudhir (2007) [Vol. 44, No. 4, pp. 560-578.]
Page 24
Formulating a strategy to compete effectively in international markets is one of the major challenges a firm
faces. The authors provide insight into how automobile firms devise strategies that respond to the
conflicting pressures for local responsiveness and integration in the context of Western Europe, where
Japanese automobile firms compete with European-based manufacturers. The authors develop a conceptual
framework to test integration-responsiveness in terms of marketing -mix responses and market conditions,
using data that cover four major European markets (73% of Western European sales) and a critical period in
European integration. The findings indicate that Japanese firms are successfully pursuing standardization
strategy rather than fully combining integration and responsiveness. These firms competitively adapt to
limited differences between market, and the strategy appears to be quite successful compared with the
European firms’ strategies of combining integration and responsiveness. The European strategy appears to
undermine the ability to respond to Japanese firms’ targeted competitive moves, despite the presence of
significant barriers to Japanese exports. Whereas Japanese firms were able to maintain market share,
European firms’ market shares decreased over the three-year period examined.- Andreas F. Grein, C.
The authors present a unified strategic framework that enables competing marketing strategy options to be
traded off on the basis of projected financial return, which is operationalized as the change in a firm’s
customer equity relative to the incremental expenditure necessary to produce the change. The change in the
Page 25
firm’s customer equity is the change in its current and future customers’ lifetime values, summed across all
customers in the industry. Each customer’s lifetime value results from the frequency of category purchases,
average quantity of purchase, and brand-switching patterns combined with the firm’s contribution margin.
The brand-switching matrix can be estimated from either longitudinal panel data or cross-sectional survey
data, using a logit choice model. Firms can analyze drivers that have the greatest impact, compare the
drivers’ performance with that of competitors’ drivers, and project return on investment from improvements
in the drivers. To demonstrate how the approach can be implemented in a specific corporate setting and to
show the methods used to test and validate the model, the authors illustrate a detailed application of the
approach by using data from the airline industry. Their framework enables what-if evaluation of marketing
return on investment, which can include such criteria as return on quality, return on advertising, return on
loyalty programs, and even return on corporate citizenship, given a particular shift in customer perceptions.
This enables the firm to focus marketing efforts on strategy initiatives that generate the greatest return.-
Roland T. Rust, Katherine N. Lemon, Valarie A. Zeithaml (2004) [Vol. 68, No. 1, pp. 109-
127]
Page 26
CHAPTER III-COMPANY PROFILE
When is comes to any company or a startup it requires a visionary leader to think of the future capability of
the business and work towards it accordingly. Thus in the very beginning of the MOHAMMED CAPMART
history there were the immensely strong and clear ideas of one person i.e., Late Pir Mohammed Bukhari. He
started this company as a small manufacturer of Islamic caps. The parent company is still functioning in
Pathergatti. At that time it was just a very small manufacturing unit of Islamic caps. Mr. Pir Mohammed
Bukhari was a short term visionary and didn’t exactly believe in expanding the portfolio of the business as it
was his perception that staying to ground can achieve success in every walk of life. Therefore he kept the
business only to the manufacturing and selling of Islamic caps in and around the area of pathergatti.
However the word of mouth spread and people from all the parts of Hyderabad got attracted to this newly
emerging store.
The cap mart functioned successfully for a decade and did justice to whatever goals were led by the founder.
In the later part of 1928 Mohammed Yaqub Bukhari s/o Pir Mohammed Bukhari joined the family business
and he was the successor to the throne of the empire. But still the company needed a strong turnover of
strategy and vision inorder to achieve and acquire the entire Hyderabad market. And this answer was given
to them in the form of Mohammed Yaqub Bukhari the brain child in the success of MCM. It was in his reign
that the company started manufacturing of various other types of caps like the RUMI, JINNA, QURSHAI,
Page 27
etc which were until that time not known to the Hyderabadi people. This gave a boost to the company
morale as well it fetch new ways to the developmental activites of the company.
Thus the company got a good stand from the successor as well was doing very good in the business and
management sense. In the later part of 1967 the elder son of Mr Yaqub joined the business and accordingly
all the other sons joined the business to make it what it is today. Mr Ilyas bukhari S/O Mr. Yaqub continued
the business with integrity and dignity. It was in this era of time that the store size and the demand of the
products by the people began to increase and as a result there arose a need for some reformulation of
strategies. In 1970’s the company entered into the hosiery to be specific the winter hosiery and also had a
hand in the furnishing areas linked the bed cover’s set and the blankets. They also had tie ups with dealers in
Bombay, panipat and Gujarat. As the competition in this period was highly competitive there arose a need to
maintain the secrets of designs and patterns and therefore the company took copywrite and patents for all
the pattern which they designed.
In this particular reign of Mr. Ilyas Bukhari the company also started to advertise its product in the
newspapers like siasat and also in the All India Exhibition most popularly known as the NUMAISH.
As a result of such advertisement and measure taken by the company and as well as seeing the portfolio of
the company the expectations of the public began to increase and as a result there was an immediate need to
invest in the business development and expansion. Thus the company began to expand to the areas around
pathergatti branch because Mr. Ilyas said that we have to spend five times the money to create a new
customer than to serve in a single investment to our existing customer. And thus the company captured the
patthergatti market to the maximum possible capacity. Till this time Mr. Ilyas’s sons viz., Mr Isaaq Bukhari
(elder) and Mr Asif Bukhari (younger) were completing ther studies of MBA and engineering respectively.
Truly a brilliance were getting ready to take MCM to a new height of excellence. Both the brothers joined
the business with a gap of a year each and are leading it like the way a company like MCM should be
leaded.
Page 28
Mr Isaaq joined the business in the year 2004 and was put to observe the market condition until he got a
clear idea as to what MCM is all about. An year later Mr.Asif too joined the business in 2005 and he also
was put to observe the nuances of the market. It was in this era that the market got de-centralized and as
well small small business pockets were established in the new city of Hyderabad. Just before Mr. Isaaq
joined the business a new vertical of the business was started in the field of ethnic wear for men. At this
time the ethnic wear was under the name of Mohammed capmart.
Later in the year 2012 the company started a new branch in Tolichowki area. Until this time Mr Asif was
fully and well versed with the people of Hyderabad and knew there pulse of buying. He believed that the
name of MCM was way too old and needed to revive. Thus under the name of Mohammed Cap Mart he
introduced the section of Ethnic wear as the brand called Jahanpanah. He also rebranded the Home décor
brand as Mannat home studio to re-position itself in the market. These two changes had a great strategic
impact on the consumer and they wished for more and more every time they visit the store.
In 2013, Mr. Asif wished to bring jahanpanah as a separate part of the company under the name of the
Brand itself as the flagship Store “JAHANPANAH” in abids. There was a lot of competition from giants
like manyavar and R.S Brothers. But against all odds the brand spoke larger than the voice of other brand
and was a success in abids as well. In this particular arena, many new innovations were bought into the
business with these new and young minded brothers Mr. Isaaq and Mr.Asif like the centralized
warehousing, online billing, Management set up , new managers were appointed for all the functional heads.
Thus the year 2012 and 2013 bought about a lot of technical and managerial changes in the company.
In 2014 the company started three new stores in various parts of Hyderabad like Abids, pathergatti and
bazaar ghat. They also started a shop which exclusively dealt in the carpeting and was named as Mohammed
Cap mart Carpet house.
The company at present has about 400 employees including the managers and functional heads. It also has
an operation in more than 10 store presently and is likely to have a whooping growth in the coming years as
the company is going to give franchisee under the brand name Jahanpanah and J.dot.
Page 29
3.2MISSION STATEMENT OF THE COMPANY;
The mission of the company as on the present date is to succeed in all the portfolios of the business and as
well have at least 50 stores by the end of 2018.
The vision is as clear as the crystal. With the dynamic and brilliant approaches of Mr. Isaaq and Mr. Asif the
company doesn’t want to just develop it wants to explode and it can only be achieved through business
expansion in malls, new organized sectors as well the muslim-dominated areas like old city and other parts
of Hyderabad. They not only want to be in Hyderabad but also want to have a presence in national and
international market as well and for this they are working really very hard and relentlessly.
Any company which is started or is well established has certain objectives which are to be formulated at the
time of company’s inception. Similarly Jahanpanah also has some pre-defined objectives.
Page 30
3.5 ORGANISATION STRUCTUREOF MOHAMMEDCAPMART AS WELL AS
JAHANPANAH:
Designation Name of the person
FOUNDER LATE PIR MOHAMMED BUKHARI
VISIONARY MR.MOHAMMED YAQUB BUKHARI
CHIEF EXECUTIVE OFFICER MR ILYAS BUKHARI
CHIEF OPERATING OFFICER MR.YOUSUF BUKHARI
MANAGING DIRECTOR AND LEGAL ADVISOR: MR.ISAAQ BUKHARI
CHIEF FINANCIAL OFFICER AND PR OFFICER MR. ASIF BUKHARI
STORE MANAGER ( ABIDS) MR. MOIN
STORE MANAGER ( TOLICHOWKI) MR. JAMEEL
Page 31
CHAPTER IV- DATA INTREPRETATION AND ANALYSIS
Table 4.1
Figure 4.1
38
40
35
30
24 Relatives
25 22
Friend
20 16
collegues
15
Other sources
10
5
0
Relatives Friends Collegue Other sources
Interpretation: About 38% of people came to know about Jahanpanah from their friends while 24% people
where informed by their relatives. Thus the word –of- mouth marketing here comes into picture. 22% of the
people came to know about Jahanpanah from its banners and posters, film promotion etc. Another 16% of
the people working in corporate came to know about Jahanpanah from theircolleagues.
Page 32
2.How frequently do you visit the store?
1. Very frequently 2. Frequently 3. Rarely
Table 4.2
Figure 4.2
60
54
50
40
34
Very Frequently
30 Frequently
Rarely
20
12
10
0
Very Frequently Frequently Rarely
Interpretation: About 54% of people come to the stores of Jahanpanah rarely or only when there is a need to
purchase for some occasion while 34% people visit on a frequently. Another 12% of the people visit the
store very frequently as they are very loyal to the brand of Jahanpahan and want to purchase more from it.
Page 33
3.Purpose of visit to the store?
1. Wedding shopping 2. Festive shopping 3. Window shopping
Table 4.3
Figure 4.3
50
50
45
40 36
35
30 Wedding shopping
25 Festive Shopping
20 Window shopping
14
15
10
5
0
Wedding shopping Festive Shopping Window Shopping
Interpretation: About 50% of people come to the stores of Jahanpanah for wedding shopping while 36%
people visit the store for festive season shopping. Another 14% of the people visit the store for the purpose
of window shopping as they get a variety of new and fashionable products in Jahanpanah.More over they
are loyal to the brand.
Page 34
4.How is our price effectiveness when compared to the market?
1. Excellent 2.Good 3. Average 4. Could be better
Table 4.4
Figure 4.4
44
45
40
35
30
Excellent
24
25 Good
20
20 Average
15 Could be better
12
10
0
Excellent Good Average Could be better
Interpretation: About 44% of people feel that the prices of the products are value for money and rate it as a
good option while 24% people felt that the prices are average when compared to others. 20% of the people
felt that the price could be better which could suit their pocketas such and 12% felt that the prices are
excellent when compared to the product quality.Thus on the whole the prices of Jahanpanah are good.
Page 35
5.Are you satisfied with the quality?
1. Yes 2. No
Table 4.5
Figure 4.5
Responses
Yes
No
92
Interpretation: About 92% of people are satisfied with the quality and would like to make purchase only
from Jahanpanah, while only 8% people are not satisfied with the quality as the material they purchased
didn’t suit their skin.Thus on the whole the customers are satisfied with the quality.
Page 36
6.What do you like about JAHANPANAH?
1. Price 2. Quality 3. Variety 4. Availability
Table 4.6
Figure 4.6
40
40
35 32
30
25 Price
20
Quality
20
Variety
15 Availability
10 8
0
Price Quality Variety Availability
Interpretation: About 40% of people are happy with the variety that Jahanpanah provides while 32% of the
customer are happy with the quality of the product they buy from Jahanpanah. Another 20 % of the people
are happy with the availability of the stock they wish to buy and 8% of the people are happy with the prices
as the products are worth of the money Jahanpanah charges.Thus we can say customers like the variety
available at Jahanpanah.
Page 37
7.What do you think is the specialty of JAHANPANAH?
1. Wedding wear 2. Ethnic wear 3. Kidswear 4. Festive wear
Table 4.7
Figure 4.7
45 42
40
35
30
30
Wedding wear
25 Ethnic wear
20 Kids wear
14 14 Festive wear
15
10
0
Wedding wear Ethnic Wear Kids wear Festive wear
Interpretation: About 42% of people come to the stores of Jahanpanah for the wedding wear collection.
Another 30% of the customer like the ethnic nawabi collection of the store. 14% of the people who visited
the store liked the kids wear collection and similarly 14% of the people like the festive wear collection of
Jahanpanah.Thus the wedding collection is an attraction that draws more attention of the potential buyers.
Page 38
8.Would you like to hear any offers and discounts from us?
1. Yes 2. No
Table 4.8
Figure 4.8
Responses
14
Yes
No
86
Interpretation: About 86% of customer wants to hear offers and discount from Jahanpanah. Another 14% of
the customer do not wish to hear about any discounts and offers as they think the prices suit their pockets.
Page 39
9.How is the ambience of the store?
1. Very pleasant 2. Pleasant 3. Satisfactory
Table 4.9
Figure 4.9
48
50
45
40
35
30
30 Very Pleasant
25 22 Pleasant
20 Satisfactory
15
10
0
Very Pleasant Pleasant Satisfactory
Interpretation: About 48% of customer’s thinks the ambience of the store is very pleasing and filled with
warmth. Another 30 % feel that the ambience of the store is satisfactory when compared to competitors.
Remaining 22% of the people are very happy with the ambience and feel it is very pleasant. On the whole
people like Jahanpanah’s store ambience.
Page 40
10.Do you want to see us on the online shopping sites?
1. Yes 2. No
Table 4.10
Figure 4.10
Responses
20
Yes
No
80
Interpretation: Customer would like to see us on the online retail market.About 80% of customer wants to
see Jahanpanah on the online market while only 20% of the customer do not wish the online purchase as
they are not convinced with the virtual way of shopping.
Page 41
11.Do you like the type of ads we print in newspaper?
1. Yes 2. No
Table 4.11
Figure 4.11
Responses
38
Yes
62
No
Interpretation: 62% of customer visiting Jahanpanah like the ads we give in newspapers like Siyasat and
Munsif while only 38% of the people do not like the ads given in newspaper
Page 42
12.Which paper would you suggest us to give ads?
As this is an open ended questions, firstly I analyzed as to how many people actually responded to the
question and as such if they have responded what was there choice. So firstly I analyzed the responses and
gathered the given data.
Table 4.12.1
People who actually responded 30 30%
People who did not respond at all 70 70%
Figure 4.12.1
Response
30
Responded
Not responded
70
Interpretation: About 70% of the customer did not respond to this questions. Only 30 % of the people have
responded.
P.T.O
Page 43
Once I came to know who all responded to the question I analyzed the next thing that is which paper they
wished to see us and as such gather the given data.
Table 4.12.2
Public chosen option Responses In percentage
Times of India 10 33.33%
Siyasat 2 6.66%
Jai Telangana 2 6.66%
Eenadu 6 20%
The Hindu 4 13.33%
Deccan chronicle 4 13.33%
Any English news paper 2 6.69%
Total respondents 30 100%
Figure 4.12.2
Responses
6.69
13.33 Times of India
33.33
Siyasat
13.33 Jai telangana
Eenadu
6.66
The hindu
20 6.66
Deccan chronicle
Any english newspaper
Interpretation: Maximum of about 33.33% of people wished the ads in Times of India, 20% wished to see in
Eenadu, 13.33% of people wished to see us in The Hindu and Deccan Chronicle respectively. Whereas
6.66%, 6.66% and 6.69% of people wished to see in Siasat, Jai telangana and any English newspaper
respectively.
Page 44
13.Would you like us to set up our store somewhere else as well?
1. Yes 2. No
Table 4.13
Figure 4.13
Responses
16
Yes
No
84
Interpretation: About 84% of people wished to see us in different locations not only in Hyderabad but
through out India. Only 16% of the people said they did not wish to see Jahanpanah elsewhere in the twin
cities.
Page 45
14.Where would you like us to set up ?
Table 4.14.1
People who responded 40 40%
People who did not respond 60 60%
Figure 4.14.1
Responses
40
Responded
60
Not Responded
Interpretation: Only 40 % of the customer did reply to this question and the remaining 60 people skipped
this question and did not respond to it. Analysis from the 40 response revealed the following information.
P.T.O
Page 46
Table 4.14.2
Places people suggested Responses In percentage
Banjara hills 4 10%
Secunderabad 2 5%
A.S.Rao Nagar 2 5%
Dilsukhnagar 2 5%
ECIL 2 5%
Delhi 2 5%
Chennai 4 10%
Ameerpet 8 20%
Hitech city (Madhapur) 4 10%
Himayath Nagar 10 25%
Total Respondents 40 100%
Figure 4.14.2
Responses
Banjara hills
5
25 10 5 Secunderabad
5
A.S Rao nagar
10 Dilsukhnagar
5
10 ECIL
20
5
Delhi
Chennai
Interpretation: 25% of the customer wished to see Jahanpanah in Himayathnagar, 20% customer wished to
see in Ameerpet,10% of the people wished to see Jahanpanah in Banjaara hills, Hitech city and Chennai
respectively and 5% of the people wished to see Jahanpanah in Sec’bad, A.S.Rao
Nagar,Dilsukhnagar,ECIL, Delhi.
Page 47
15.Do you like our hoardings?
1. Yes 2. No
Table 4.15
Figure 4.15
70
70
60
50
40 Yes
30
No
30
20
10
0
Yes No
Interpretation: 70% of people liked the hoarding and the content of it. While only 30% of the people were
not satisfied or did’nt like the hoarding of “Jahanpanah”
Page 48
16.Do our ads convey you the correct message as depicted?
1.Highly agree 2.Agree 3.Neutral 4.Disagree 5.Strongly disagree
Table 4.16
Figure 4.16
60
52
50
40
40
Highly agree
Agree
30
Neutral
20 Disagree
Strongly Disagree
10
4
2 2
0
Highly Agree Agree Neutral Disagree Strongly
Disagree
Interpretation: About 52% of people agreed that they take the ad in the correct sense, 40% gave a neutral
response, another 4% of the people highly agreed to the point and 2% of the people disagreed and strongly
disagreed to the point.
Page 49
17.Does the festive season attracts you more for purchase than the regular season?
1.Yes 2.No 3.Maybe.
Table 4.17
Figure 4.17
Responses
50 46
45
40
34
35
30
25
20 Responses
20
15
10
5
0
Yes No May be
Interpretation: 46% agreed that festive season attracts them more for purchase than regular seasons. 20%
disagreed to the fact while 34% were not sure of it.
Page 50
CHAPTER V-FINDINGS, SUGGESTIONS,LIMITATIONS AND
CONCLUSION
5.1 FINDINGS
It was found out that the target audience of Jahanpanah are mostly males.
It was found out that the target audience was between the age group of 25-50 years of age
It was found out that 38% of the people that come to know about Jahanpanah are referred by their
friends.
Only 12% of the customer visit the store on a very frequent basis whereas 54% of the customer visit
rarely only on an occasion.
It was also found out that 50% of the customer comes to the store for the wedding shopping whereas
only 12% visit the store for window shopping.
About 44% of the customer felt that the price was very effective and feasible for the customers.
The quality was the factor about which 92% of the customers were very happy and satisfied.
Nearly 40% of the customer felt that the variety of Jahanpanah is its unique selling preposition.
42% of the customer felt that the wedding wear of Jahanpanah is something special and value for
money.
Nearly 86% of the people wants Jahanpanah to give discounts and offers along with the products.
It was found that 48% of the people felt that the ambience of the store is very pleasant and filled with
warmth.
Nearly 80% of the customers of Jahanpanah want to see us on the online shopping platform as it
becomes easy for them to shop with a variety of offerings.
84% of the customers wanted Jahanpanah to set up its outlets elsewhere out of which 25% of the
people suggested Himayathnagar for setting up there store.
Peopl also felt that Ameerpet is also an ideal place to have a store of Jahanpanah.
70% of the customer liked the hoardings of Jahanpanah at various location.
Mostly the customers of Jahanpanah were from the areas like Banjaara Hills, Abids and Tolichowki.
Potential customers of Jahanpanah were still to be captured and not yet targeted.
Page 51
5.2 CONCLUSION.
Basing on the various statistic that I gathered out from the customer of Jahanpanah and by
understanding the market of Jahanpanah on a large scale I would conclude my topic by saying that the
management of Jahanpanah is doing a great job and they have great business sets which collectively have
contributed Jahanpanah for achieving a status it has today. Mr. Asif Bukhari the marketing head always
tries to have a unique set of attraction whether it the collection of variety or the display of product on the
mannequins. He have understood the nerves of the customer and as well has a very typical and critical
approach towards targeting his customer. The idea of setting up Jahanpanah under the umbrella of
Mohammed capmart was a very clever move by the young minds of the organization viz., Mr Isaaq
Bukhari and Mr. Asif Bukhari as they were well aware of the worth of the name MCM. Thus starting
under a parent company and now being the best store for the males and kids for the wedding shopping, a
journey that has to be in the good books of every marketer.
Still Mr. Asif Bukhari is very dynamic towards the approach he has for the store and his staff. He has
great business ideas as well which will further the growth of the organization. Thus when is comes to the
marketing Strategies of Jahanpanah its very dynamic and changes according to the need of the customer
and whatever the strategy they follow, be it word-of-mouth, evangelism, close range marketing, direct
marketing, transactional marketing etc, it surely does effect the consumer buying pattern as mentioned in
the interpretation earlier.
Page 52
5.3 SUGGESTIONS
Basing on the research work the following suggestion would help Jahanpanah in developing its business
further vertically and horizontally.
To have hoardings on most commercial areas such as Tank bund, Somajiguda, Himayathnagar,
Secunderabad, Panjagutta & Ameerpet.
To give franchisee oppurtunities to start up branches not only in Hyderabad but also in metropolitan
cities like Kolkata, Mumbai, Chennai, Bangalore etc.
To develop an E- catalogue or rather a mobile App for the customer to know about the latest trends
of market.
Head start to the setting up of Jahanpanah in malls like INORBIT, FORUM,CITY CENTRE, GVK
ONE, etc.
To offer certain special discount in season like Diwali, Dusshera Navratri and Christmas.
To provide a loyalty card to the customer for special gifts and offers.
Start off with a vertical of Jahanpanah footwear inorder to give everything a Bride-groom or a male
needs
Giving ads on local TV channels.
Working efficiently in peaks season like Eid-ul-fitr, Eid-ul-azha and marriage season
Utilizing the social media like Whatsapp, Facebook, Linkedin etc., inorder to increase more
popularity.
Page 53