ABSTRACT

Research in common mans language refers to a search for knowledge. One can also
define research as a scientific and systematic search for pertinent information on a
specific topic; in fact research is an art of scientific investigation.
Research is done to gain familiarity with a phenomenon event / product /
service or to determine the frequency with which something occurs, with which it is
associated with some thing else: or to test a hypothesis of casual relationship between
variables.
In short Brand awareness research is the objective and formal process of
systematically obtaining, analyzing and interpreting the data for actionable decision
making in Brand awareness towards an organization (Big Bazaar, in my Study).
The basic objective of this study is to analyze the Brand awareness towards Big
Bazaar in Hyderabad, Andhra Pradesh. Research was carried out for Hyderabad
customers who were main targets for this study. Customers ware asked about their Brand
awareness towards Big Bazaar.

CONTENTS
Page No.
CHAPTER 1

INTRODUCTION
SCOPE
RESEARCH METHODOLOGY
OBJECT
LIMITATIONS

1
2
3-4
5
6

CHAPTER 2

INDUSTRY PROFILE

7-17

CHAPTER 3
History

18-24

COMPANY PROFILE

25-42

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

53-64

CHAPTER 5

SUMMARY, FINDINGS & SUGGESTIONS

65-67
CHAPTER 6

Bibliography

68

ANNEXURE

69-71

CHAPTER 1
Introduction
Scope
Research
Methodology
Object
Limitations

CHAPTER -1

INTRODUCTION
Perhaps the most distinctive skill of professional marketers is their ability to
create, maintain, protect, and enhance brands. Branding is the art and cornerstone of
marketing. The American Marketing Association defines a brand as: a name, term, sign,
symbol, or design, or a combination of them, intended to identify the goods or services
of one seller or group of sellers and to differentiate them from those of competitors.
Thus a brand denitrifies the seller or maker.
What distinguished a brand from its unbranded commodity counterparts is the
consumers perceptions and feelings about the products commodity counterparts is the
consumers perceptions and feelings about the products attributed and how they
perform. Ultimately, a brand resides in the minds of consumers. A brand can be better
positioned by a associating its name with desirable benefits.
A brand is much more than a name, logo, colors, a tagline, or symbol .

These

are marketing tools tactics. A brand is essentially a marketers promise to deliver a

specific set of feature, benefits and services consistently to the buyers. The marketer
must establish a mission for the brand and a vision of what the brand must be and do.
Brand nodding occur when customers experience the company as delivering on
its benefit promise. The fact is that brands are not built by advertising but by the brand
experience. Brands vary in the amount of power and value they have in the marketplace.
At one extreme are brands that are not known buy must buyers then there are brands for
which buyers have a fairly high degree of brand awareness. Beyond this are brands with
a high degree of brand acceptability.
We define brand equity as the positive differential effect that knowing the brand
name has on customer response to the product or service. Brand equity results in
customers showing a preference for one product over another when they are basically

identical. The extent to which customers are willing to pay more for the particular brand
is measure of brand equity.
A brand needs to be carefully managed a so that its equity does not depreciate.
This requires maintaining or improving brand awareness, perceived quality and
functionality, and positive associations.

These tasks require continuous R and D

investment, skillful advertising, and excellent trade and consumer service.

SCOPE OF THE STUDY

The overall scope of the present study considers all the variables and factors that
have major impact over the customers in considering particular brands. This especially
included how a customer regally evaluate recognizes the brand and what position
particular brand occupies in the customer mind.
This includes how a customer gets attracted towards the brands and what makes a
brand highly significant over their competitive brand. The study includes how hand
awareness among potential customers can be maintained and improves.
The project has been done in Hyderabad city only. The survey was confined only
to Big bazaar customers to presently posses only Philips Company VCD, DVD, T.V s.
The survey was especially focused on existing Big bazaar owners for finding how they
are influenced by the brand and what made them aware of the brand. After the survey
was done the data was analyzed and also relevant suggesting were made in order to
improve its brand awareness towards Philips Company VCD, DVD, T.V s.

METHODOLOGY OF THE STUDY

The study is conducted empirically using both primary and secondary data.
Using a well-structured Questionnaire provided by the company collects primary
data. Around 100 potential customers were surveyed to understand the customers
attitude in evaluating the after soled services rendered by Big Bazaar., All the persons
interviewed. It has been deliberately decoded to conduct the survey among these
customers because they are the people who are generally looking ahead for the purchase
of MP3-players apart from the existing TVs. Many of these persons interested are either
businessmen or professionals.
The secondary data is collected from Big bazaar .

By going through their

corporate records, brochures and annual reports of the company along with their
newsletters were used to substantiate the information.
The details about the MP3-players market are collected from a few specialized
magazines like Big Bazaar.

SOURCES OF DATA:
The data has been collected from both primary and secondary sources, to get
information regarding the organization and products.

PRIMARY DATA:
Primary data has been collected through questionnaires. The questionnaire was
mostly related to the brand awareness towards Philips MP3 players and TVs of the
customers on different feature such as the model, price, effectiveness of the brand etc.
Provided by Big Bazaar .

SECONDORY DATA:
Secondary data has been taken from bellow sources:
1.

Reports

2.

Pamphlets

3.

Advertisement

4.

Customer database

5.

Newspapers

6.

Internet

SAMPLING:
Out of few lakes of Big Bazaar customers spread all over India , the customers of
Big Bazaar, Hyderabad city only are taken as target population for the study.

SAMPLESIZE:
The sample size of 100 is selected from the database of the company. The study
requires on in depth survey and teen observation in collecting data regarding the brand
awareness levels of Big Bazaar customers.

SAMPLING TECHINIQUE:
Only simple random sampling technique is adopted in selection the sample. In this
technique, each and every unit of the population has on equal opportunity of being
selected in the sample

DATA COLLECTION PROCESS:

Based on need and objectives ,types of data required for study and other sources of
data are identified.

OBJECTIVES
The study has been conducted with the following objectives in mind:
1. To know how brand awareness made customer to purchase product (Philips MP3
players and TVs)
2. What factors and variables of brand influence them to purchase.
3. To know what position does the brands has in the minds of customers.
4. To know how they became aware of the brand (Philips)
5. To know level of satisfaction about the brand awareness (Philips) offered by Big
Bazaar.
6. To find out the market potential for Big Bazaar (Philips).
7. To know how maintain and improve brand awareness build brand loyalty.

LIMITATIONS OF THE STUDY

8

Even though the project has been done without most MP3 players and TVs , it
suffers from the following limitations.
1. Due to lack of time all customers, could not be contracted.
2. The study has been restricted to Hyderabad city only.
3. As the project is a simple sample study and is confined to 100 customers only, if
May or may not pictures the entire customer feelings.
4. The awareness levels of the customers may change from time to time and so there
is a possibility of changes in the research results.
Few customers refused to respond or could not respond appropriately due to Lack of
time, Ignorance etc.,

CHAPTER -2

THEORETICAL FRAMEWORK

What is a Brand?

10

A Brand is a name, term, sign, symbol or design, or a combination of them,

intended to identify the goods or services of one sellers or group of sellers and to
differentiate them from those of competitors.
Most of the marketers say that Branding is the art and cornerstone of
marketing.
In essence, a brand identifies the seller or maker. It can be a name, trademark,
logo or other symbol. Under trademark law, the seller is granted exclusive rights to the
use of the brand name in perpetuity. Brands differ from other assets such as patents and
copyrights, which have expiration dates.
A brand is essentially a sellers promise to deliver a specific set of features,
benefits and services consistently to the buyers. The best brands convey a warranty of
quality. But a brand is an even more complex symbol. It can convey up to six levels of
meaning.

Attributes:
A brand brings to mind certain attributes. By its well built, well engineered,
expensive, durable, high-prestige automobiles.
Benefits :
Attributes must be translated into functional and emotional benefits. For example,
the attribute durable could translate into the functional benefit. The people says that I
wont have to buy another car for several years. The attribute expensive translates
into the emotional benefit the car makes me fell important and admired.

Values:

11

The brand also says something about the producers values. Mercedes stands for
high performance, safety and prestige.
Culture:
The brand may represent a certain culture.
Personality:
The brand can also project a certain personality.
User:
The suggests the kind of consumer who buys or uses the product.
If a company treats a brand only as a name, it misses the point. The branding
challenge is to develop the deep set of positive associations for the brand. Marketers
must decide at which levels to anchor the brand identity.
Promoting the brand only on one benefit can also be risky. Suppose Mercedes
touts its main benefit as high performance, then several competitive brands emerge
with high or higher performance. Or suppose the car buyers start placing less importance
on high performance as compared to other benefits.
The most enduring meanings of a brand are its values, culture and personality.
The Mercedes stands for high technology, performance and success. Mercedes must
project this in its brand strategy. Mercedes must resist marketing an inexpensive car
bearing the name; doing so would dilute the value and personality Mercedes has built up
over the years.
Brand Equity:
Brands vary in the amount of power and value they have in the market place. At
one extreme are brands that are not known by most buyers. Then there are brands for

12

which buyers have a fairly high degree of brand awareness. Beyond this are brands with
a high degree of brand acceptability. Then there are brand that enjoy a high degree of
brand preference. Finally there are brands that command a high degree of brand loyalty.
The following are the 5 levels of customer attitudes toward his/her brand from
lowest to highest:

Customer will change brands, especially for price reasons, not brand loyalty

Customer is satisfied. No reason to change the brand.

Customer is satisfied and would incur costs by changing brand.

Customer values the brand and sees it as a friend.

Customer is devoted to the brand.

Brand equity is related to how many customers are in classes 3,4 or5. It is also

related to the degree of brand-name recognition, perceived brand equity, strong mental
and emotional associations and other assets such as patents, trademarks and channel
relationships. Companies do not normally list brand equity on their balance sheet
because of the arbitrariness of the estimate. But clearly brand equity relates to the
premium the brand commands times the extra volume it moves over an average brand.
The worlds 10 most valuable brands in 1997 in rank order were coca-cola,
Marlboro, IBM, McDonalds, Disney, Sony, Kodak, Intel, Gillette and Budweiser.
High brand equity provides a number of competitive advantages:

The Company will enjoy reduced marketing costs because of consumer brand

awareness and loyalty.

The Company will have more trade leverage in bargaining with distributors and

retailers because customers expect them to carry the brand.

13

The Company can charge a higher price than its competitors because the brand has

higher perceived quality.

The Company can more easily launch extensions because the brand name carries

high credibility.

The brand offers the company some defense against price competition.
A brand name needs to be carefully managed so that its equity doesnt depreciate.

This requires maintaining or improving brand awareness perceived quality and

functionality, and positive associations. These tasks require continuous research and
development investment, skillful advertising and excellent trade and consumer service.

AN OVERVIEW OF BRANDING DECISIONS

Branding

Brand Sponsor

Brand Name

14

Decisions

Decisions

Brand
No Brand

Brand Strategy Decisions

Manufacturers
Brand
Distributors
(Pvt) Brand

Line Extension
Brand Extension
Multi-Brands
New Brands
Co-Brands

Individual Names
Blanket Family Name
Separate Family
Company Individual
Names

Brand-Repositioning Decisions

Repositioning
No Repositioning

Branding Decisions:

15

The first decision is whether the company should develop a brand name for its
products. In the past, most products went unbranded, producers and intermediaries sold
their goods out of barrels, bins and cases without any supplier identification. Buyers
depended on the sellers integrity.
Today branding is such a strong force that hardly anything goes unbranded.
In some cases, there has been a return to no branding of certain staple
consumer goods and pharmaceuticals. Generics are unbranded, plainly packaged, less
expensive versions of common products such as spaghetti, paper towels and canned
peaches. They offer standard or lower quality at a price that may be as much as 20% to
40% lower than nationally advertised brands and 10% to 20% lower than retail private
label brands. The lower price is made possible by lower quality ingredients, lower cost
labeling and packaging and minimal advertising.
Why do sellers brand their products when doing so clearly involves costs?
Branding gives the seller several advantages:

The brand name makes it easier for the seller to process orders and track down

problems.

The sellers brand name and trademark provide legal protection of unique product

features.

Branding gives the seller the opportunity to attract a loyal and profitable set of

customers. Brand loyalty gives sellers some protection from competition.

Branding helps the seller segment markets.

Strong brands help build the corporate image, making it easier to launch new brands

and gain acceptance by distributors and consumers.

16

Distributors and retailers want brand names because brands make the product
easier to handle, hold protection to certain quality standards, strengthen buyer
preferences, and make it easier to identify suppliers. Consumers want brand names to
help them identify quality differences and shop more efficiently.
Brand-Sponsor Decision:
A manufacturer has several options with respect to brand sponsorship. The
product may be launched as a manufacturer brand (sometimes called as National Brand),
a distributor brand (also called reseller, store, house or private brand), or a licensed brand
name. Another alternative is for the manufacturer to produce some output under its own
name and some under reseller labels. Manufacturers brands dominate, large retailers and
wholesalers have been developing their own brands by contracting production from
willing manufacturers.
The private brands offer two advantages. First, they are more profitable.
Intermediaries search for manufacturer with excess capacity who will produce the private
labels at a low cost. Other costs, such as research and development, advertising, sales
production and physical distribution are much lower. This means that the private brands
can charge a lower price and yet make a higher profit margin. Second, retailers develop
exclusive store brands to differentiate themselves from competitors.
Brand Name Decisions:
Manufacturer and service companies who brand their products must choose
which brand names to use. Four strategies are available:
1. Individual Names: A major advantage of an individual names strategy is that the
Company does not tie its reputation to the product. If the product fails or appears to have
low quality, the companys name or image is not hurt. The strategy permits the firm to
search for the best name for each new product.

17

2. Blanket Family Names:

A blanket family name also had advantage. Development cost
is less because there is no need for name research or heavy advertising expenditure to
create brand name recognition. Further more, sales of the new product are likely to the
strong if the manufacturers name is good.
3. Separate Family Names for all Products:
Where a company produces quite different products, it is not
desirable to use one blanket family name. Companies often invent different family names
for different quality lines within the same product class.
1. Company trade name combined with individual product names:
Some manufacturers tie their company name to an individual brand name for
each product.
Once a company decides on its brand name strategy, it faces the task of choosing
a specific brand name. The company could choose the name of a person, location,
quality, life style or an artificial name.
Among the desirable qualities for a brand name are the following:

It should suggest something about the products benefits.

It should suggest product qualities. Such as action or color.

It should be easy to pronounce, recognize and remember. In this case short names

help mostly.

It should be distinctive.

It should carry poor meanings in other countries and languages.

18

Brand-Strategy Decisions:
A company has five choices when it comes to brand strategy. There are line
extensions, brand extensions, multi-brands, new brands and co-brands.
1. Line Extension:
Line Extensions consist of introducing additional items in the same product category
under the same brand name, such as new flavors, forms, colors, added ingredients and
package sizes.
2. Brand Extensions:
A company may use its existing brand name to launch new products in other
categories.
3. Multi-Brands:
A Company will often introduce additional brands in the same product category.
Sometimes the company is trying to establish different features or appeal to different
buying motives.
4. New Brands:
When a Company launches products in a new category, it may find that none of
its current brand names are appropriate.
5. Co-Brands: Co-Brands are also called as dual branding, in which two or more well
known brands are combined in an offer. Co-branding takes a variety of forms. One is
ingredient co-branding, second one is same company co-branding, and third one is joint
venture co-branding. And finally there is multiple-sponsor co-branding.

19

Brand Repositioning:
However well a brand is currently positioned, the company may have to
reposition it later when facing new competitors or changing customer preferences.
Brand Awareness: Nine Brand Strengtheners:
As Companies become more aware of the importance of brand power, they
wonder how they can strengthen their brands. Most managers think the answer lies in
increasing the advertising budget. But advertising is expensive and it is not always
effective. Advertising is only one of nine ways to build more brand awareness and brand
preference.

Develop creative advertising.

Sponsor well-regarded events.

Invite your customers to join a club .

Invite the public to visit your factory or office

Create your own retail units.

Provide well-appreciated public services.

Give visible support to some social causes.

Be known as a value leader.

Develop a strong spokesperson or symbol to represent the Company.

20

Brand awareness

Brand awareness is the basic tool that depicts the acceptability of the brand and
builds the perception of the firm within the target market. It should be taken into account
in developing the market penetration strategy of the firm in terms of mass or niche.
(Keller, 2006). Questions number one and two in the questionnaire (See Appendix) were
used for measuring brand awareness.

Brand Usage

Brand usage is the action parameter for the brand. It measures the level of consumer
satisfaction and it shapes the overall consumer behavior towards a brand. It leads to the
development of consumer loyalty and ensures further penetration in the market. (Keller,
2006). Questions number three and four were used for measuring Brand Usage.

Brand judgment

Brand judgment focuses on customers personal opinions and evaluations with

regard to the brand. It measures how customers put together the different performance
and imagery indicators of the brand to form their opinions. (Keller, 2006) Questions
number five and six were used for measuring brand judgment.

Brand Performance

Brand performance relates to the ways in which the product or service attempts to
meet customers functional needs. It refers to the intrinsic properties of the brand in
terms of inherent product or service traits. It transcends the products and features and
encompass aspects of the brand that augment these characteristics. (Keller, 2006).
Questions number seven and eight were used for measuring brand performance.

Brand Imagery

Brand imagery deals with the extrinsic properties of the product or services including the
ways in which the brand attempts to meet customers psychological and social needs.
Brand imagery is how people think about brand abstractly rather than what they think the

21

brand actually does. Questions number nine and ten were used for measuring brand
imager

CHAPTER -3
INDUSTRY PROFILE

22

Koninklijke Philips Electronics N.V. (Royal Philips Electronics Inc.), most commonly
known as Philips, (Euro next: PHIA, NYSE: PHG) is a multinational Dutch electronics
corporation.
Philips is one of the largest electronics companies in the world. In 2011, its sales were
23.18 billion. The company employs 123,800 people in more than 60 countries.
Philips is organized in a number of sectors: Philips Consumer Lifestyle (formerly Philips
Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips
Lighting and Philips Healthcare (formerly Philips Medical Systems).
The company was founded in 1891 by Gerard Philips, a maternal cousin of Karl
Marx, in Eindhoven, the Netherlands. Its first products were light bulbs and other
electro-technical equipment. Its first factory survives as a museum devoted to light
sculpture.[3] In the 1920s, the company started to manufacture other products, such as
vacuum tubes (also known worldwide as 'valves'), In 1927 they acquired the British
electronic valve manufacturers Mullard and in 1932 the German tube manufacturer
Valvo, both of which became subsidiaries. In 1939 they introduced their electric razor,
the Philishave (marketed in the USA using the Norelco brand name).
On 11 March 1927 Philips went on the air with a station called PCJ, now known
as Radio Netherlands Worldwide. It was broadcast to the Dutch East Indies. The host of
the first broadcast was Eddy Startz and from 1927 until he retired in 1969, Startz hosted
a show called Happy Station (reportedly the world's longest-running shortwave radio
programme, cancelled in 1995). The only time the station went off the air was when Nazi
Germany invaded the Netherlands. Following the end of the war PCJ changed its name
to Radio Netherlands and has continued broadcasting to this day
On 9 May 1940, the Philips directors were informed about the German invasion of the
Netherlands to take place the following day. They decided to leave the country and flee
to the United States, taking a large amount of the company capital with them. Operating
from the US as the North American Philips Company, they managed to run the company

23

throughout the war. At the same time, the company itself was moved to the Netherlands
Antilles (just on paper) to keep it out of German hands.
It is also believed that Philipsboth before and during the warsupplied enormous
amounts of electric equipment to the German occupation forces, which has led some
people to think that the company collaborated with the Nazis, like many other firms in
their day. However, there is no evidence to suggest that Philips itself or its management
ever sympathized with the Nazis or their ideologies. The only Philips family member
who did not leave the country, Frits Philips, saved the lives of 382 Jews by indicating to
the Nazis that they were indispensable for the production process at Philips,[4] for which
he was awarded recognition as a "Righteous Among the Nations" by Yad Vashem in
1995.[5] There is little Philips could have done to prevent the Germans from abusing their
production facilities and forcing their employees to perform slave labour during the
occupation. The production facility in Eindhoven was the only Dutch industrial target
that was deliberately bombed by the allied forces during the war.
Main inventions
Main articles: Compact Cassette, Laserdisc, Compact Disc, DVD, and Blu-ray

Compact Cassette
In 1962 Philips invented the compact audio cassette medium for audio storage. Although
there were other magnetic tape cartridge systems, the Compact Cassette became
dominant as a result of Philips's decision to license the format free of charge.
Laserdisc
Laserdisc was a 30 cm disc designed with MCA meant to compete with VHS and even
replace it. It never took off but the technologies created for Laserdisc would later be used
again for the Compact Disc.
Compact Disc
Although Philips' and MCA's Laserdisc project failed, Philips still thought the format
should be able to succeed. It took them ultimately (with Sony's help) until 1982 to
successfully launch the CD.
24

DVD
The DVD, the eventual successor of the CD, met a long road of setbacks. Philips wanted
to continue with the CD in a new format called Multimedia Compact Disc (MMCD),
while another group (led by Toshiba) was developing a competing format, then named
Super Density (SD) disc. Their representatives approached IBM for advice on the file
system. IBM also learned of Philips' and Sony's initiative. IBM convinced a group of
computer industry experts (among them Apple, Dell, etc.) to form a working group. The
Technical Working Group (TWG) voted to boycott both formats unless they merged to
prevent another format war (like the videotape format war). The result was the DVD
specification, finalized in 1995. The DVD video format was first introduced in Japan in
1996, later in 1997 in the U.S. as limited test run, then across Europe and the other
continents from late 1998 onwards.
Blu-Ray
Blu-Ray, yet again primarily developed by Philips and Sony, utilizes blue-violet colored
diodes to create an even shorter wavelength beam than CD or DVD. Because of this, the
capacity is much more than that of CD or DVD, being 25 GiB single-sided or 50 GiB
dual-layered.
Sale of semiconductors
As a chip maker, Philips Semiconductors was among the Worldwide Top 20
Semiconductor Sales Leaders.
In December 2007, Philips announced its intention to make the Semiconductor Division
into a separate legal entity. This process of "disentanglement" was completed on 1
October 2008.
On 2 August 2008, Philips completed an agreement to sell a controlling 80.1% stake in
Philips Semiconductors to a consortium of private equity investors consisting of
Kohlberg Kravis Roberts & Co. (KKR), Silver Lake Partners and AlpInvest Partners.
The sale completed a process, which began December 2007, with its decision to create a
separate legal entity for Semiconductors and to pursue all strategic options. Six weeks
before, ahead of its online dialogue, through a letter to 8,000 of Philips managers, it was
25

announced that they were speeding up the transformation of Semiconductors into a

stand-alone entity with majority ownership by a third party. It was stated then that "this is
much more than just a transaction: it is probably the most significant milestone on a long
journey of change for Philips and the beginning of a new chapter for everyone
especially those involved with Semiconductors".
In its more than 115 year history, this counts as a big step that is definitely changing the
profile of the company. Philips was one of few companies that successfully made the
transition from the electrical world of the 19th century into the electronic age, starting its
semiconductor activity in 1953 and building it into a global top 10 player in its industry.
As such, Semiconductors was at the heart of many innovations in Philips over the past 50
years.
Agreeing to start a process that would ultimately lead to the decision to sell the
Semiconductor Division therefore was one of the toughest decisions that the Board of
Management ever had to make.
On 21 August 2008, Bain Capital and Apax Partners announced that they had signed
definitive commitments to join the expanded consortium headed by KKR that is to
acquire the controlling stake in the Semiconductors Division.
On 1 September 2008, it was announced in Berlin that the name of the new
semiconductor company founded by Philips is NXP Semiconductors.
Corporate affairs
In 2006, Philips abandoned the slogan "Let's make things better" in favour of a new one:
"Sense and simplicity".
ASM Lithography is a spin-off from a division of Philips.
Origin, now part of Atos Origin, is a former division of Philips.
Its record division, Polygram, was sold to Seagram in 1998 to form Universal Music
Group.

26

Philips Intellectual Property and Standard.is the company's division dealing with
licensing, trademark protection and patenting. Philips currently holds about 55,000
patent rights, 33,000 trademark registrations, and 49,000 design registrations.

Past and present CEOs:

18911922: Gerard Philips

19221939: Anton Philips

19391961: Frans Otten

19611971: Frits Philips

19711977: Henk van Riemsdijk

19771981: Nico Rodenburg

19821986: Wisse Dekker

19861990: Cornelis Van der Klugt

19901996: Jan Timmer

19962001: Cor Boonstra

2001present: Gerard Kleisterlee

India
Philips started operations in India at Kolkata (Calcutta) in 1930 under the name Philips
Electrical Co. (India) Pvt Ltd, comprising a staff of 75. It was a sales outlet for Philips
lamps imported from overseas.
In 1938 ,Philips India set up its first Indian lamp-manufacturing factory in Kolkata. After
the Second World War in 1948, Philips started manufacturing radios in Kolkata. In 1959,
a second radio factory is established near Pune.

In 1957, the company is converted into a public limited company, renamed

"Philips India Ltd".
In 1965 on 3 April, the millionth Philips radio is manufactured in India.
In 1970 a new consumer electronics factory is started in Pimpri near Pune. (This
factory was shut down in 2008.)
In 1982, Philips brought colour television transmission to India with the supply of
four outdoor broadcast vans to DD National during the IX Asian Games.
In 1996, the Philips Software Centre was established in Bangalore (It is now
called the Philips Innovation Campus).

27

In 2010, Philips India entered a new product category, water purifiers designed
and made in India, and exported to other countries.
As of 2010, Philips India has about 4,000 employees

Major consumer electronics products

1951 - introduced the Philishave two-headed rotary shaver, marketed in the USA under
the Norelco name.
1963 - introduced the Compact cassette.
1963 - introduced the first domestic home video tape recorder, the 405 line 1" tape reel
model EL3400.
1978 - introduced the laserdisc player, using technology invented in the 1960s.
1978 - introduced the Philips Videopac G7000 (pictured at right), a home video game
console developed by its Magnavox division. Marketed in the United States as the
Odyssey2 console. Variations of the console are sold worldwide through 1984.
1979 - introduced the Video 2000-system: a technically superior design, but a
commercial failure.
1982 - launched the Compact Disc in partnership with Sony.
1983 - participated in developing the MSX home computer standard. This computer
standard was mainly popular in Japan and The Netherlands.
1991 - introduced the CD-i, the Compact Disc Interactive system which had many videogame console-type features,[18] but was not a sales success .
1992 - launched the ill-fated Digital Compact Cassette format.
1995 - manufactured the Atari Jaguar's CD add-on for Atari.
1999 - launched the Super Audio CD in partnership with Sony.
2001 - successfully launched the Senseo coffeemaker, first in the Netherlands and from

28

2002 onwards, in other countries across Europe. It produces coffee by brewing from
custom-made pads containing coffee grounds. The original Senseo pads are produced by
Douwe Egberts. The Senseo has been available in the US since 2006.
2006 - Philips HomeLabs research center created the Mirror TV technology used in their
MiraVision television line.
2008 - introduced the Blu-ray Disc in partnership with Sony.
2010 - introduced flatscreen with WOW VX technology. (3D TV)
2010 - introduced the Relationship Care range of Philips Intimate Massagers to the UK
market.
The company receives a royalty on every DVD manufactured.[19]
2011 - introduced the Philips Cinema 21:9 TV in a widescreen mode for HDTVs with
an LCD display using the aspect ratio

COMPANY PROFILE
29

COMPANY PROFILE
Big Bazaar is a chain of hypermarket in India. As of June 2, 2012 there are 214 stores
across 90 cities and towns in India covering around 16 million sq.ft. of retail space. Big
Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters
offering a wide range of merchandise including fashion and apparels, food products,
general merchandise, furniture, electronics, books, fast food and leisure and
entertainment sections.
Big Bazaar is part of Future Group, which also owns the Central Hypermarket, Brand
Factory, Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's Fair Price to name a
few and is owned through a wholly owned subsidiary of Pantaloon Retail India
Limited(BSE: 523574 523574), that is listed on Indian stock exchanges.

History
Big Bazaar was launched in September, 2001 with the opening of its first four stores in
Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years, there
are now 161 Big Bazaar stores in 90 cities and towns across India. By September 2012
BIG BAZAAR will have two more stores in North east namely SILCHAR and JORHAT
in Assam.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of
Pantaloon Retail India. Though Big Bazaar was launched purely as a fashion format
including apparel, cosmetics, accessory and general merchandise, over the years Big
Bazaar has included a wide range of products and service offerings under their retail
chain. The current formats includes Big Bazaar, Food Bazaar, Electronic Bazaar and
Furniture Bazaar. The inspiration behind this entire retail format was from Saravana
Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas

[2]

while offering the

modern retail features like Quality, Choice and Convenience. As the modern Indian
family's favorite retail store, Big Bazaar is popularly known as the "Indian Walmart".

30

On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar has
come up a new logo with a new tag line: Naye India Ka Bazaar, replacing the earlier
one: 'Isse Sasta Aur Accha Kahin Nahin'. [3]

Strategy
3-C Theory
According to Kishore Biyani's 3-C theory, Change and Confidence among the entire
population is leading to rise in Consumption, through better employment and income
which in turn is creating value to the agricultural products across the country.

[4]

Big

Bazaar has divided India into three segments:

India one: Consuming class which includes upper middle and lower middle class (14%
of India's population).
India two: Serving class which includes people like drivers, household helps, office
peons, liftmen, washermen, etc. (55% of India's population) and
India three: Struggling class (remaining 31% of India's population).
While Big Bazaar is targeted at the population across India one and India two segments,
Aadhaar Wholesale is aimed at reaching the population in India three segment. With this,
Future Group emerged as a retail destination for consumers across all classes in the
Indian society.

Operations

The Big Bazaar Store in Nagpur.

31

Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city
centers as well as within shopping malls. These stores offer over 200,000 SKUs in a
wide range of categories led primarily by fashion and food products.
Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and is
now present within every Big Bazaar as well as in independent locations. A typical Big
Bazaar is spread across around 50,000 square feet (4,600 m2) of retail space. While the
larger metropolises have Big Bazaar Family centres measuring between 75,000 square
feet (7,000 m2) and 160,000 square feet (15,000 m2), Big Bazaar Express stores in
smaller towns measure around 30,000 square feet (2,800 m2).
Big Bazaar has the facility to purchase products online through its official web page, and
offers free shipping on some of their products.[5]

Values & Cultures

Our Values
We acknowledge that every individual brings different perspectives and capabilities to
the team and that a strong team comes together with a variety of perspectives. What hold
them together are the core values that lay the foundation of this strength. Through the
entire chain of Future Group we identify these values with what is called The Future
Group Gene.

32

Indianness: Confidence in ourselves.

Leadership: To be a leader, both in thought and business.

Respect & Humility: To respect every individual and be humble in our conduct.

Introspection: Leading to purposeful thinking.

Openness & Transparency: To be open and receptive to new ideas, knowledge

and information.

Valuing and Nurturing Relationships: To build long term relationships.

Simplicity & Positivity: Simplicity and positivity in our thought, business and
action.

Adaptability: To be flexible and adaptable, to meet challenges.

Flow: To respect and understand the universal laws of nature.

We Love to rewrite rules, even as we retain our values.

Culture
We work in an environment where the deadlines are tighter and the jubilations even more
exciting. We like to maintain this energy we've got going on, so we make sure to bring on
board exactly the right people. Everyone here has a range of amazing (and often hidden)
talents and creative interests.

Team
Kashyap Deorah
President

33

Kashyap heads Future Bazaar. Prior to this, Kashyap

founded Chaupaati Bazaar after returning to India in Nov 2007. Chaupaati enabled
Indian consumers to purchase products and services by phone. In Sep 2010, Chaupaati
merged into India's largest retailer Future Group.
Earlier, Kashyap started the US office of Geodesic (NSE: 503699) in the capacity of VP,
Business Development doing online affiliate sales in North America and mobile OEM
sales in Taiwan & China. Kashyap was an early employee at Jasper Design Automation.
Besides naming the company, he made contributions to the sales campaigns for key
customers and prospects in North America and Northern Europe. While a final year
student at IIT Bombay, Kashyap co-founded Righthalf, the first campus start-up as part
of the IIT Bombay Business Incubator. After a successful acquisition of Righthalf by
Stratify, he moved to the Silicon Valley in late 2000. Since then, he has worked with
high-tech startups doing sales, business development and product management.
Kashyap graduated from IIT Bombay in 2000 with a B. Tech. in Computer Science and
Engineering. Kashyap loves traveling, snowboarding, bungee jumping and climbing
mountains.
Gaurav Agarwal
Marketing
Gaurav heads marketing at Future Bazaar. As the head of marketing, Gaurav is in-charge
of online traffic, marketing affiliates and vendor program.
Gaurav has led many roles in early stage to growth phase startups often working in
companies with less than 30 employees. His last stint was with Amar Chitra Katha where
he created the New Media Division from scratch and grew the spread of ACK Comics to
all platforms. Prior to ACK, he has worked in the microfinance technology sector and
even attempted a startup in the complex event processing space.

34

Gaurav graduated from IIT Bombay in 2003 with an B. Tech and M. Tech. in Micro
Electronics.
Krishna Raghavan
Engineering
Krishna leads the engineering team at Future Bazaar.
Starting with his first initiative in 1999, Krishna has been involved in product technology
organizations across US and India. As part of Vendio Inc., he led a global product
engineering organization to develop a platform for seller storefronts along with the most
comprehensive set of tools and services for power sellers to sell on marketplaces like
eBay and Amazon. Vendio was later acquired by Alibaba to power their e-commerce
business in North America.
Krishna graduated from the Denison University in 1999 with dual degrees in Math and
Computer Science. Other than his technology interests, Krishna is a certified yoga
instructor and is very interested in Indian philosophy and mythology.
Nikhil Vaity
Customer First
Nikhil heads the Customer First office at Future Bazaar and is responsible for customer
service and phone sales.
Nikhil started his career in 2003 in the BPO industry and has grown to be a strong people
manager. Before joining Future Bazaar, he headed Operations at Chaupaati, a phone
commerce startup. Earlier, he managed a team of 30 executives and 2 team leads at IBM
Daksh. He was consistently recognized by clients for achieving key metrics and was
awarded Top Talent in year 2007, and People Manager Champion in year 2007 and 2008.
Nikhil graduated from Mumbai University in 2002 and got an MBA from NMIMS in
2011. Nikhil loves reading fiction.
Satish Mandalia
Finance

35

Satish leads the payments business and finance team at Future Bazaar. Satish is a Future
Group veteran and has been associated with different verticals since 2004.
At Future Bazaar, Satish is responsible for driving consumer finance, EMI, reseller
network, cash on delivery transactions and loyalty program through Future Group's
loyalty partner Payback. These initiatives remain instrumental in reaching a wide
spectrum of customers. Earlier during his stints in corporate planning, he has set up
various business initiatives & processes for the group.
Satish graduated from R A Podar College in 2000 and is a CA from ICAI.
Zishaan Hayath
Product
Zishaan drives product management at Future Bazaar.
Prior to this, Zishaan co-founded Chaupaati Bazaar, a phone-commerce startup that
enabled India's 500 million mobile users to buy home appliances, children's products and
magazines over the phone. Earlier, Zishaan worked with Opera Solutions on strategy and
operations consulting projects for Fortune 100 clients in North America, Europe and
Asia. He was the first employee in Opera's New Delhi office.
Zishaan graduated from IIT Bombay in 2005 where he was awarded the Institute Citation
and two Institute Colors. He is an avid traveler, amateur photographer and loves his
Royal Enfield.

Timeline

36

Big Bazaar at Sarkhej Gandhinagar Highway in Ahmedabad

2001

Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore
and Hyderabad[9]

2002

Big Bazaar - ICICI Bank Card is launched.

Food Bazaar becomes part of Big Bazaar with the launch of the first store in
Mumbai at High Street Phoenix

2003

Big Bazaar enters Tier II cities with the launch of the store in Nagpur

Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004

Big Bazaar wins its first award and national recognition. Big Bazaar and Food
Bazaar awarded the countrys most admired retailer award in value retailing and
food retailing segment at the India Retail Forum

A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10
million turnover on a single day

2005

Initiates the implementation of SAP and pilots a RFID project at its central
warehouse in Tarapur

Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting
customers to exchange household junk at Big Bazaar

37

Electronic Bazaar and Furniture Bazaar are launched

Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card
program to reward its loyal customers.

2006

Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367
shopping bill. The Sangli farmer becomes Big Bazaars largest ever customer.

Big Bazaar launches Shakti, Indias first credit card program tailored for
housewives

Navaras the jewellery store launched within Big Bazaar stores

2007

The 50th Big Bazaar store is launched in Kanpur

Big Bazaar partners with Futurebazaar.com to launch India's most popular

shopping portal

Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save
The Children India Fund

Pantaloon Retail wins the International Retailer of the Year at US-based National
Retail Federation convention in New York and Emerging Retailer of the Year
award at the World Retail Congress held in Barcelona.

2008

Big Bazaar becomes the fastest growing hypermarket format in the world with
the launch of its 101st store within 7 years of launch

Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar

Big Bazaar joins the league of Indias Business Super brands. It is voted among
the top ten service brands in the country in the latest Pitch-IMRB international
survey

Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to
provide exceptional deals on groceries and food items during the first week of
every month.

2009

Big Bazaar opens its second store in Assam at Tinsukia

38

Big Bazaar initiates Maha Annasantarpane program at its stores in South India a
unique initiative to offer meals to visitors and support local social organizations

Big Bazaar captures almost one-third share in food and grocery products sold
through modern retail in India

Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar

Big Bazaar announced the launch of 'The Great Exchange Offer'

Formed a joint venture with Hidesign to launch Holii, a new brand of handbags,
laptop bags and other accessories.

2010

Future Value Retail Limited is formed as a specialized subsidiary to spearhead the

groups value retail business through Big Bazaar, Food Bazaar and other formats.

Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year.
Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most
Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop
Shop

Big Bazaar connects over 30,000 small and medium Indian manufacturers and
entrepreneurs with around 200 million customers visiting its stores

Big Bazaar opens its third store in Kanpur at Z Square Mall

Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest leather
tannery garrison of Asia

Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price
Challenge exercise

Ranked 6 among the Top 50 Service Brands in India. [10]

2011

Big Bazaar forays into the rural wholesale and distribution business through
Aadhaar Wholesale store at Kalol, Gujarat.

Big Bazaar has come up a new logo with a new tag line: Naye India Ka Bazaar.
[11]

200th store opened in India [12]

Future Group has launched its latest venture, Foodhall a premium food
destination across 10 metros in India [13]

39

For the convenience of the online customers, Big Bazaar has started free shipping
on all orders above Rs. 1000 [14]

Entered into an agreement with Hindustan Unilever to co-develop and co-brand

bakery products, which would be sold exclusively at Big Bazaar stores. [15]

2012

Big Bazaar entered into a five year multi-million dollar deal with Cognizant
Technology Solutions for IT infrastructure services that support Future Group's
network of stores, warehouses, offices, and data centers. [16]

Partnered with Disney to launch "Kidz Cookies", exclusively for kids across
India. [17]

Big Bazaar is planning to add further value to its retail services by offering Value
added services like grinding, de-seeding, vegetables cutting at free of cost. [18]

BIG BAZAAR

Type
Industry
Founded
Headquarters
Products
Revenue
Employees
Parent
Divisions

Public
Retailing
2001
Mumbai, Maharashtra, India
Department store
Rs 6000 crores (in 2011) (Big Bazaar
and Food Bazaar combined)
~ 36000 people [1]
Future Group
~ 100

40

CHAPTER -4
DATA ANALYSIS AND INTERPRETATION

41

AGE GROUP
Total Number of Customers Surveyed: 100
AGE GROUP

NO.OF
CUSTOMERS

PERCENTAGE

25-45

52

52%

45-65

40

40%

65 And Above

8%

Total

100

100%

Interpretation:
From the above table, we can observe that 52% of the
people belongs to 25 45 age group, 40% of the people belongs
to 45 - 65 age group and 8% of the people belongs to 65 and
above. The analysis shows that most of the people belongs to 25
45 age.

42

60
50
40
25-45

30

45-65
65 And Above

20
10
0

NO.OF CUSTOMERS

43

GENDER
Total number of Customers surveyed: 100

NO. OF
CUSTOMERS

GENDER

PERCENTAGE

Male

87

87%

Female

13

13%

Total

100

100%

Interpretation:
From the above table we can observe that among
100customers 87% are Males and 13% are Females.

44

13%

87%

45

Occupation
Total Number of Customers Surveyed: 100
OCCUPATION

NO.OF
CUSTOMERS

PERCENTAGE

Business

38

38%

Professional

30

30%

7%

25

25%

100

100%

Student
Employee
Total

Interpretation:
From the above table, we see that 38% of the people
belongs to Business, 30% of the people from Professionals, 7% of
the people from students and 25% of the People belongs to
Employees. The analysis shows that major part of the people
belongs to Business category.

46

40
35

38
30
25

30
25
20
15
10

Business
Professional
Student
Employee

5
0

NO.OF CUSTOMERS

INCOME STATUS (PER ANNUM)

47

Total number of Customers surveyed: 100

NO. OF
CUSTOMERS

INCOME

PERCENTAGE

< 20,000

34

34%

20,000-40,000

52

52%

40,000
above

14

14%

100

100%

Total

&

Interpretation:
The income status reveals that 34% of them are having less
than 20,000 and 52% of them were between 20,000-40,000 and
the remaining 14% were above 40,000. The analysis shows that
the people who having income per annum in between 20,00040,000 are more.

48

14%
34%

52%

WHAT FACTORS INFLUENCE TO BUY PHILIPS

49

Total Number of Customers Surveyed: 100

FACTORS

NO.OF
CUSTOMERS

PERCENTAGE

Style

14

14%

Price

18

18%

Brand image

30

30%

Performance

20

20%

Publicity

18

18%

100

100%

Total

Interpretation:
From the table, we can examine that 14% of the people
prefer style, 18% of the people prefer price, 30% of the people
opt for Brand image, 20% of the people have a preference on
Performance and 18% of the people opt for Publicity for buying
the Philips. The analysis shows most of them consider Brand
image while buying.

50

30
25
20

Style
Price
Brand image
Performance

15
10

Publicity
5
0
NO.OF CUSTOMERS

51

WHO INFLUECNE TO PURCHASE THE MP3 PLAYERS AND

TVS
Total Number of Customers Surveyed: 100
FACTORS

NO.OF
CUSTOMERS

PERCENTAGE

Myself

20

20%

Family Members

43

43%

Friends

10

10%

Relatives

22

22%

Advertisements

5%

Others

0%

100

100%

Total

Interpretation:
From the table, we can observe that 20% of the people are
decided to purchase the Philips MP3 players and TVs, 43%of the
people are influenced by family members, 22% of the people are
influenced by relatives, 0%of the people are influenced by
advertisements and rest of the people are influenced by other
factors. The analysis shows that major portion of the people are
influenced by advertisements.

52

53

IMPACT OF PREITY ZINTA ON SALES

Total number of Customers surveyed: 100

IMPACT

NO. OF
CUSTOMER
S

PERCENTAGE

Yes

56

56%

No

44

44%

100

100%

Total

Interpretation:
From the table, we see that 56% of the people say that
Ambassador has the impact of increase in sales whereas 44% of
the people say that Preity zinta has no impact of increase in
sales.

54

44%
56%

55

GOOD VALUE

Total number of Customers surveyed: 100

GOOD VALUE

NO. OF
CUSTOMER
S

PERCENTAGE

Yes

92

92%

No

8%

100

100%

Total

Interpretation:
From the table, we observe that 92% of the people feel that
Philips products give Good Value for money whereas 8% of the
people feel that Philips products do not give Good Value for
money.

56

92

100
80
60
8

40
20
0
Yes

No

57

PRICING OF THE MP3 PLAYERS AND TVS

Total number of Customers surveyed: 100

PRICING LEVEL

Excellent

NO. OF
CUSTOMER
S

PERCENTAGE

5%

Good

64

64%

Satisfactory

31

31%

Not satisfied

100

100%

Total

Interpretation:
From the table, we observe that 5% of the people feel that
the Price of the MP3 Players and TVs is Excellent, 64% of the
people feel that it is Good, 31% feel it is satisfactory and none of
them are dissatisfied with the Price of the product. The Highest %
of the people feels that the Price of the MP3 Players and TVs is
good.

58

Not Satisfied

Excellent

Satisfactory

Good

59

SUPERIOR TO COMPETITORS PHILIPS

Total number of Customers surveyed: 100
SUPERIOR

CUSTOMERS

PERCENTAGE

Yes

89

89%

No

11

11%

100

100%

Total

Interpretation:
From the table, we can observe that 89% of the people say
that Philips MP3 players and TVs is superior to competitors MP3 players
and TVs and 11% says that it is not.

60

100
90

89

80
70
60
50
40
30
20

11

10
0
Yes

No

61

RECOMMEND PHILIPS TO YOUR FRIENDS AND RELATIVES

Total number of Customers surveyed: 100
NO. OF
CUSTOMERS

GENDER

PERCENTAGE

Yes

87

87%

No

13

13%

Total

100

100%

Interpretation:
From the above table we can observe that among
100customers 87% are Yes and 13% are No.

13%

87%

62

CHAPTER -5

SUMMARY
The market of Big Bazaar (Philips MP3 players and TVs) is growing at rapid
speed. Philips being one of the dominating and leading players in MP3 players and TVs
market is expected to attract significant attention among the investors.
In this Big Bazaar segment there has been heightened competition with other
leading players like Spencers more , Many others companys
As there was competition industry, there was reduction in prices of the MP3
players and TVs and modifications done with the existing product were introduced in
the market.
Majority of the people have informed Brand Awareness toward Philips. Most of
the customers are very much satisfied with the services offered by the company while
few of them are not satisfied due to minor problems of the MP3 players and TVs.
Many of the students rated the Brand Awareness as excellent very few of them
have rated as satisfactory.
All the respondents are very happy with the warranty period given for the MP3
players and TVs by the company but many of them have complaints with the mileage
and seating comfort of the MP3 players and TVs.
Many of the respondents have stated that the prices charged on services are high
when compare to other companys services (e.g. LG)
Finally the customers are very happy about Brand Awareness toward Philips.

63

FINDINGS

The following details can be inferred after analysis with a simple size of 100, which
included customers, by questionnaire method to find out the brand awareness towards
Philips with reference to BIG BAZAAR.
The promotional strategy of Big Bazaar is advertisement of which electronic media
and by press media are playing a vital role.
Out of the models of Philips the most popular brand is MP3 Player and TVs because
it is possessed by 45% of the customers.
Though the customers are having good awareness levels regarding the programs
being conducted by Big Bazaar, they are not attending the programs because of
various reasons.
The customers find some problems regarding the services of MP3 Players while
comparing with the remaining models.

64

SUGGESTIONS

Basing on the survey findings and analyzing the attitudes of

respondents, the following suggestions can be given regarding
the Brand Awareness towards Philips.
The company has to pursue the complaints of the respondents
about the performance of the parts of MP3 and TV. This
suggestion has been given basing on the complaints of
customers regarding its problems like low sound and picture.
Transaction

and

value

based

loyalty

programs

can

be

conducted.
Analyzing the complaints given by many customers regarding
uncomfortable to low sound and picture

has made its

suggestion.

65

CHAPTER -6

BIBLIOGRAPHY

MARKETING MANAGEMENT
-

Philip Kotler

Gregory, James

BEST OF BRANDING.

THE BUSSINESS OF BRANDS

-

Miller & Muir

QUESTIONNAIRE
66

(With Reference to Philips company)

1. NAME OF THE RESPONDENT:
2. ADDRESS OF THE RESPONDENT:
3. PHONE NO:
4. AGE GROUP:
(a) 25-45 (b) 45-65

(c) 65 & above

5. GENDER:
(a) Male

(b) Female

6. RESPONDENTS QUALIFICATION: _________________________

7. OCCUPATION:
(a) Business

b) Professional (c) Student

(d)

Employee
8. INCOME PER ANNUM:
(a) <Rs. 100,000/-

b) Rs. 2, 00,000/- to Rs. 300,000/-

(c) Rs. 4, 00,000 and above

9. WHAT INFLUENCED TO BUY PHILIPS PRODUCTS?
a) Styling

b) Pricing (c) Brand Image

(d) Quality

(e) Publicity

67

10.

WHO

INFLUENCED

YOU

TO

PURCHASE

THE

PHILIPS

PRODUCTS?
(a) Myself (b) Family Members
(d) Relatives
11.

(e) Advertisements

c) Friends
(f) Others

WHY DID YOU PURCHASE ONLY PHILIPS PRODUCTS INSTEAD

OF ANY OTHER BRAND?

(a) Quality
(c) Price
12.

b) Brand image
d) Other

DO YOU FEEL THAT PREITY ZINTA AN IMPACT ON THE

INCREASE IN SALES?
(a) Yes
13.

(b) No

DO YOU FEEL THAT PHILIPS PRODUCTS GIVE GOOD VALUE

FOR MONEY?
(a) Yes

14.

(b) No

HOW DO YOU FEEL THE PRICING OF THE PHILIPS COMPANY

MP3 (Or) T.V s?

(a) Excellent
(c) Satisfactory

b) Good
(d) Unsatisfactory

68

15.

DO YOU FEEL THAT PHILIPS

COMPANY MP3 (Or)T.V s IS

SUPERIOR TO COMPETITORS MP3 (Or)T.V s IN THIS SEGMENT?

(a) Yes
16.

(b) No

DO YOU RECOMMEND PHILIPS COMPANY MP3 (Or)T.V s TO

YOUR FRIENDS AND RELATIVES?

(a) Yes
17.

(b) No

YOUR COMMENTS/SUGGESTIONS IF ANY?

__________________________________________________________________
__________________________________________________________________

69