INTRODUCTION

AsrapidsocioeconomicchangessweepacrossIndia,thecountryiswitnessingthe
creationofmanynewmarketsandafurtherexpansionoftheexistingones.Indias
consumer market is riding the crest of the countrys economic boom. The Indian
consumerdurablesindustryhaswitnessedaconsiderablechangeinthepastcoupleof
years.Changinglifestylewithaccesstodisposableincomes,easyfinanceoptionsanda
surge in advertising has been instrumental in bringing about a sea change in the
consumerbehaviorpattern.AccordingtoastudyconductedbyFICCIontheIndian
consumer durables industry, a shift in consumer preferences towards higherend,
technologicallyadvancedbrandedproductshasbeenquitediscernable.Thisshiftcan
beexplainedbynarrowingdifferentialsbetweenthepricesofbrandedandunbranded
productsaddedwiththehighqualityofaftersalesserviceprovidedbythebranded
players. The shift has also been triggered by the availability of foreign branded
productsinIndiaowingtolowerimportdutiescoupledwithotherliberalmeasuresas
introducedbythegovernment.

SEGMENTATIONOFTHECONSUMERDURABLEINDUSTRY

TheConsumerDurablesindustryconsists ofdurablegoodsandappliances
fordomesticusesuchastelevisions,refrigerators, airconditionersandwashing
machines. Instruments such as cell phones and kitchen appliances like microwave
ovens are also included in this category. The consumer durables industry can be
broadly classified into two segments: Consumer Electronics and Consumer
Appliances.ConsumerAppliancescanbefurthercategorizedintoBrownGoodsand
WhiteGoods.
1
 CONSUMERDURABLES
CONSUMERAPPLIANCES CONSUMER
ELECTRONICS
WHITEGOODS BROWNGOODS MOBILEPHONES
REFRIGERATORS MIXERS TELEVISIONS

WASHING GRINDERS MP3PLAYERS

MACHINES MICROWAVEOVENS DVDPLAYERS

AIRCONDITIONERS IRON VCDPLAYERS
SPEAKERSAND ELECTRICFANS
AUDIO COOKINGRANGE
EQUIPMENTS CHIMNEYS
Source:IndiaBrandEquityFoundationreport
Table:Segmentationofconsumerdurables

INDUSTRYSIZE,GROWTHANDTRENDS

The consumer durables market in India was estimated to be around US$ 5

billionin200708.Morethan7millionunitsofconsumerdurableapplianceshave
beensoldintheyear200607withcolourtelevisions(CTV)formingthebulkofthe
sales with 30 per cent share of volumes. CTV, refrigerators and Airconditioners
togetherconstitutemorethan60percentofthesalesintermsofthenumberofunits
sold.

THEKEYDRIVERSBEHINDTHEGROWTH

Thesectorhasbeenwitnessingsignificantgrowthinrecentyears,helpedby
severaldriverssuchastheemergingretailboom,realestateandhousingdemand,
2
greater disposable income and an overall increase in the level of affluence of a
significantsectionofthepopulation.ThekeytrendsthatimpacttheIndianConsumer
DurablesIndustrytodayarereflectedinthediagram.

Source:IndiaBrandEquityFoundationreport
Fig:Thekeydriversofconsumerdurableindustry

TITLE OF THE TOPIC

ASTUDYONDISTRIBUTIONCHANNELRELATIONSHIPANDMARKETSHAREANALYSIS OF
SAMSUNGLCDINTHETERRITORYOFKOLKATA,WITHSPECIALREFERENCE
TOSAMSUNGINDIAELECTRONICSPVT.LTD.

3
 NEED FOR THE STUDY

ThebasicideaoftakingupthisstudyistoanalyzethemarketshareofSAMSUNG
LCDTVsinKolkatasubdealermarket.Atthesametime,anattemptwasmadeto
understandthedistributionchannelrelationshipandtheproblemfacedbythedealers.

OBJECTIVE OF THE STUDY

PRIMARYOBJECTIVES

Theprimaryobjectiveofthestudyistoanalyzethemarketshareandunderstand
thedistributionchannelrelationshipwithreferencetoSAMSUNGELECTRONICS
INDIAPVTLTD.

SECONDARYOBJECTIVES

TofindoutthecountershareofSAMSUNGLCDTVs.
Tofindoutthecountersizeofthedealeraswellasthedifferentbrandskeptby
differentdealers.

TorecordwhoarethemajorplayersofLCDTVs.

Tofindoutwhichisthelargestsellingmodelamongallthesegments?
Toknowwhetherthedealerisawareofcurrentpricelist.

Tofindoutwhetherthedealerishavingbrochureoftheproduct.

To know what benefits a dealer wants so that he is satisfied in selling the

products.
4
 RESEARCH METHODOLOGY

The essential part of any report is research methodology. The field study was
conducted to analyze the market share and understand the distribution channel
relationship.

SAMPLE SIZE
Thesamplesizeis50.

SAMPLE SELECTION

Thesamplewasselectedthroughthesimplerandomtechniquewithasampleof50
questionnaires.

COLLECTION OF DATA

Datausedofthisreport ismainlyprimarydata,whicharecollectedfirsthandby
surveyinthefield.Insomeareasecondarydatamayalsobetakenintoconsideration.

COLLECTION OF PRIMARY DATA

Thedatawascollectedthroughtheprimarysourcebysurveymethodusingstructured
questionnaireandtakingrespondentspersonalinterview.

COLLECTION OF SECONDARY DATA

Thedatacollectedfromtextbooks,journalsandinternet.

5
 SANSUNG- AN OVERVIEW

The Samsung Group is a multinational conglomerate corporation headquartered in

SamsungTown,Seoul,SouthKorea.Itistheworld'slargestconglomeratebyrevenue
withannualrevenueofUS$173.4billionin2008andisSouthKorea'slargestchaebol.
ThemeaningoftheKoreanwordSamsungis"TriStar"or"threestars".

TheSamsungGroupiscomposedofnumerousinternationalaffiliatedbusinesses,most
ofthemunitedunderthe Samsung brandincludingSamsungElectronics,theworld's
largest electronics company,Samsung HeavyIndustries,theworld's secondlargest
shipbuilderandSamsungC&T,amajorglobalconstructioncompany.

Samsunghasbeentheworld'smostpopularconsumerelectronicsbrandsince2005
andisthebestknownSouthKoreanbrandintheworld.SamsungGroupaccountsfor
morethan20%ofSouthKorea'stotalexportsandistheleaderinmanydomestic
industries,suchasthefinancial,chemical,retailandentertainmentindustries.

HISTORY

In1938, LeeByungChull foundedSamsung, a small trading company with

forty employees located in Daegu. The company prospered until the Communist
invasionin1950whenhewasforcedtoleaveSeoulandstartoverinBusan.During
thewar,Samsung'sbusinessesflourishedanditsassetsgrewtwentyfold.In1953,Lee
startedasugarrefinery.Thecompanydiversifiedintomanyareassuchasinsurance,
securities,andretail.Intheearly1970s,Leeborrowedheavilyfromforeigninterests
andlaunchedaradioandtelevisionstation.
6
SamsungGrouplaterformedseveralelectronicsrelateddivisions,suchasSamsung
ElectronicsDevicesCo.,SamsungElectroMechanicsCo.,SamsungCorningCo.,and
Samsung Semiconductor & Telecommunications Co., and grouped them together
underSamsungElectronicsCo.,Ltd.in1980s.Itsfirstproductwasablackandwhite
televisionset.

Inthelate1980sandearly1990s,SamsungElectronicsinvestedheavilyinresearch
and development, investments that were pivotal in pushing the company to the
forefront of the global electronics industry. By the 1980s Samsung was
manufacturing, shipping, and selling a wide range of appliances and electronic
products throughout the world. In 1982, it built a television assembly plant in
Portugal; in1984,it built a$25millionplantinNewYork;andin1987,itbuilt
another$25millionfacilityinEngland.

The1990ssawSamsungriseasaninternationalcorporation.Samsung'sconstruction
branchwasawardedacontracttobuildoneofthetwoPetronasTowersinMalaysia,
Taipei101inTaiwanandtheBurjKhalifainUnitedArabEmirates,whichisthe
talleststructureeverconstructed.In1993andinordertochangethestrategysoldoff
ten of Samsung Group's subsidiaries, downsized the company, and merged other
operationstoconcentrateonthreeindustries:electronics,engineering,andchemicals.
In1996,theSamsungGroupreacquiredtheSungkyunkwanUniversityfoundation.
SamsungsurvivedtheAsianfinancialcrisisof199798relativelyunharmed.However,
Samsung Motor, a $5 billion venture was sold to Renault at a significant loss.
Additionally,Samsungmanufacturedarangeofaircraftfrom1980to1990s.

Mostimportantly,SamsungElectronics(SEC)hassincecometodominatethegroup
andtheworldwidesemiconductorbusiness,evensurpassingworldwideleaderIntelin
investmentsforthe2005fiscalyear.Samsung'sbrandstrengthhasgreatlyimprovedin
thelastfewyears.
7
Samsungbecamethelargestproducerofmemorychipsintheworldin1992,andisthe
world'ssecondlargestchipmakerafterIntel.In1995,itbuiltitsfirstliquidcrystal
displayscreen.Tenyearslater,Samsunggrewtobetheworld'slargestmanufacturerof
liquidcrystal display panels. In 2006, SLCD was established as a joint venture
betweenSamsungandSonyinordertoprovideastablesupplyofLCDpanelsforboth
manufacturers.SamsungElectronics,whichsawrecordprofitsandrevenuein2004
and2005,overtookSonyasoneoftheworld'smostpopularconsumerelectronics
brands,andisnowranked#19intheworldoverall.Behind,Nokia,Samsungisthe
world'ssecondlargestbyvolumeproducerofcellphoneswithaleadingmarketshare
intheNorthAmericaandWesternEurope.

ABOUT SAMSUNG ELECTRONICS

Foundedin1969inSuwon,Gyeonggido,Korea,SamsungElectronicsCo.,Ltd.
manufacturesandsellsawidevarietyofelectronicproducts,communicationdevices,
andsemiconductors.InJanuary2009,werestructuredourorganizationalstructureto
betterreflecttherespectivecharacteristicsofeachbusinesssectorandthecommon
technology, market and customer base denominators within its businesses, thereby
creatingsynergies.TheprevioussixdivisionbasedsystemwasseparatedintoaDigital
Media&Communications(DMC)businessunitandaDeviceSolution(DS)business
unit.Today,itsglobalpresenceincludesatotalof111subsidiariesintheformof
production subsidiaries, sales subsidiaries, distribution subsidiaries, research
laboratoriesandeightoverseasbusinessdivisionsrepresentingNorthAmerica,Europe,
China,SoutheastAsia,SouthwestAsia,CentralandSouthAmerica,CIS,theMiddle
EastandAfrica.
8
 Source:SamsungElectronicsannualreport2009
Fig:GlobalNetworkofSamsungElectronics

MISSION AND VISION STATEMENT

VISION STATEMENT

Samsung is guided by a singular vision: to lead the digital convergence

movement.SAMSUNGbelievethatthroughtechnologyinnovationtoday,SAMSUNG
will find the solutions they need to address the challenges of tomorrow. From
technologycomesopportunityforbusinessestogrow,forcitizensinemergingmarkets
to prosper by tapping into the digital economy, and for people to invent new
possibilities. SAMSUNGs aim is to develop innovative technologies and efficient
processes that create new markets, enrich peoples lives and continue to make
Samsungatrustedmarketleader.

9
 MISSION STATEMENT

EverythingtheydoinSamsungisguidedbyourmission:tobethebestdigital

Company.

Source:SamsungElectronicswebsite

Fig:HolisticMarketingFramework

Samsunggrewintoaglobalcorporationbyfacingchallengesdirectly.Intheyears
ahead,ourdedicatedpeoplewillcontinuetoembracemanychallengesandcomeup
withcreativeideastodevelopproductsandservicesthatleadintheirmarkets.

ORGANIZATION STRUCTURE

Source:SamsungElectronicsannualreport2009
Fig:OrganizationStructureofSamsungElectronics

10
ACHIEVEMENTS OF THE COMPANY

Becametheofficialsponsorof2010
Guangzhou
AsianGame
Developedtheworld'sfirst2Gb50NANO
SamsungtakesNo.1spotinU.S.cellphone
2008 market
OpenedGlobalBrandPRCentreSamsung
D'light'
No.1worldwidemarketsharepositionforTVs
achievedforthe9thquarterinarow

No.1worldwidemarketsharepositionforTVs
achievedfortheseventhquarterinarow
Developedtheworld'sfirst30nmclass64Gb
NANDFlashmemory
2007 BlackJackbestowedtheBestSmartPhone
awardatCTIAintheU.S.
AttainedNo.1worldwidemarketshareposition
forLCDforthesixthyearinarow

Developedtheworld'sfirstrealdoublesided
LCD
Developedtheworlds'first50nm1GDRAM
2006 Unveiled10Mpixelcameraphone
Launchedtheworlds'firstBluRayDiscPlayer
Developed1.72"SuperReflectiveLCDScreen

TheIndiaRetailForumhasawardedSamsung
astheBestRetaileroftheyear2005inthe
consumerDurablescategory.
MostTrustedCompanyAward2005byVar
2005 India.
Mr.S.H.OhappointedasthePresidentand
ChiefExecutiveOfficerofSamsungSouthWest
Asia.

11
 SamsungreceivedtheGoldenPeacockSpecial
commendationCertificateforCorporateSocial
Responsibility(PrivateSector)fortheyear2004
fromMr.ShivrajPatil,UnionHomeMinister.
2004 IndiamaderegionalheadquartersforSamsung
SouthwestAsia.
Mr.K.S.KimappointedastheFirstPresident
andChiefExecutiveOfficerofSamsungSouth
WestAsia.

InauguratedSamsung'snew,HighTech,
advancedRefrigeratorfacility.
Commencementofproductionatrefrigerator
2003 facilityinNoida.
Merger of SIEL with SEIIT.
SoftwaretechnologyparksetupatNoida

Construction commences for 5,000,000

refrigeratorplantinNoida
SamsungunveilsnewtechnologyforConsumer
HomeEntertainment(DNIe)
ELCINA(ElectronicsIndustriesAssociationof
India)
2002
AwardsforExcellenceinElectronicsinstitutedbythe
ITdepartmentoftheGovernmentofIndia.SAMSUNG
Indiareceivedthe1stPrizeintheConsumerElectronics
categoryforproductivity,exports,R&Dandquality
assurancein2002

Foundation Stonelaidfor CTV Factoryat
Noida,UttarPradesh.
1996 Launch in South
HomeAppliancesLaunch

Samsung
India Electronics (SIEL)products
launchedinIndia.
1995 Certificateforcommencementofbusiness
receivedbySamsung

Source:SamsungElectronicswebsite
Table:AchievementsofSamsungElectronics
12
BRANDING STRATEGY OF SAMSUNG ELECTRONICS

Interbrand, the worlds leading brand consultant has ranked Samsung as the
fastestgrowingbrandintheworld.Foranynewcompany,whenitentersthemarket,
therearetwooptionstostimulatethegrowth;intensiveadvertisingcampaign,and
offerproductswithuniquefunctions.Samsungoptedforboth,buttiltedmoretowards
advertisingandbrandmakingstrategycreatingawarenessofitsnamebyinvesting
enormously in milliondollar brand making campaigns. One problem with older
companiesisthattheyoftenportraytheirproductascommodityandnormallyselltheir
productsonlyonthebasisofbrandwithoutimprovingtheirqualityandloweringtheir
price.

Samsung worked on all directions, it not only invested hugely in brand creation
campaignsworldwide($3billionmarketingbudgetperyear),whileitalsoremained
aheadofthemarketbyintroducinginnovation.Inordertocreateadifferentimage,
Samsung decided to positionitself bydeveloping innovative products and become
leader rather than a follower.The reason for this success is Samsungs holistic
approachtodevelopseveralstrategiesfordifferentregions,butguidedbyoneunified
Samsungbrandimagebuildingstrategy.Thebrandingstrategystartedin1996byits
ChairmanKunLee,whoseaimwastolaunchacoordinatedglobalprogramtomake
Samsunganinternationalbrand.OverthelastonedecadeSamsunghasbeenbusyin
executingitscomprehensivebrandbuildingstrategy.Samsungannualinvestmentin
brandingandmarketingisaboutUS$3.5billion,whichhasbeenspenttoincreaseits
brand awareness around the world. Samsung the approach is holistic reaching the
worldcustomer.Itcreateditsbrandinginmultipleways,rangingfromtraditionaladds
tobillboards,racing,Olympicsgames,cricketmatches,marathons,inshortwhereverit
sawthecrowd,itcommunicatedSamsungmessagebypresentingitselfasaleaderof
innovationwithaffordableprice.
13
SAMSUNG ELECTRONICS IN INDIA

SamsungIndiaElectronicsPrivateLimited(SIEL)istheIndiansubsidiaryofthe
US $55.2 billion Samsung Electronics Corporation (SEC) headquartered in Seoul,
Korea.HeadquarteredinNewDelhi,SAMSUNGIndiahaswidespreadnetworkof
salesofficesalloverthecountry.SAMSUNGIndiaisthehubforSAMSUNGsSouth
WestAsiaRegionaloperations.TheSouthWestAsiaHeadquarters,looksafterthe
SAMSUNGbusinessinNepal,SriLanka,Bangladesh,MaldivesandBhutanbesides
India.SAMSUNGIndiawhichcommenceditsoperationsinIndiainDecember1995
enjoysasalesturnoverofoverUS$1Bninjustadecadeofoperationsinthecountry.
FrombeingavirtuallyunknownentityintheYear1995,brandSAMSUNGtoday
enjoysanawarenesslevelofover65%andapositiveopinionofover80%inthe
countrytoday(source:BAS2007).Initially,aplayeronlyintheColourTelevisions
segment, it later diversified into colour monitors (1999) and refrigerators (2003).
Today,itisrecognizedasoneofthefastestgrowingbrandsinthesphereofdigital
technology.SIEListhemarketleaderinhighenddigitaltelevision(Plasma,LCD).

PRODUCT PORTFOLIO OF SIEL

SAMSUNG India is the hub for SAMSUNGs South West Asia Regional
operations.SAMSUNGIndiahassegmentedtheirproductsintofivecategories.

Source:SamsungElectronicswebsite

Fig:WidthoftheproductmixofSIEL
14
 MOBILE PHONE

TV/AUDIO/VIDEO

CAMERA/CAMCORDER

HOME APPLIANCES

PC/PERIPHERALS/PRINT
ERS

Source:SamsungElectronicswebsite

Fig:Depthoftheproductlines
15
DEPTH OF THE LCD TV SEGMENT

SAMSUNGIndiahasdividedtheLCDTVsindifferentseriesaccordingto
thefeatures.HerethereisabriefreviewofsegmentationofLCDTVs.

Source:SamsungElectronicswebsite

Fig:DepthoftheLCDsegment

16
 INDIAN CONSUMER ELECTRONICS INDUSTRY

Theconsumerelectronicsindustryhasbeenwitnessingaphenomenalgrowthglobally
over the past few years. This growth can be attributed to the revolutionary
technological developments taking place in the consumer electronics industry. The
revolution brought by the digital technology has enabled the consumer electronics
sector to profit from the growing interaction of digital applications, such as
camcorders, DVD player/recorder, still camera, computer monitor, LCD TV, etc.
According to Consumer Electronics Market Forecast report, the global consumer
electronicsmarketisforecastedtogrowataCAGRofaround5%during20092012.
Also,duringthesameperiod,theglobalconsumerelectronicsshipmentwillgrowata
CAGRofaround5%.Variousfactorsdrivingthefuturegrowth.Ontheregionalfront,
we found that the American region, mainly US, is driving the global consumer
electronicsindustry,closelyfollowedbyEurope.Infuture,AsiaPacificregionwill
constitutethemajorportionoftheconsumerelectronicsindustry,mainlyduetothe
increaseindemandfromthedevelopedcountriesintheregion.Also,theAmerican
regionalongwiththeEuropeanregionwillseeadeclineintheirmarketsharesbecause
themarketstherehaveattainedsaturationandonlytheadventofnewtechnologywill
boostthedemand.

Indiasconsumerelectronicsdevicesmarket,definedastheaddressablemarketfor
computing devices, mobile handsets and AV products, is projected at around
US$28.6bnin2010.ThisisexpectedtoincreasetoUS$45.7bnby2014,drivenby
risingincomesandgrowingaffordability.Growthinsomeproductcategoriesdippedin
2009,butthemarketrecoveredstronglyduringthefestivesalesseasonthatranuntil
Diwali, with many retailers reporting 2040% growth. Spending on consumer
electronicsdevicesisprojectedtogrowatanoverallCAGRof12%through2014,
withthekeysegmentsincludingtouchscreenmobiles,forLCDTVsets,settopboxes
17
andnotebookcomputers.Muchofthegrowthwillbedrivenbygrowingdemandfrom
Indiasruralpopulation.

DISPLAY AS A GROWTH DRIVER

India'sdomesticvideodevicemarketisexpectedtogrowataCAGRof22%between
20092013,to avalue of US$15.2bn inthat year.Television will remainthe core
productinthiscategory,withsportseventssuchastheIndiaPremierLeaguecricket
andthe2010CommonwealthGamesinDelhihelpingtodrivedemandforTVset
upgrades.

Source:DisplaysearchIndia

Fig:ContributionofvideointheCEmarket

Indian market typically exhibits contradiction that there may be a unique to this
market.ForinstantsCRTTVsareobsoleteacrosstheworld;buttheycontinuetobe

18
soldinruralindia.AtthesametimethereisagrowingdemandforLCDTVsinindia.
InthiswayvediocontinuestodrivegrowthinIndiasconsumerelectronicsindustry.
ThedisplayindustryinIndiapromiseshugepotentialintheyearstocome.Thedouble
digitcompoundannualgrowthoverthenextfiveyearswillbeaidedbyvarious
factors.

EMERGING LCD TV MARKET

Indiamarketandpredictsthatby2012,LCDTVshipmentswillsurpassthoseof
CRTTVsinIndia.Indiahasthesecondlargestpopulationintheworldandanannual
GDPgrowthrateofmorethan8%from2002to2012.CRTTVaccountsfor92.9%of
those units in 2008, followed by LCD TV with 6.6% and PDP TV with 0.5%.
However,IndianLCDTVmarketisjustatthebeginningofarealgrowthcurve,with
Y/Ygrowthofmorethan100%expectedforeachofthenextfiveyears.Growthwill
be driven by enhanced purchasing power, the digital broadcast (DTH, IPTV, STB
cable)transitionaswellasconsumerawarenessandaffordabilityofLCDTVs.Indias
growing upper middle class is projected to be the greatest source of LCD TV
purchasingpower.Meanwhile,majorbrandslikeSamsung,LG,SonyandPhilipsand
Indian local brands like Videocon and Onida are all focusing promotional efforts
around LCD TV. Several Chinese brands are also targeting India with their first
exports.AmongtheimportsofLCDTVintoIndia,approximately25%wereimported
in as CBU (Complete Built Unit) and 75% were imported as SKD (SemiKnock
Down)orCKD(CompleteKnockDown).ThailandhasaspecialFTA(FreeTrade
Agreement) with India on duty benefits. Therefore, companies like Sony and
PanasonicaremakingLCDTVsinThailandandthenshippingthemtoIndia.The
19
growingLCDTVmarketinIndiahasencouragedIndiancompanyVideocongroupto
setupaTFTLCDpanelmanufacturinglab.

Source:DisplaysearchIndia

Fig:IndianEmergingLCDTVMarket

THEORETICAL BACKGROUND OF THE STUDY

Marketinginvolvessatisfyingconsumersneedsandwants.Thetaskofanybusiness
istodelivercustomervalueataprofit.TheAmericanMarketingAssociationoffersthe
following formal definition: Marketing is an organizational function and a set of
processes for creating, communicating, and delivering value to customers and for
managingcustomerrelationshipsinwaysthatbenefittheorganizationanditsstake
holders.

20
Accordingtothisview,holisticmarketerssucceedbymanagingasuperiorvaluechain
thatdeliversahighlevelofproductquality,service,andspeed.Holisticmarketers
achieveprofitablegrowthbyexpandingcustomershare,buildingcustomerloyalty,and
capturingcustomerlifetimevalue.

Source:MarketingManagementbyPhilipKotler&KevinLaneKelle

Fig:HolisticMarketingFramework

Aholisticmarketingframeworkshowshowtheinteractionbetweenrelevantactors
(customers,company,andcollaborators)andvaluebasedactivities(valueexploration,
value creation, and value delivery) helps to create, maintain, and renew customer
value.

THE ROLE OF MARKETING CHANNELS

Successfulvaluecreationneedssuccessfulvaluedelivery.Holisticmarketersare
increasinglytakingavaluenetworkviewoftheirbusinesses.Themarketingchannel

21
performs the work of moving goods from producers to consumers. Intermediaries
normallyachievesuperiorefficiencyinmakinggoodswidelyavailableandaccessible
to target markets. Through their contacts, experience, specialization, and scale of
operation,intermediariesusuallyofferthefirmmorethanitcanachieveonitsown.
Thesearethevariousrolesperformedbythechannelpartners:

Gather information about potential and current customers, competitors, and

otheractorsandforcesinthemarketingenvironment.

Developanddisseminatepersuasivecommunicationstostimulatepurchasing.

Reach agreements onpriceandothertermssothattransfer of ownershipor

possessioncanbeaffected.

Placeorderswithmanufacturers.

Acquire the funds to finance inventories at different levels in the marketing

channel.

Assumerisksconnectedwithcarryingoutchannelwork.

Provideforthesuccessivestorageandmovementofphysicalproducts.

Provide for buyers' payment of their bills through banks and other financial
institutions.

Overseeactualtransferofownershipfromoneorganizationorpersontoanother.

Allchannelfunctionshavethreethingsincommon:Theyuseupscarceresources;they
canoftenbeperformedbetterthroughspecialization;andtheycanbeshiftedamong
channelmembers.Whenthemanufacturershiftssomefunctionstointermediaries,the
producer'scostsandpricesarelower,buttheintermediarymustaddachargetocover
its work. If the intermediaries are more efficient than the manufacturer, prices to
consumersshouldbelower.Ifconsumersperformsomefunctionsthemselves,they
shouldenjoyevenlowerprices.
22
CHANNEL MANAGEMENT DECISIONS

Afteracompanyhaschosenachannelalternative,individualintermediaries
mustbeselected,trained,motivated,andevaluated.Channelarrangementsmustbe
modifiedovertime.

SELECTING CHANNEL MEMBERS

Companiesneedtoselecttheirchannelmemberscarefully.Tocustomers,thechannels
arethecompany.Considerthenegativeimpressioncustomerswouldgetofifoneor
moreoftheiroutletsordealersconsistentlyappeareddirty,inefficient,orunpleasant.
To facilitate channel member selection, producers should determine what
characteristicsdistinguishthebetterintermediaries.Theyshouldevaluatethenumber
ofyearsinbusiness,otherlinescarried,growthandprofitrecord,financialstrength,
cooperativeness, and service reputation. If the intermediaries are sales agents,
producersshouldevaluatethenumberandcharacterofotherlinescarriedandthesize
andqualityofthesalesforce.Iftheintermediariesaredepartmentstoresthatwant
exclusivedistribution,theproducershouldevaluatelocations,futuregrowthpotential,
andtypeofclientele.

TRAINING CHANNEL MEMBERS

Companies need to plan and implement careful training programs for their
intermediaries. The company must constantly communicate its view that the
intermediariesarepartnersinajointefforttosatisfyendusersoftheproduct.

Coerciveandrewardpowerareobjectivelyobservable;legitimate,expert,andreferent
poweraremoresubjectiveanddependentontheabilityandwillingnessofpartiesto
recognizethem.
23
 MOTIVATING CHANNEL MEMBERS

Acompanyneedstoviewitsintermediariesinthesamewayitviewsitsendusers.It
needstodetermineintermediaries'needsandconstructachannelpositioningsuchthat
itschannelofferingistailoredtoprovidesuperiorvaluetotheseintermediaries.Being
abletostimulatechannelmemberstotopperformancestartswithunderstandingtheir
needs andwants. The companyshouldprovidetrainingprograms,marketresearch
programs, and other capabilitybuilding programs to improve intermediaries
performance.

EVALUATING CHANNEL MEMBERS

Producers must periodically evaluate intermediaries' performance against such

standardsassalesquotaattainment,averageinventorylevels,customerdeliverytime,
treatmentofdamagedandlostgoods,andcooperationinpromotionalandtraining
programs. A producer will occasionally discover that it is paying too much to
particularintermediaries forwhattheyareactuallydoing.Producersshouldsetup
functional discounts in which they pay specified amounts for the trade channel's
performance of each agreedupon service. Underperformers need to be counseled,
retrained,motivated,orterminated.
MODIFYING CHANNEL ARRANGEMENTS

A producer must periodically review and modify its channel arrangements.

Modification becomes necessary when the distribution channel is not working as
planned, consumer buying patterns change, the market expands, new competition
arises,innovativedistributionchannelsemerge,andtheproductmovesintolaterstages
intheproductlifecycle.
24
LEVELS OF MARKETING SEGMENTATIONS AND TARGETS

Marketsarenothomogeneous.Acompanycannotconnectwithallcustomersin
large,broad,ordiverse.markets.Consumersvaryonmanydimensionsandoftencan
begroupedaccordingtooneormorecharacteristics.

SEGMENTATION MARKETING

Thestartingpointfordiscussingsegmentationismassmarketing.Inmassmarketing,
thesellerengagesinthemassproduction,massdistribution,andmasspromotionof
oneproductforallbuyers.Theargumentformassmarketingisthatitcreatesthe
largestpotentialmarket,whichleadstothelowestcosts,whichinturncanleadto
lower prices or higher margins. However, many critics point to the increasing
splintering of the market, which makes mass marketing more difficult. The
proliferationofadvertisingmediaanddistributionchannelsismakingitdifficultand
increasinglyexpensivetoreachamassaudience.Someclaimthatmassmarketingis
dying.Mostcompaniesareturningtomicromarketingatoneoffourlevels:segments,
niches,localareas,andindividuals.

TARGET MARKETING

Oncethefirmhasidentifieditsmarketsegmentopportunities,ithastodecidehow
manyandwhichonestotarget.Marketersareincreasinglycombiningseveralvariables
inanefforttoidentifysmaller,betterdefinedtargetgroups.Effectivetargetmarketing
requiresthatmarketers:

Identify and profile distinct groups of buyers who differ in their needs and
preferences(marketsegmentation).
25
 Selectoneormoremarketsegmentstoenter(markettargeting).

Foreachtargetsegment,establishandcommunicatethedistinctivebenefits)of
thecompany'smarketoffering(marketpositioning).

COMPETITIVE STRATEGIES FOR MARKET LEADERS

Theleadermightspendconservativelywhereasachallengerspendsliberally.
Theleadermightmisjudgeitscompetitionandfinditselfleftbehind.Thedominant
firmmightlookoldfashionedagainstnewandpeppierrivals.Thedominantfirm's
costsmightriseexcessivelyandhurtitsprofits,oradiscountcompetitorcanundercut
prices.Leaderscanrespondtoanaggressivecompetitorinthreewaysfirst,thefirm
must find ways to expand total market demand. Second, the firm must protect its
currentmarketsharethroughgooddefensiveandoffensiveactions.Third,thefirmcan
trytoincreaseitsmarketshare,evenifmarketsizeremainsconstant.

EXPANDING THE TOTAL MARKET

Thedominantfirmnormallygainsthemostwhenthetotalmarketexpands.Themarket
leadershouldlookfornewcustomersormoreusagefromexistingcustomers.Every
productclasshasthepotentialofattractingbuyerswhoareunawareoftheproductor
whoareresistingitbecauseofpriceorlackofcertainfeatures.Acompanycansearch
for new users among three groups: those who might use it but do not (market
penetrationstrategy),thosewhohaveneverusedit(newmarketsegmentstrategy)or
thosewholiveelsewhere(geographicalexpansionstrategy).Usagecanbeincreased
by increasing the level or quantity of consumption or increasing the frequency of
consumption.
26
 DEFINING MARKET SHARE

Whiletryingtoexpandtotalmarketsize,thedominantfirmmustcontinuouslydefend
its current business. The leader leads the industry in developing new product and
customerservices,distributioneffectiveness,andcostcutting.Itkeepsincreasingits
competitivestrengthandvaluetocustomers.

EXPANDING MARKET SHARE

Market leaders can improve their profitability by increasing their market share.
Gainingincreasedshareintheservedmarket,however,doesnotautomaticallyproduce
higher profitsespecially for laborintensive service companies that may not
experience many economies of scale. Much depends on the company's strategy.
Becausethecostofbuyinghighermarketsharemayfarexceeditsrevenuevalue,a
companyshouldconsiderfourfactorsbeforepursuingincreasedmarketshare:The
possibility of provoking antitrust action, Economic cost, Pursuing the wrong
marketingmixstrategy,Theeffectofincreasedmarketshareonactualandperceived
quality.

DISTRIBUTION CHANNEL MAP OF SIEL IN

KOLKATA

Theproducerandthefinalcustomerarepartofeverychannel.Thesechannelsare
different levels. A onelevel channel contains one selling intermediary, such as a
retailer.Atwolevelchannelcontainstwointermediaries.Inconsumermarkets,these
are typically a wholesaler and a retailer. A threelevel channel contains three
intermediaries.Inthemeatpackingindustry,wholesalersselltojobbers,whosellto
27
smallretailers.Fromtheproducer'spointofview,obtaininginformationaboutend
usersandexercisingcontrolbecomesmoredifficultasthenumberofchannellevels
increases.

SIELishavingthreetypesofdistributionsystem.Twoofthemcomesunderonelevel
channelandlastonecomesundertwolevelchannel.

ONE LEVEL CHANNEL

Company
Brand Shop Customers
Warehouse

Company Direct Custome

Warehous rs
e Dealers

TWO LEVEL CHANNEL

Fig:DistributionchannelmapofSIEL
28
 MARKET SIZE OF SAMSUNG LCD TVS IN
KOLKATA

DuringthestudyIhavesubdividedKolkataintothreepartstheseareNorthKolkata,
CentralKolkataandSouthKolkata.

NORTH KOLKATA

TOTAL TOTAL NO OF
DEALERS AVERAGE AVERAGE COUNTER
COUNTER COUNTER
SURVEYED COUNTER SIZE SHARE
SIZE SHARE
404 200 22 18.36 9.09
(9.09/18.36)*10
COUNTER SHARE OF SAMSUNG LCD TV IN NORTH
0
KOLKATA
= 49.50

CENTRAL KOLKATA

TOTAL TOTAL NO OF
DEALERS AVERAGE AVERAGE COUNTER
COUNTER COUNTER
COUNTER
SURVEYED SIZE SHARE
SIZE SHARE
189 89 13 14.53 6.84
(14.53/6.84)*10
COUNTER SHARE OF SAMSUNG LCD TV IN NORTH
0
KOLKATA
= 47.O7

SOUTH KOLKATA

TOTAL TOTAL NO OF AVERAGE

DEALERS AVERAGE COUNTER
COUNTER COUNTER
COUNTER
SIZE SHARE SURVEYED SIZE SHARE
434 209 15 28.93 13.93
(13.93/28.93)*10
COUNTER SHARE OF SAMSUNG LCD TV IN NORTH
0
KOLKATA
=
48.15

29
 DATA INTERPRETATION AND ANALYSIS

Table4.1:TableshowingthecountershareofSAMSUNGLCDTVs

Particulars NoofDealers Percentage

lessthan30% 6 12
Between30%50% 27 54
Between51%70% 13 26
Greaterthan70% 4 8
Total 50 100
Source:PrimaryData

Greater than 70%

8%
less than
30%
12%
Between
51%-
70%
26%

Between
30%-
50%
54%

INTERPRETATION:
Fromtheabovetable,itcanbeobservedthat54%ofthedealersare
havingcountershareofSAMSUNGLCDisbetween30%50%,whereas26%ofthe
dealersarehavingcountershareofSAMSUNGLCDisbetween51%70%,12%ofthe
dealersarehavingcountershareofSAMSUNGLCDislessthan30%andonly8%of
thearehavingmorethan75%countershare.

30
 Table4.2:Tableshowingthecountersizeofthedealers

Particulars Noofrespondents Percentage

Between019 27 54
Between2039 14 28
Between4060 7 14
Morethan60 2 4
Total 50 100
Source:PrimaryData

More
than
60
4%

Between 40-60
14%

Between
0-19
Between 54%
20-39
28%

INTERPRETATION:
Theabovetabledepictsthat54%ofthedealersarehavingcounter
sizebetween019TVspermonth,whereas28%ofthedealersarehavingcountersize
between2039TVspermonth,14%ofthedealersareofthedealersarehavingcounter
sizebetween4060TVspermonth,andonly4%ofthedealersarehavingcountersize
morethanTVspermonth.
31
 Table4.3:TableshowingwhetherthedealersarehavingofLCDstand

Particulars NoofRespondents Percentage

Yes 19 38
No 31 62
Total 50 100
Source:PrimaryData

Ye
s
38
%

No
62
%

INTERPRETATION:
Fromtheabovetable,itcanbeobservedthat62%ofthe
respondentsdonthaveanyLCDdisplaystandintheircounterwhereas38%ofthe
respondentsarehavingLCDdisplaystandintheircounter.
32
 Table4.4:TableshowingtheDisplayshareofSAMSUNGLCDTVs

Less Between Between Between Greater

Particulars than 25%40% 41%54% 55%75% than Total
25% 75%
SAMSUNG 9 18 8 9 6 50
LG 21 18 5 3 3 50
SONY 31 15 2 2 0 50
Others 38 7 3 2 0 50
Source:PrimaryData

40

35

30

25 SAMSUN
G
20 LG

15 SONY

10 OTHERS

0
Less than Between Between Between Greater
25% 25%- 41%- 55%- than
40% 54% 75% 75%

INTERPRETATION:
Fromtheabovetable,itcanbeobserverthatin18%counter,
Samsung,in42%counterLG,in62%counterSONYandin72%counterothersare
havinglessthan25%Displayshare.Whereasin36%counterSamsungandLGare
sharingthesame,in30%counterSONYandin14%counterothersarehavingDisplay
sharebetween25%40%.In16%counterSamsung,in10%counterLG,in4%counter
SONYandin6%counterothersarehavingDisplaysharebetween41%54%.In18%
counterSamsung,in6%counterLG,in4%counterSONYandin4%counterothers
arehavingDisplaysharebetween55%75%.In12%counterSamsung,in6%counter
LGishavingmorethan75%Displayshare.
33
 Table4.5:Largestsellingmodelamongallthemodels

Particulars NoofRespondents Percentage

22Inch 28 56
26Inch 20 40
32Inch 2 4
40Inch 0 0
Above40Inch 0 0
Total 50 100
Source:PrimaryData

32 40 Inch Above 40
Inch Inch
4% 0% 0%

26 Inch
40%
22 Inch
56%

INTERPRETATION:
Fromtheabovetableitcanbefoundthat72%ofrespondentsfinds
22isthelargestsellingmodelintheircounter,followedby26whichisthelargest
sellingmodelin40%counters,whereasonly4%finds22isthelargestselling
modelintheircounter.
34
 Table4.6:Tableshowingwhetherdealersarehavingsufficientcatalog

Particulars NoofRespondents Percentage

Yes 24 48
No 26 52
Total 50 100
Source:PrimaryData

Yes
48%
No
52
%

INTERPRETATION:
From the above data, it can be inferred that majority of the
respondentsi.e.52%donthavethesufficientcatalogoftheproduct.Therest48%of
therespondentsarehavingsufficientcatalogoftheproduct.
35
 Table4.7:Tableshowingwhetherthedealersareawareofcurrentpricelist

Particulars NoofRespondents Percentage

Yes 43 86
No 7 14
Total 50 100
Source:PrimaryData

No
14
%

Ye
s
86
%

INTERPRETATION:
From the above table, it can be observed that 86% of the
respondentsareawareofcurrentpricelistandtheyusedtogetitbyemailorviasales
personandonly14%oftherespondentsnotawareofcurrentpricelistastheynot
gettingthecurrentpricelistfromanyoftheavailablesources.
36
 Table4.8:Listofdifferentsourcesfromwherethedealersgettheproduct

Particulars NoofRespondents Percentage

Distributor 41 82
Wholesaler 3 6
OtherSource 2 4
Allofthem 4 8
Total 50 100
Source:PrimaryData

Other Source
Wholesal All of
er 4% them

8%

6%

Distributor
82%

INTERPRETATION:
Fromtheabovetable,itcanbefoundthat82%oftherespondents
gettheproductfromthedistributor,8%oftherespondentsgettheproductfromallthe
availablesourceswheretheyfeltcheaper,6%oftherespondentsgettheproductfrom
thewholesalerandonly4%oftherespondentsgettheproductfromotheralternative
sources.
37
Table4.9:Tableshowingthesatisfactionlevelofthedealersaboutthe
distributors

Particulars NoofRespondents Percentage

HighlySatisfied 15 30
Satisfied 34 68
Dissatisfied 1 2
HighlyDissatisfied 0 0
Total 50 100
Source:PrimaryData

Dissatisf Highly
ed Dissatisfed
2% 0%

Highly Satisfed
30%

Satisfed
68%

INTERPRETATION:
Fromtheabovetableitcanbefoundthat68%ofrespondentsare
satisfiedwithdistributorsasawhole,whereas30%ofrespondentsarehighlysatisfied
with distributors as a whole and only 2% of respondents are dissatisfied with
distributorsasawhole.
38
 Table4.10:Tableshowingthefrequencyofsalespersonsvisitingthecounter

Particulars NoofRespondents Percentage

Onceinaweek 17 34
Twiceaweek 19 38
Thriceaweek 13 26
Morethanthreedays 1 2
Total 50 100
Source:PrimaryData

More than
three
days
2%

Thrice a Once in a
week week

26 34
%
%

Twice a
week
38%

INTERPRETATION:
From the above table it can be found that in 38% counters
salespersons arevisitingtwiceaweek,whereasin34% counterssalespersons are
visitingonceaweek,24%counterssalespersonsarevisitingthriceaweek,andonlyin
2%counterssalespersonsarevisitingmorethanthriceaweek.

39
 Table4.11:Tableshowingthesatisfactionlevelofthedealersabouttheservice

Particulars NoofRespondents Percentage

Good 36 72
Satisfactory 12 24
Average 2 4
Belowaverage 0 0
Total 50 100
Source:PrimaryData

Average
Below 4%
average
0%
Satisfac
tory
24%

Good
72%

INTERPRETATION:
Fromtheabovetable,itcanbeobservedthatmajorityofthe
respondent72%ratedtheserviceasgood,24%oftherespondentsratedtheserviceas
satisfactory,andonly4%oftherespondedratedtheserviceasaverage.
40
Table4.12:Listoffacilitatingfactorswhichwillhelpthedealerstoincreasethe
countershare

Particulars NoofRespondents Percentage

Branding 13 26
Advertising 25 50
Salesman 7 14
DisplayConcert 5 10
Total 50 100
Source:PrimaryData

Display
Concert Branding
Salesman 10% 26%
14%

Advertising
50%

INTERPRETATION:
From theabovetable,itcanbeobservedthatmajorityof the
respondents50% thinkthatadvertisingwillfacilitatetoincreasetheircountershare,
whereas26%respondentsthinkthatbrandingwillfacilitatetoincreasetheircounter
share,14% respondents thinkthatsalesman willfacilitatetoincreasetheir counter
shareandonly10%respondentsthinkthatdisplayconcertwillfacilitatetoincrease
theircountershare.

41
Table4.13:TableshowingwhetherthedealersaresatisfiedwithSAMSUNGas
whole

Particulars NoofRespondents Percentage

Yes 48 96
No 2 4
Total 50 100
Source:PrimaryData

N
o
4
%

Ye
s
96
%

INTERPRETATION:
Fromtheabovetable,itcanbeobservedthatmajorityoftherespondents
96%aresatisfiedwithSAMSUNGasawhole,whereasonly4%respondentsarenot
satisfiedwithSAMSUNGasawhole.
42
 LIMITATIONS

Duringthedealerstudy,someofthedealersdidnotgivetheexactinformation
aboutnumberofproductssoldbytheminamonth.

ThemarketsizeofSAMSUNGLCDTVsachievedisexclusiveofB2Cmarket.
ThisstudydoesnottakeintoaccountthemarketinKolkataaswhole,butonly

50dealers.

StudywasconductedwithdealerssellingmostlySamsungproducts,withmost
ofthem sellingLG,SONYetc.productsinlower quantities. Therefore,this
mightskewtheresultsabit.

Theperiodoftheprojectwasnotsufficienttostudyallthefactorsindeep.

Many consumer and dealers/retailers showed less interest in providing

informationandhaventcooperated.

43
 FINDINGS

Majorityofthedealersi.e.54%arehavingcountershareofSAMSUNGLCDis
between30%50%.ItshowsthatSamsunghasgotstronggripinthemarketand
ifthedealerswillcontributemoreenthusiasticallythanmarketsharemaygrow
farther.

54%ofthedealersarehavingcountersizebetween019unitspermonth.It
showsthatmajorityofthedealersneedtoimprovetheircountersizeinorderto
expandthemarket.

From the study, it is revealed that 62% of the dealers dont have anyLCD
displaystandintheircounter.

Samsungishavinghealthydisplayshare(between55%to75%)in18%dealers
ratherthani.e.itshowsthatmanyofthedealersarekeepingSamsunginthe
display.DifferentcontestfordisplayingtheLCDbringsanewperspectivein
thiscontext.

Among the different models like 22 inch, 26 inch, 40 inch, above 40 inch,
majorityof thedealers (56%) finds 22isthelargest sellingmodelintheir
counter.

Majorityofthedealersi.e.52%donthavethesufficientcatalogoftheproduct.
Samsungshouldstrivetoensurethatthecatalogsaresentoutregularlyand
quickly,asthisisthecauseofmostgrievancesofthechannelpartners.

Majority of the dealers are aware of current pricelist due to the effective
communication with the company. Without effective communication value
cannotbepasseddeliversuperiorvaluetothetargetmarket.

SomedealersaretakingSamsungLCDfromcheapermarkets.Thisiscreating
priceinstabilityinthemarketbetweenretailersandsystemintegrators.
44
 68%ofthedealersaresatisfiedwiththedistributors.Inturn,ithelpstoachieve
superiorefficiencyinmakinggoodswidelyavailableandaccessibletotarget
markets.

In38%counterssalespersonsarevisitingtwiceaweek.

72%ofthedealersratedthepromotionalserviceasgood.Theratingshowsthat
Samsungissuccessfulindeliveringdistinctivecustomervalue.

50%oftherespondentsthinkthatadvertisingwillfacilitatetoincreasetheir
countershare.Itmightbuildconvictionandpurchaseintentamongthetarget
audience.

96%ofthedealersaresatisfiedwithSAMSUNGasawhole.

45
 SUGGESTIONS

SAMSUNGshouldredressthegrievanceofthedealersregardingthesupplyof
catalogs, so that the dealers can show various models to the prospects and
endorsetobuySAMSUNGLCDTV.

Thecompanyshouldmodifysomeofthemodelsasthesemodelsdonthaveany
outputconnectionspeciallythe22modelasitisthelargestsellingmodelin
mostofthecounters.

DealersinKolkatadonthaveenoughspacetodisplayLCDintheircounter
thats whythey arenot willingto keepLCD display stand intheir counter.
Companyshouldcustomizethedisplaystandsothatitcanbeeasilyfixinthe
wall,inthiswaySAMSUNGcanimprovethedisplayshareasSAMSUNGalso
believesthatJODIKHTAHAIWOBIKTAHAI.

Theruralcountersarenotgettingthecurrentpricelistoftheproductassales
personsarevisitinglessinthesecounterscompanyshouldfocusonthatmatter
seriously.

Companyshouldintroducelowcostproductstosatisfytheneedsofthelowor
middleclassasSONYishaving19modelinthissegment.

Brandingandpromotionalactivitiesshouldbedoneeffectivelyasitcreatesa
longlastingimageinthemindofthecustomers.

As there is a bottle neck competition between SAMSUNG and LG, it is

necessarytotakemajorstepstoovercometheareaofdownfallinSAMSUNG
withrespecttoLG.
46
 CONCLUSION

ThisstudyhighlightedthatKolkatamarketisstillavirginmarketforSAMSUNG
LCD TVs. Customers need to be made aware of the productive usages of these
productsifSAMSUNGwanttotargettheseuntappedmarketsegmentsofcustomers.
AlsoSAMSUNGneedtomodifytheiradvertisingstrategiesinordertoeducatethe
target audienceabouttheproduct.Hence SAMSUNGwillbeabletowinamajor
betweenthecompetitors.

47
 BIBLIOGRAPHY

BOOKS AND JOURNALS REFERRED:

SAMSUNGElectronicsannualreport,2009

CurrentstateofIndianEconomy(FICCI),October2009

Indianjournalofmarketing,June2009

MarketingManagement,12thEdition
By:PhilipKotlerandKevinLaneKeller

WEBSITES:
http://www.google.com
http://www.ibef.org
http://www.displaysearch.com
http://www.dnb.com
http://www.samsung.com.
http://www.cygnusindia.com

48
 ANNEXURE
QUESTIONNAIRE

AStudyondistributionchannelrelationshipandmarketshareanalysisofSamsung
LCDintheterritoryofKolkata,withspecialreferencetoSIEL.

1) Nameofthedealer:...

2) WhatistheCountershareofSAMSUNGLCDpermonth? ..

3) Whatisthecountersizeofthedealerpermonth? ..

4) WhetherthedealerishavingLCDstand?

Yes No

5) Howdifferentbrandsaredisplayed(Sizewise)?

22 26 32 40 Above40
SAMSUNG
LG
SONY
Others

6) WhichisthelargestsellingModel?

22 26 32 40 Above40

7) WhethertheDealerishavingsufficientcatalogoftheproduct?

Yes No

8) WhethertheDealerisawareofcurrentpricelistoftheproduct?

Yes No

9) Fromwherethedealerusedtogettheproduct?

Distributor OtherSource
Wholeseller Allofthem

49
10)WhethertheDealerissatisfiedwiththeDistributor?

HighlySatisfied Satisfied
Dissatisfied Highlydissatisfied

11)Howoftendistributorssalespersonvisitthecounter?

Onceaweek Twiceaweek

Thriceaweek Morethan3times

12)Whetherthedealerissatisfiedwiththeservice?

Satisfactory Good

Average BelowAverage

13) WhatcanSamsungdotomotivateyoutosellmoreSamsungLCDratherthananyother
brand?

Branding Advertising
Salesman DisplayConcert

14) Have you been satisfied with Samsung as a whole, during your experience
sellingSamsungproducts?

Yes No

Suggestions(IfAny):
50