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PROJECT Final Updated
PROJECT Final Updated
CHAPTER I
2
INTRODUCTION
Significance
Planning and creating an effective sales strategy requires looking at long-term sales goals
and analyzing the business sales cycle, as well as meeting with sales people about their personal
career goals. Going through these exercises helps business owners and managers gain a more
intimate knowledge of the sales intervals, seasonal changes and what motivates the sales team.
After creating the long-term sales strategy based on long-term goals, sales managers should
create monthly and weekly sales strategies based on the long-term strategy. This allows for
short-term performance measurement of the sales team.
Types
Businesses employ one of two basic types of sales strategies to their overall plan: direct
or indirect. With the direct sales strategy, sales people attack the competition head on when
talking to the customer. They talk about each feature of the competition’s product and compare it
to theirs. The term "negative selling" refers to the direct sales approach. Indirect sales approaches
apply more subtle techniques by demonstrating features and benefits not available with the
competition’s products or services without ever mentioning them by name. This more
sophisticated, positive sales strategy requires research and analysis of the competition.
3
Components
A successful sales strategy includes product placement, promotion and testimonials in
addition to the core selling strategies for the sales force. Product placement and promotion create
brand awareness by using the various marketing channels available today. Social media networks
offer a free platform for increasing brand awareness. Business owners can utilize these tools
effectively by spending time each day to communicate with fans and followers on their social
network pages. Customer testimonials readily available for prospects to read or watch lend
authority to a small business and the products and services it offers.
Function
Regardless of whether a business uses a direct or indirect sales strategy, or a combination
of the two, sales managers need to work with sales people on techniques. New customer
acquisition and customer retention require two approaches. A sales strategy lays out the steps
and methods necessary for customers in different stages. Potential customers need
communication that introduces the brand and product or service in ways that show how it can
solve his or her problems. Current customers require more personal communication about new
features or benefits to keep them engaged. Promotions and referral discounts work to motivate
current customers to spend their money and to spread the word to others.
Considerations
Creating an effective sales strategy requires market knowledge, awareness of competitor
activities, awareness of current trends and detailed business analysis. Small business owners
wishing to create and implement a sales strategy for the first time may want to hire a professional
business consultant to help guide the process.
Step 1
Identify your target audience by looking at the demographic make-up of your sales territory and
determining your prospective clients. Use data developed by the marketing department to
determine whom you should be selling to, and then use this customer analysis of your territory to
target your audience.
Step 2
Determine what separates your product from the competition. In order to sell to your clients,
your sales representatives need to know why clients should buy from you. Develop a sales
message that emphasizes the benefits of your product over the competition and gives a
compelling argument as to why your product should be the one your clients choose.
Step 3
Begin the process of canvassing the sales territory to find interested clients. Canvassing means
reaching out to the entire target audience to determine who is interested in your product. It can be
a mass mailing through standard mail, a mass email, or advertisements in local publications.
Step 4
Ask your sales representatives to begin making phone calls based on the response you receive
from canvassing. The sales representatives should also start a campaign of cold calling to
enhance the canvassing effort. Cold calling is when a sales professional contacts new customers
personally, either by telephone or by visiting in person.
Step 5
Keep track of the success ratios of the canvassing and cold calling campaigns to help narrow
down the target market even further in other territories. If there is a pattern developing where a
certain demographic is more responsive than others, then that demographic should be targeted
more frequently in future sales strategies.
Building Relationships
Hopefully customer interactions will not be one-time events. Businesses need to build
relationships with customers so they will keep coming back and will refer others to the business
and its products and services. Building relationships requires attention to the customer
relationship at all stages, from first point of contact through future sales and through times when
sales are low or absent. It is more costly to acquire a new customer than to retain an existing one,
so efforts spent on building relationships can pay off significantly.
Loyalty
When customers know they can always find a coupon or a sale, they become inured to
the inducements. Sales and coupons begin to lose their effectiveness when they are constant.
Sales don't mean anything when they are too common. Additionally, your sales may get lost in
the clutter of similar advertising and marketing in the newspapers, on TV or through electronic
or traditional mail. To combat the consumer overload, many retailers turned to loyalty cards as
their primary incentive to bring customers back. Find some way to reward regular customers to
help you stand out in the crowd.
Poor Image
When customers always see your service or products on sale, their confidence in the
quality of your work may become eroded, according to the University of Dayton. Instead of
building confidence in the quality of your business, you may be undermining your value in the
minds of consumers with too many promotions. They may begin to question the validity of your
service if it's always on sale. Additionally, when they see continuous promotional campaigns,
customers may postpone a purchase because they know if they wait, it will be on sale soon.
Value-added
Value-added promotions such as a free instructional course with every purchase,
complementary training, bonus points toward future purchases or free trials build customer
retention because customers appreciate the effort you put out to earn their business. Unlike
coupons and discounts that are short-term, you can build relationships with customers that have
long-term effects with promotions that add value to the customer purchase. When combined with
7
a loyalty discounts, you can develop a long-term strategy to build customer confidence, increase
your referral rate and boost your brand identity.
Boost Profits
Regular sales and marketing promotions can affect your bottom line in the long run. If
you hold regular discounts, you usually can expect increased sales during those times. The total
profit from the sales increases your company's annual profits and may make up for slow periods
of sales. When planning your annual budget, you can take into account planned promotions you
know will bring in additional sales. As part of a long-term budgeting plan, customer-oriented
promotions can play a significant role in boosting your profits.
Sales Orientation
Sales orientation focuses on selling products or services rather than on satisfying the
wants and needs of customers. This philosophy assumes that people will buy if aggressive sales
techniques are used. And as the authors point out in the book “Essentials of Marketing,” this
orientation often assumes that sale prices of high value equate to substantial profit.
A sales-oriented company focuses on strategies and tactics that push people toward
buying products, while a product orientation tries to pull people into buying. Offering discounts
is an example of a sales tactic, while adding a new feature to a product to increase demand is an
example of a product-oriented strategy.
Sales Orientation
Sales strategies are often referred to as “gimmicks” because they don’t try to create a
long-term demand for a product or service by improving a company’s offering. Many
salespeople prefer tools such as discounts, buy-one-get-one-free promotions, free website
banners when a customer buys a print ad or other means of stimulating sales. Improving the
9
circulation of a magazine increases the quality of the magazine for advertisers as a whole, but a
25 percent discount to a particular advertiser may seem like a more direct benefit to a less
sophisticated buyer.
Product Orientation
Product-oriented companies keep in mind the adage, “Build a better mousetrap and world
will beat a path to your door.” This strategy assumes that if you offer a superior product or
service, customers will buy from you without your having to resort to discounts or other
gimmicks. Product-oriented companies work with marketing departments to learn what the
marketplace wants, developing or modifying products to meet these needs. A pizzeria that offers
pies with real cheese and fresh toppings might not have to offer two-for-one or other discounts if
its competitors sell lower-quality pizzas.
Long-Term Effects
Sales-oriented companies can generate positive short-term sales since customers initially
feel good that they are getting more for less. As customers realize they are paying less but getting
less, they eventually realize they are not making a good purchase. Discounting your product may
eventually cheapen its reputation in the marketplace. Product-oriented companies may take
longer to generate sales, but their sales may be more stable long-term because buyers come to
believe they are getting the value they need from a product or service. A product-oriented
approach to sales might take too long to help a company struggling financially, while a sales
orientation might result in fewer long-term customers and eventual financial instability.
Sales Tactics
Product-oriented companies that sell to business often train their salespeople in
consultative marketing, which requires the salesperson to learn about the business of a potential
customer. This allows the salesperson to better explain to potential clients why a product or
service is best for the client. Sales-oriented companies often provide their sales force with
discounts, expense accounts and other sales tools, encouraging their staff to “smile and dial.”
This means calling potential clients, telling them what they want to hear and offering a benefit
beyond the product. A key difference in these two sales strategies is that a sales orientation often
10
attempts to get people to buy things they don’t really need or want, while a product orientation
focuses on getting people to buy things they are looking for.
The study on sales strategy of 99 acres.com helps the management to define the most
efficient and cost-effective tactics to sell the company's products and services. It also enables
them to establish a specific plan to strengthen and enhance lead generation. Through this study,
the researcher wants to find out the loop holes in the existing sales strategy followed and to
improve its effectiveness to retain and attract more customers.
with a local presence. Traditionally, real estate developers were viewed with an element of
skeptical attitude. Developers were often identified with dealing with large amounts of
unaccounted money, lacking transparency and would use unscrupulous means to acquire a
variety of regulatory approvals.
Unlike the western countries where all the transactions are done online, Indians have not
opened up for online transactions as they are still traditional in nature and do not trust online for
transactions that involves too much of monetary losses.
This research has been conducted in the areas of sales strategy and sales management. It
addresses the relationship orientation of the sales process in a business context, and primarily
contributes to the area of sales and sales management.. Berry 1983; Grönroos e.g. 1979,1989
approach on relationship Marketing was applied to underpin the relationship perspective in the
research. In order to study the sales and buying processes, research was carried out in sales
and purchasing which in turn increased the understanding that connecting mindset with
strategy is pivotal. Connecting mindset and strategy is a challenge that became evident through
findings of the empirical data. The empirical research carried out for this study was conducted
in the software and telecommunications industries. The relationship initiation that was
studied occurred between a software vendor and a mobile telecommunications operator.
Case data were gathered from a selling firm in the software development industry, and from
a buying firm in the mobile telecommunications industry.
A literature review was conducted with the aim of exploring relationship orientation
during relationship initiation between businesses, as presented in marketing, sales and
15
purchasing research. The main question that was asked was: How do sales, purchasing
and marketing literature refer to relationship-oriented business initiation? Hence the
first main section of the literature review presents a review of literature in the field of
relationship marketing research concerning relationship orientation between the seller
and the buyer during relationship initiation. Relationship orientation is regarded as a
mindset and adaptation as forming the strategy and providing the means. The second
main section of the literature review provides a review of research in the area of sales
with regard to the sales process and relationship orientation of the sales process. The
third main section constitutes a review of literature concerning purchasing and the
buying process, with a link to relationship orientation.
Edvardsson et al. 2008 of the review of relationship marketing literature show that the
initiation phase of relationships has received little attention in research.
The relationship initiation processes that are presented by Aarikka-Stenroos and
Halinen (2007) and Edvardsson et al. (2008) provide valuable input regarding how
relationship initiation can be viewed: as an outcome of the interaction between the
seller and buyer during the relationship phase prior to reaching a business agreement
between the parties. Furthermore, it was found that adaptation is considered forming a
central aspect of relationships (Hallén et al. 1991; Brennan et al. 2003). However,
unlike this study, relationship-marketing literature does not appear to focus on the linkage
between the relationship orientation mindset and adaptation as forming a strategy and
providing the means for relationship orientation.
Findings of the sales management literature review revealed that the sales
process remains a relatively unexplored area in scientific research. A widely used model
for describing the sales process is ‘the seven steps of selling’ by Dubinsky (1980/81);
this type of sales process model may well be the oldest paradigm in sales (Marshall &
Moncrief 2005). Technological advancements and development of the Internet together
with the paradigm shift from transactional towards relational marketing (Vargo & Lush
2004; Grönroos 2006 and 2008) have had a considerable impact on communication
and interaction between sellers and buyers. These changes are also likely to have an
16
effect on sales organisations and sales processes (cf. Moncrief & Marshall 2005; Dickie
& Trailer 2007; Sheth & Sharma 2008). A conclusion that can be drawn from sales
research is that new sales processes that adopt a relational view are needed (Rackham
& DeVincentis 1998; Moncrief & Marshall 2005; Sheth & Sharma 2008). Furthermore,
findings include that instead of focusing on sales activities, sales processes usually
consists of selling processes, which focus purely on sales work - or actions - as
conducted by a salesperson. Additionally, sales - or selling - processes tend not to be
linked to relationship orientation: they focus only on behaviour without including the
mindset. Moreover, they do not generally take the buyer’s purchasing portfolio into
consideration. In conclusion, sales processes are not generally linked to a relational
mindset.
The review of purchasing literature has shown how the purchasing function has
developed from being a clerical function to a strategic one. Although the purchasing
function has undergone a considerable development over time, this is scarcely reflected
in buying processes. A traditional approach to the buying process is that of the ‘five step
buying process’ (Webster & Wind 1972), which - like the traditional sales process - is
based on the AIDA(S) model (cf. Cousins & Spekman 2003). Relationship orientation is
to some extent visible in purchasing literature; even if today’s buying processes are not
based on a relationship-oriented mindset, the need for developing a relationship-
oriented buying process is, however, recognised in purchasing literature (e.g. Lehtonen
& Salonen 2005). Findings show that buying processes are generally not linked to a
relationship-oriented mindset; buying processes are not considered to be adapted, nor
do they generally take the seller into consideration.
17
1. The study helps the company to improve their standard of service and handle the
competitions in the market.
2. It also helps in putting in possible improvements, additions and new strategies.
3. The study will help the company to know their awareness among the consumers, the
perception, and brand position of the company.
4. The company can find out where their competitors stand in the minds of the customers.
5. The study will help the company to make proper sales strategy for their weaker areas.
Fundamental to the success of any formal marketing research project is a sound research
design. A good research design has the characteristics of problem definition, specific methods of
data collection and analysis, time required for research project and estimate of expenses to be
incurred. The function of a research design is to ensure that the require data are collected
accurately and economically. A research design is purely and simply the framework or plan for
an analysis of data. It is a blue print that is followed in completing a study. It resembles the
18
architect`s blue-print (map) for constructing a house. It may be worthwhile to mention here that a
research design is nothing more than the framework for the study ensures that the study will be
relevant to the problem and the study will employ economical procedures.
Claire seltizetal defines Research Design as “Research design is a catalogue of the phases
and facts relating to the formulation of a research effort. It is the arrangement of collection and
analysis of data in a manner that aims to combine relevant to the research purpose with economy
in procedure”.
Descriptive research design is also called explanatory design. This is the one that simply
describes something such as demographic characteristics. The descriptive study is typically
concerned with determining frequency with which something occurs or how two variables vary
together.
1.7.2 POPULATION
All research questions address issues that are of great relevance to important groups of
individuals known as research population.
19
For the study, population is defined from client database fromthe company. Area of study
is marketing management; the study is on sales strategy of 99 acres.com.
1.7.3 DATA SOURCES
After identifying and defining the research problem and determining specific information
required to solve the problem, the researcher`s task is to look the type and sources of data which
may yield the desired results. Researcher have used Primary data for the study. Primary data
were collected from the clients using questionnaire method.
Primary data is the original data collected by the researcher first hand. It is collected for
the first time through field survey. These are those that are gathered specifically, for the problem
at hand. The various sources for collecting primary data are questionnaire, observation, interview
etc. The primary source used for the study is questionnaire.
1.7.5 SAMPLING
Collecting data about each and every unit of the population is called census method. The
approach, where only a few units of population under study are considered for analysis is called
samplin1g method. There are two main categories under which various sampling method can be
put.
The two categories are
1. Probability sampling
2. Non-probability sampling
1.7.6 SIMPLE RANDOM SAMPLING:
Simple random sampling is the basic sampling technique where we select a group
of subjects for study from a larger group (a population). Each individual is chosen entirely by
chance and each member of the population has an equal chance of being included in the sample.
20
CHAPTER II
22
ANALYTICAL TOOLS
The χ2 test was first used by Karl Pearson in the year 1980. The quantity χ2 describes the
magnitude of the discrepancy between theory and observation.
It is calculated using:
2.3 PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making comparison
between two or more series of data. Percentages are used to describe relationships, it is expressed
as.
Percentage = (no of employees/total no of employees) 100
2.4 CHARTS:
Charts are graphic displays of data for easy understanding of relative positions that is not
always possible with descriptive words or numbers. Types of charts commonly used in business
data presentation are: Bar and pie.
GENDER
38
Male
Female
62
INFERENCE:
From the above table, it is inferred that 62% of the respondents are male and 38% of the
respondents are female.
25
AGE GROUPS
38
40
35 30
30
25 20
20
% of Respondents
15 10
10
5 2
0
Below 25 25-35 36-45 46-55 Above 55
INFERENCE:
From the above table, it is inferred that 38% of the respondents are between the age
groups 25-35, 30% of the respondents are between the age groups 36-45.
26
OCCUPATION
60 52
40
20
20 12
8 8
% of Respondents
0
INFERENCE:
From the above table, it is inferred that 52% of the respondents are private limited,
20% of the respondents are government official.
27
1 Yes 75 75
2 No 25 25
75
80
70
60
50
40 % of Respondents
25
30
20
10
0
Yes No
INFERENCE:
From the above table, it is inferred that75% of the respondents are accepting the usage
level of the site and 25% of the respondents are not using the site.
28
40
30
30
% of Respondents
20
10 8 8
2
0
Price Product Brand value Service Response from
feature buyer
INFERENCE:
From the above table, it is inferred that 52% of the respondents are influence due to price
factor and 30% of the respondents are influence due to product features.
29
50
40
30
30 % of Respondents
20
8
10 2
0
Reasonable Service quality Customized Website
price products popularity
INFERENCE:
From the above table, it is inferred that 60% of the respondents are accepting that
reasonable price is the difference, 30% of the respondents are accepting the service quality.
30
30
25
20 16 % of Respondents
15 10
10
5 2
0
1 2 3 4 5
INFERENCE:
From the above table, it is inferred that 40 % of the respondents are rating the pricing at
4th scale and 32% of the respondents are rating the pricing at 3rd scale.
31
35
30
25
20 20
20 % of Respondents
15
10 10
10
0
1 2 3 4 5
INFERENCE:
From the above table, it is inferred that 40% of the respondents are rating 3rd compared to
other competitors and 20% of the respondents selecting 4th and 5th scale.
32
50
50
40
30
20
20 15 % of Respondents
10
10 5
0
Listings Nri Home City page Search
banners page banners page
banners banners
INFERENCE:
From the above table, it is inferred that 50% of the respondents are accepting the home
page banners and 20% of the respondents are accepting the NRI banners.
33
60
60
50
40
30
30 % of Respondents
20
8
10 2
0
Price of the Awareness of Response from Presentation of
product 99 acres the buyers the products
INFERENCE:
From the above table, it is inferred that, 60% of the respondents are aware about the 99
acres site and 30% of the respondents are known due to price factor.
34
TARGET CLIENTS
40
40
35
30
25 20 20
20 15 % of Respondents
15
10 5
5
0
Upper class Upper Middle class Lower Lower class
middle class middle class
INFERENCE:
From the above table, it is inferred that 40% of the respondents targeted on middle class,
20% of the respondents over the upper middle and lower middle class.
35
15
10
10
5
0
media Newspaper Online
INFERENCE:
From the above table, it is inferred that 40% of the respondents are selling property
through online and 30% of the respondents are selling through television.
36
INFERENCE:
From the above table, that it is inferred 40% of the respondents are preferring
advertisements through 99 acres and 20% of the respondents prefer just dial.
37
S.
No. Options No of Respondents % of Respondents
1 Courtesy of Sales executives 5 5
2 Website popularity 20 20
Presentation of Listings and
3 banners 40 40
4 Easy accessible 10 10
5 Pricing 5 5
6 Response from buyers 20 20
Total 100 100
INFERENCE:
From the above table, it is inferred that 40 % of the respondents prefer due to
presentation of listing and 20% of the respondents prefer response from buyers.
38
INFERENCE:
From the above table, it is inferred that 40% of the respondents are known from the word
of mouth and 30% of the respondents are known from media.
39
50
50
45
40
35
30
25 20 20 % of Respondents
20
15 10
10
5
0
Television Radio Newspaper Online
INFERENCE:
From the above table, it is inferred that 50% of the respondents are getting exposed
through online and 20% of the respondents are getting through television and newspaper.
40
INFERENCE:
From the above table, it is inferred that40% of the respondents are viewing sports
channels and 25% of the respondents are viewing news channels.
41
INFERENCE:
From the above table, it is inferred that 40% of the respondents are looking for very good
packages and 25% of the respondents are looking for free trials and good after service.
42
INFERENCE:
From the above table, it is inferred that 45% of the respondents are accepting they will
respond and 40% of the respondents are interested in knowing.
43
30
25
20 16 % of Respondents
15 10
10
5 2
0
1 2 3 4 5
INFERENCE:
From the above table, it is inferred that 40% of the respondents prefer
the 4th scale and 32 % of the respondents prefer the 3rd scale.
44
35
30
30
25
20
20 % of Respondents
15
10
10
5
0
0
Very good Good Average Bad Very bad
INFERENCE:
From the above table, it is inferred that 40% of the respondents are having average idea
of previous advertisements and 30% of the respondents are accepting well.
45
45
45 40
40
35
30
25 % of Respondents
20 15
15
10
5
0
Sportsperson Film star Model
INFERENCE:
From the above table, it is inferred that 45% of the respondents are
suggesting sports person and 40% of the respondents are suggesting the film star to promote the
site.
46
INFERENCE:
From the above table, it is inferred that 40% of the respondents are done through
internet research and 30% of the respondents are done through telecalling.
47
34
YES
NO
66
INFERENCE:
From the above table, it is inferred that 66% of the respondents are
comfortable with the telecalling enquiries,44% of the respondents are not comfortable.
48
1 YES 72 72
2 NO 28 28
72
80
70
60
50
% of Respondents
40 28
30
20
10
0
YES NO
INFERENCE:
From the above table, it is inferred that 72% of the respondents are
comfortable during the physical cold calling and 28 % of the respondents are not comfortable.
49
1 YES 25 25
2 NO 75 75
25
YES
NO
75
INFERENCE:
From the above table, it is inferred that 75% of the respondents are not aware about how
many websites given by them, 25% of the respondents are aware about it.
50
Descriptive Statistics
Correlations
feeling of
salesperson
while
expectations demonstrate the
from dealers products
expectations from dealers Pearson Correlation 1 .851**
Sig. (2-tailed) .000
Sum of Squares and Cross- 122.750 86.750
products
Covariance 1.240 .876
51
N 100 100
feeling of salesperson while Pearson Correlation .851** 1
demonstrate the products Sig. (2-tailed) .000
Sum of Squares and Cross- 86.750 84.750
products
Covariance .876 .856
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
INFERENCE:
Since r is positive, there is positive relationship between expectations from dealers and
feeling of salesperson while demonstrate the products.
.
Chi-Square Tests
Descriptives
Occupation
95% Confidence Interval for Between-
Std. Std. Mean Component
Deviation Error Lower Bound Upper Bound Variance
Model Fixed Effects .503 .050 2.22 2.42
Random .659 .22 4.42 1.439
Effects
55
ANOVA
occupation
Total 125.760 99
Multiple Comparisons
Dependent Variable:occupation
95% Confidence
Mean Interval
(I) targeted (J) targeted Difference Std. Lower Upper
clients clients (I-J) Error Sig. Bound Bound
LSD Upper class Upper middle -.667* .184 .000 -1.03 -.30
class
middle class -1.200* .178 .000 -1.55 -.85
Lower middle -3.200* .195 .000 -3.59 -2.81
class
Upper middle Upper class .667* .184 .000 .30 1.03
class middle class -.533* .121 .000 -.77 -.29
Lower middle -2.533* .145 .000 -2.82 -2.25
class
middle class Upper class 1.200* .178 .000 .85 1.55
Upper middle .533* .121 .000 .29 .77
class
Lower middle -2.000* .138 .000 -2.27 -1.73
class
56
INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we
reject the null hypothesis and conclude that there is significance difference between occupation
and their targeted clients
58
CHAPTER III
59
3.3 CONCLUSION
By this study, I focused on some strategies which are very important for a company
whose products are running in the market. By the research I found that the product line and the
product price are very crucial point of a company. Because customers always compare the
products of a company with their competitors on the basis of feasible price and products
available in the product line. The point which marketers always keep in mind is what to sell, to
whom to sell and pricing policy.
So at the end, I just want to share my views that while introducing the product in the
market or if marketers want to increase the sales of the present products, he always try to find the
demand projection in the market and find the competitors products line and competitors price
and do a proper analysis and then set the price. Therefore the clients are satisfied with the
products delivered by the 99 acres.
61
ANNEXURE I
REFERENCES
[1] Philip R. Cateora, John Graham, Hardcover. International Marketing with PowerWeb
[2] Michael R. Czinkota, Illka A. Ronkainen, Hardcove International Marketing.
[3] Tim Andrews Building Brands in Asia: From the Inside Out (1st Edition)
[4] New Challenges to International Marketing, 2009.
[5] ICFAI Books.
WEBSITES :
www.managementparadise.com
www.99acres.com
www.wikipedia.com
www.google.com
62
ANNEXURE II
QUESTIONNAIRE
This questionnaire is a part of a study for a Master of Business Administration at SRI KRISHNA
COLLEGE OF ENGINEERING AND TECHNOLOGY, affiliated to Anna University. The
objective of the research is to find the best sales strategy of 99acres.com
Personal Data
2. Gender male
Male Female
3. Age below 25
Below 25 36 – 45 years old Above 55 years old
25 – 35 years old 46 – 55 years old
4. Nationality
5. Occupation Student
Student Others ( )
63
5. With respect to the competitors of 99acres.com, how would you rate ourselves on a scale of
1-5 with 5 being the highest.
Nri banners
Home page banners
City page banners
Search page banners
7. How important do you feel that the following factors play a major role in demand generation
on a scale of 1-5
Factors Rating
Price of the product
Awareness of 99acres.com
Response from the buyers
Presentation of the products
9. Which of the following type of media do you use for advertising your property?
Television
Radio
Newspaper
Online
65
16. How do you feel when an unknown salesperson approaches you by knowing your full details
to demonstrate our product?
I will respond
Lost my privacy
Interested in knowing
Refuse to assist
17. What is your opinion of a brand ambassador of 99acres.com on a scale of 1-5 with 5 being
the highest.
Bad
Very bad
19. Who do you suggest is the right person to promote 99acres?
Sportsperson
Filmstar
Model
20. Which strategy is best suited for getting a lot of leads?
Telecalling
Physical cold calling
Internet research
Incoming leads
21. During telecalling, are you comfortable when a person approaches you knowing your
complete details of yourself and your business?
Yes
No
22. During physical cold calling, are u comfortable when a person approaches you knowing your
complete details of yourself and your business?
Yes
No
23. Are you aware that your details are given in many websites
Yes
No