Beruflich Dokumente
Kultur Dokumente
Submittedtothe
SRMSCHOOLOFMANAGEMENT
Inpartialfulfillmentoftherequirementsfortheawardofthedegreeof
MASTEROFBUSINESSADMINSTRATION
By
PrabalGoswami Reg.No.35080386
Undertheguidanceof
Ms.M.Vetriselvi
CERTIFICATE
This is to certify that this project report titled Marketing Strategy adopted by NPEDIA
TECHNOLOGIES and Market Analysis- is the bonafide work of Mr. Prabal Goswami, bearing Reg. No: 35080386 who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported herein does not from part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate
(Ms.M.Vetriselvi)(Dr.JayshreeSuresh) Signatureofthesupervisor
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SignatureoftheHOD
ABSTRACT
This project is focused on understanding the marketing strategies adopted by NPEDIA TECHNOLOGIES PVT. LTD. The study was performed within duration of two months by attending the office and market NPEDIA TECHNOLOGY based in Mandaveli, Chennai. The study included conversation and interaction with the customers, companys work force and the competitors on behalf of the company to extract knowledge about the pros and cons in the market. In course of the prescribed duration, it yielded sufficient amount of result for its further development and subsequently the report was submitted to the company as a part of my sincere effort in performing the project, which is a part of my curriculum.
ACKNOWLEDGEMENT
I express my deep gratitude to my project guide Ms. M. Vetriselvi for allowing me to develop this project. It gives me great pleasure to acknowledge my sincere thanks to Dr. Jayshree Suresh (Dean, SRM School of Management) for her valuable advice in the completion of this project. I wish to express my deep sense of gratitude to Mr. V. Vaidyanathan, CEO and Mr. Hari. S.,(Market developer) and Mr. Prabhu ( Software developer), NPEDIA TECHNOLOGY, Chennai, who assigned me this project that helped me a great deal in enhancing my knowledge by virtue of practical application. Their guidance and support carried me all through the preparation of this project. I am thankful to all the customer and well- wishers of NPEDIA TECHNOLOGY, who helped me intellectually in preparation of this project, directly or indirectly. I would like to thank to all the staff of NPEDIA TECHNOLOGY for their continuous support.
-Prabal Goswami
TABLE OF CONTENTS
CHAPTER NO Chapter -1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Chapter -2 2.1 2.2 2.3 2.4 Chapter -3 3.1 3.2 3.2.1 3.2.2 3.3 3.4 Chapter -4 4.1 4.2 Findings Suggestion Introduction Industry profile
TOPIC
PAGE NO 9 9 14 18 20 27 27 28 28 28 31 31 31 32 33 35 35 46 46 48 52 54 55 55 57
Company profile Product profile Objective of the study Need of the study Scope of the study Limitations of the study Review of literature Research Methodology Introduction Research design Sampling Statistical tools Data Analysis Data analysis by pictorial charts Data analysis by using Statistical tools Chi-square test ANOVA test SWOT analysis Activity during project
Chapter-5 Annexure
58 59 59 62
List of Tables
Reference No 3.3.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9 3.1.10 3.2.1-1 3.2.1-2 3.2.1-3 3.2.2-1 3.2.2-2 3.2.2-3 3.2.2-4 3.2.2-5
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Name Source Importance Mode of communication Services Continuity Market share Internet as Marketing mode Competitors Expansion Social network Cross table for Chi-square Frequency table Chi-square table One way ANOVA table Samples for ANNOVA Variance between samples Variance within samples All results of ANNOVA
Page No 35 36 37 38 40 41 42 43 44 45 46 47 47 48 49 50 51 51
List of Charts
Reference No
Name
Page No
3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9 3.1.10
Source Importance Mode of communication Services Continuity Market share Internet as a marketing Mode Competitors Expansion Social Network
35 37 38 39 40 41 42 43 44 45
CHAPTER-1
1.1 INTRODUCTION:
1.1.1 Marketing Strategies:
Marketing strategy is a method of focusing an organization's energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firm's marketing goals, and explains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. A marketing strategy is an overall marketing plan designed to meet the needs and requirements of customers. The plan should be based on clear objectives. A number of techniques will then be employed to make sure that the marketing plan is effectively delivered. Marketing techniques are the tools used by the marketing department. The marketing department will set out to identify the most appropriate techniques to employ in order to make profits. These marketing techniques include public relations, trade and consumer promotions, point-of-sale materials, editorial, publicity and sales literature. A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objective. Plans and objectives are generally tested for measurable results. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned.
A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy, which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy.
Leader Challenger
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o o
Follower Nicher
Intensification
new competitors new technology loss of key personnel acquisition of funding market contraction government intervention
relationship of promotion to advertising effect under defined conditions or during various stages of marketing development. It is the basic long-range planning document for the brand and (while it must be kept up to date) the basic strategy should be changed infrequently. Marketing strategies must be planned and budgeted on an annual basis. They must be part of the brands annual marketing plan.
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Indias software industry is one of the worlds successful information Technology industries. Begun in 1974, it employed 345,000 persons in 2004 and earned revenue of $12.2 billion, equal to 3.3% of global software services spending. The industry was begun by Bombay-based conglomerates which entered the business by supplying global IT firms located overseas with programmers. Their success owed to the innovative exploitation of a new global market opportunity and protection from transnational corporations and startups by policy. A decade later, mainframe-based programming and manufacturer-specific operating systems and languages gave way to workstation-based programming and standard operating systems and high-level languages. These changes modularized the programming function, i.e., programming could henceforth be done independently of the hardware platform and from the other functions of creating software, such as- system design. This, along with policy reforms that reduced costs of imported hardware and software, caused the Indian software industry to shift from supplying programmers to supplying software programs. As work moved to India, infrastructural costs increased as a proportion of total costs. This is the reason why the software industry has to relocate from Bombay to Bangalore. (a) The independent software vendor (ISV) industry was created by IBMs decision in 1969 to unbundle its mainframe operating system, applications software and hardware by creating open standards. (b) In the 1980s, the PC was invented. The Wintel standard became established by the Mid-1980s, leading to a decline in hardware prices and rising demand for applications. Unlike mainframes, the PC was for retail users, who were reliant on product software. The PC of the 1980s lacked both the programming capacity and performance needed by enterprises. Hence, it had no impact on the custom software business. (c) The workstation, introduced in the mid-1980s, had the capacity for stand-alone programming for mainframes. The widespread adoption of UNIX and C as the operating system and programming language for all computers, jointly with the workstation (in short, the U-W standard), revolutionized the ISV industry. An ISV could now own a
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workstation made by any manufacturer, yet write programs for a client whose installed hardware might be of a different brand (even a mainframe). In other words, programming became platform independent or modularized1 from the hardware component. In the 1990s, the success of database software packages further simplified the creation of applications software. (d) In 1909, the Elite Indian Institute of Science had been established in Bangalore. Most of its graduates and research were directed towards the public sector. Some of these, if indirectly, helped Bangalores development in software. The biggest success from IIS was Wipro Technologies, Indias 3rd largest software exporter. It was founded at IIS by a group of engineers working under Ashok Soota, an academic at IIS (Parthasarathy, 2003). (Over time, a key conduit for domain skills came to be largely headquartered in Bangalore, adding to its advantage as a center of learning. These included the pioneers, HP, but also IBM, Accenture, Oracle, GE and Dell. (e) In the pre-1984 period, a handful of firms competed for thin financial and entrepreneurial resources and had limited access to domain skills. Post-1984,software projects were developed within India. There was considerable experimentation on type of work done and organizational forms and there were many new entrants, leading to a rise in selective capabilities, organizational and functional skills. The location of campuses in Bangalore and proximity to TNCs facilitated learning on how to manage software projects remotely. Several of the conditions for a competitive, innovative industry were, therefore, in place. In the post-1984 period, there was competition for programmer resources and for clients, as seen by the rising number of firms, the rising market share of new firms and overall growth.
1.2.3 Types of Software by uses:1. System-level software: programs that manage the internal operations of the computer, such as operating system software, driver software, virus scan software and utilities.
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2 3
Tools software: programs that help applications to work better, such as Applications: programs that deliver solutions to the end-user, such as word processing
1.2.4 Types of Software by customization:Software is either (1) Written for general use and replicated in its original form across many users, or, (2) Written for a specific user. The former is termed a software product or package. It may be shrink-wrapped and transported physically or over the Internet. The latter is termed custom software. Being made-to-order, custom software is more geographically constrained that products, i.e., proximity to the user is more important. Because of this, software products are more readily exportable than custom software. Domestic entrepreneurship drove the industrys origination, survival and innovation during a time when the state used policy to promote SOEs and to crowd out the private sector. The states policies effectively prevented the private development of software in India. The private sector, in collaboration with TNCs, found an innovative solution that of exporting programmers instead. However, this strategy caused certain weaknesses such as the shortage of domain skills and project management skills to become embedded. The growth of the industry, which happened in the mid-1980s, was preceded by a paradigmatic shift in government policy from hostility to the private sector to support for it; and maturation was also critically enabled by the modularization of the programming function through the establishment of Unix and the workstation in the 1980s. We showed how this led to a focus on custom programming services located in Bangalore. In the process, the industry acquired skills in managing projects remotely. Other weaknesses, particularly the shortage of domain skills and difficulties with coordinating cross-border projects, persisted. While policy reform has put in place several of the conditions for future growth, the shortage of domain skills arising from small domestic markets, limited university research and interactions with the
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commercial sector remains. Some of these skills are being acquired through cross-border interactions and alliances. This, in consequence, means that established domestic firms now compete with TNCs and Startups with overseas links that have superior domain skills. As a result, while the large domestic firms leadership of the software industry is increasingly being shared with TNCs and startups, the acquisition of domain skills is likely to result in benefits for the industry as a whole, implying higher value-addition.
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They are using the tool to search and organize data and information, making them accessible. They are help combining internal data with external resources to developing solutions ranging from basic search or advance knowledge management systems to complete Web-based management systems. Their offices are located in Chennai, India, and in the Research Triangle Park area, North Carolina, USA. We can also provide Cost Effective Solutions with Offshore Outsourcing coupled with a high quality of service delivery.
1.3.2Milestones:-
To acquire global capabilities. To provide world-class services. To maintain the highest standards of professionalism and integrity.
1.3.3 The Growth:Since its incorporation, Npedia went through a good climbing phase to reach at its current status within a very short period of time. They are having a good reputation among all the clients. Company is showing continuous growth from 2007.
1.3.4 The Clients:Npedia have served the needs of some of the most recognized brands, Leading companies and organizations, spanning a wide range of industries. Their Health Care clients are amongst the largest in Asia, and we have serviced retail clients across the world in India, UK, and USA.Their clients areHealth Care: Apollo Hospital, Sankara Netralaya, Vijaya Heart Foundation Banking: HDFC Bank
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Retail: UniverCell, Locomatrix, SareGama, Supreme Media: Shruti Magazine Education: Bamboola Insurance: Cholamandalam