SUMMER TRAINING REPORT

ON
"MARKETING STRATEGY OF S. S. GRANDEUR
HOTEL"

Towards partial fulfillment of

Master of Business Administration (MBA)
from
Dr. A.P.J. Abdul Kalam Technical University
(Lucknow)

SUBMITTED TO: SUBMITTED BY:

Department of Management Studies

BANSAL INSTITUTE OF ENGINEERING AND
TECHNOLOGY LUCKNOW

1
 CERTIFICATE

This is to certify that the Research Report entitled "MARKETING

STRATEGY OF S. S. GRANDEUR HOTEL" in partial fulfillment of the

requirements for the award of the Degree of Master of Business

Administration is a record of original work done by ..............................

during the year 2018-19 of his / her study in the Department of Management

Studies, BANSAL INSTITUTE OF ENGINEERING &

TECHNOLOGY, Lucknow, under my supervision and the report has not

formed the basis for the award of any Degree/Fellowship or other similar

title to any candidate of any University.

Place: Lucknow – 226201

Date:

DECLARATION

2
I, ............... hereby declare that the Summer Training Report, entitled

"MARKETING STRATEGY OF S. S. GRANDEUR HOTEL"

submitted to the Bansal Institute of Engineering & Technology in

partial fulfillment of the requirements for the award of the Degree of Master

of Business Administration is a record of original training undergone by me

during the period June - July 2018 under the supervision and guidance of

Mr. ............................., Department of Management Studies, Bansal

Institute of Engineering & Technology, Lucknow and it has not formed the

basis for the award of any Degree/Fellowship or other similar title to any

candidate of any University.

Place: Lucknow Signature of the Student

Date:

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 ACKNOWLEDGEMENT

I am extremely thankful to our Faculty, Bansal Institute of Engineering &

Technology, Lucknow, for his invaluable support. I wish to express my

profound gratitude to my venerable Director, Bansal Institute of

Engineering & Technology for their kind permission to undergo project

work successfully.

I immensely thank our Head of the Department, Mr. ............................

Assistant Professor, for his valuable suggestions and guidance for the

completion of project work. I express my sincere thanks to my Project

Guide (Mr. .........................) for guiding me throughout the work. I thank

God Almighty for showering his perennial blessing on me for giving

me the courage to pursue this project work successfully.

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 EXECUTIVE SUMMARY

While working in the organization I was trained as a relationship personnel

being engaged into various jobs such as dealing with clients, answering

Consumer queries through telephonic conversations and providing them

knowledge about new schemes and converting them into our Consumers.

As my summer internship project I was given the topic on "MARKETING

STRATEGY OF S. S. GRANDEUR HOTEL" The project work was for

this research was conducted in Lucknow to study the Consumer satisfaction

level.

The research has been conducted to gather information from 100

respondents & a structured questionnaire will be used to collect the

information from the respondents. The data which was collected from them

will be analyzed and classified. It was found that though the S. S.

GRANDEUR Hotel has the highest market share it needs to improve on its

service quality and retail services.

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 TABLE OF CONTENT

.
1. Introduction

2. Company profile

3. Objective of the study

4. Scope of the study

5. Importance & use of the study

6. Research methodology

7. Data analysis and interpretation

8. Findings

9. Limitation

10. Conclusion and Suggestion

11. Annexure

12. Bibliography

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INTRODUCTION

7
 INTRODUCTION

Marketing strategy

Marketing strategy is the goal of increasing sales and achieving a

sustainable competitive advantage. Marketing strategy includes all basic and

long-term activities in the field of marketing that deal with the analysis of

the strategic initial situation of a company and the formulation, evaluation

and selection of market-oriented strategies and therefore contribute to the

goals of the company and its marketing objectives.

Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of marketing

plans designed to fill market needs and reach marketing objectives. Plans

and objectives are generally tested for measurable results. Commonly,

marketing strategies are developed as multi-year plans, with a tactical plan

detailing specific actions to be accomplished in the current year. Time

horizons covered by the marketing plan vary by company, by industry, and

by nation, however, time horizons are becoming shorter as the speed of

change in the environment increases. Marketing strategies are dynamic and

interactive. They are partially planned and partially unplanned. See strategy

dynamics. Marketing strategy needs to take a long-term view, and tools such

8
as Cansumer lifetime value models can be very powerful in helping to

simulate the effects of strategy on acquisition, revenue per Cansumer

and churn rate.

Marketing strategy involves careful and precise scanning of the internal and

external environments. Internal environmental factors include the marketing

mix and marketing mix modeling, plus performance analysis and strategic

constraints. External environmental factors include Cansumer

analysis, competitor analysis, target market analysis, as well as evaluation of

any elements of the technological, economic, cultural or political/legal

environment likely to impact success. A key component of marketing

strategy is often to keep marketing in line with a company's

overarching mission statement.

Once a thorough environmental scan is complete, a strategic plan can be

constructed to identify business alternatives, establish challenging goals,

determine the optimal marketing mix to attain these goals, and detail

implementation. A final step in developing a marketing strategy is to create

a plan to monitor progress and a set of contingencies if problems arise in the

implementation of the plan.

Marketing Mix Modeling is often used to help determine the optimal

marketing budget and how to allocate across the marketing mix to achieve
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these strategic goals. Moreover, such models can help allocate spend across

a portfolio of brands and manage brands to create value.

Diversity of Strategies

Marketing strategies may differ depending on the unique situation of the

individual business. However, there are a number of ways of categorizing

some generic strategies. A brief description of the most common

categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are

classified based on their market share or dominance of an industry.

Typically there are four types of market dominance strategies:

 Leader

 Challenger

 Follower

 Nicher

According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of

the Concept to the Development of a Conceptual Framework". Journal of

Historical Research in Marketing., there is a framework for marketing

strategies.

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 Market introduction strategies

"At introduction, the marketing strategist has two principle strategies to

choose from: penetration or niche" (47).

 Market growth strategies

"In the early growth stage, the marketing manager may choose from two

additional strategic alternatives: segment expansion (Smith, Ansoff) or brand

expansion (Borden, Ansoff, Kerin and Peterson, 1978)" (48).

 Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early

maturity, it is common to employ a maintenance strategy (BCG), where the

firm maintains or holds a stable marketing mix" (48).

 Market decline strategies

At some point the decline in sales approaches and then begins to exceed

costs. And not just accounting costs, there are hidden costs as well; as Kotler

(1965, p. 109) observed: 'No financial accounting can adequately convey all

the hidden costs.' At some point, with declining sales and rising costs, a

harvesting strategy becomes unprofitable and a divesting strategy necessary"

(49).

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Early marketing strategy concepts

 Borden's "marketing mix"

"In his classic Harvard Business Review (HBR) article of the marketing mix,

Borden (1964) credits James Culliton in 1948 with describing the marketing

executive as a 'decider' and a 'mixer of ingredients.' This led Borden, in the

early 1950s, to the insight that what this mixer of ingredients was deciding

upon was a 'marketing mix'".

 Smith's "differentiation and segmentation strategies"

"In product differentiation, according to Smith (1956, p. 5), a firm tries

'bending the will of demand to the will of supply.' That is, distinguishing or

differentiating some aspect(s) of its marketing mix from those of

competitors, in a mass market or large segment, where Cansumer

preferences are relatively homogeneous (or heterogeneity is ignored, Hunt,

2011, p. 80), in an attempt to shift its aggregate demand curve to the left

(greater quantity sold for a given price) and make it more inelastic (less

amenable to substitutes). With segmentation, a firm recognizes that it faces

multiple demand curves, because Cansumer preferences are heterogeneous,

and focuses on serving one or more specific target segments within the

overall market" (35).

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 Dean's "skimming and penetration strategies"

"With skimming, a firm introduces a product with a high price and after

milking the least price sensitive segment, gradually reduces price, in a

stepwise fashion, tapping effective demand at each price level. With

penetration pricing a firm continues its initial low price from introduction to

rapidly capture sales and market share, but with lower profit margins than

skimming".

 Forrester's "product life cycle (PLC)"

"The PLC does not offer marketing strategies, per se; rather it provides an

overarching framework from which to choose among various strategic

alternatives".

Corporate strategy concepts

 Andrews' "SWOT analysis"

"Although widely used in marketing strategy , SWOT (also known as

TOWS) Analysis originated in corporate strategy. The SWOT concept, if not

the acronym, is the work of Kenneth R. Andrews who is credited with

writing the text portion of the classic: Business Policy: Text and Cases

(Learned et al., 1965)" (41).

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 Ansoff's "growth strategies"

"The most well-known, and least often attributed, aspect of Igor Ansoff's

Growth Strategies in the marketing literature is the term 'product-market.'

The product-market concept results from Ansoff juxtaposing new and

existing products with new and existing markets in a two by two matrix"

(41-42).

Porter's "generic strategies"

Porter generic strategies – strategy on the dimensions of strategic scope

and strategic strength. Strategic scope refers to the market penetration while

strategic strength refers to the firm's sustainable competitive advantage. The

generic strategy framework (porter 1984) comprises two alternatives each

with two alternative scopes. These are Differentiation andlow-cost

leadership each with a dimension of Focus-broad or narrow.

 Product differentiation

 Cost leadership

 Market segmentation

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Innovation strategies

Innovation strategies deal with the firm's rate of the new product

development and business model innovation. It asks whether the company is

on the cutting edge of technology and business innovation. There are three

types:

 Pioneers

 Close followers

 Late followers

Growth strategies

In this scheme we ask the question, "How should the firm grow?". There are

a number of different ways of answering that question, but the most common

gives four answers:

 Horizontal integration

 Vertical integration

 Diversification

 Intensification

These ways of growth are termed as organic growth. Horizontal growth is

whereby a firm grows towards acquiring other businesses that are in the

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same line of business for example a clothing retail outlet acquiring a food

outlet. The two are in the retail establishments and their integration lead to

expansion. Vertical integration can be forward or backward. Forward

integration is whereby a firm grows towards its Cansumers for example a

food manufacturing firm acquiring a food outlet. Backward integration is

whereby a firm grows towards its source of supply for example a food outlet

acquiring a food manufacturing outlet.

Raymond Miles' Strategy Categories

In 2003, Raymond Miles proposed a more detailed scheme using the

categories:Miles, Raymond (2003). Organizational Strategy, Structure, and

Process. Stanford: Stanford University Press. ISBN 0-8047-4840-3.

 Prospector

 Analyzer

 Defender

 Reactor

 Marketing warfare strategies – This scheme draws parallels between

marketing strategies and military strategies.

BCG's "growth-share portfolio matrix" "Based on his work with experience

curves (that also provides the rationale for Porter's low cost leadership

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strategy), the growth-share matrix was originally created by Bruce D.

Henderson, CEO of the Boston Consulting Group (BCG) in 1968 (according

to BCG history). Throughout the 1970s, Henderson expanded upon the

concept in a series of short (one to three page) articles in the BCG newsletter

titled Perspectives (Henderson, 1970, 1972, 1973, 1976a, b). Tremendously

popular among large multi-product firms, the BCG portfolio matrix was

popularized in the marketing literature by Day (1977)" (45).

Strategic models

Marketing participants often employ strategic models and tools to analyze

marketing decisions. When beginning a strategic analysis, the 3C's

model can be employed to get a broad understanding of the strategic

environment. An Ansoff Matrix is also often used to convey an

organization's strategic positioning of their marketing mix. The 4Ps can then

be utilized to form a marketing plan to pursue a defined strategy. Marketing

Mix Modeling is often used to simulate different strategic flexing go the

4Ps. Cansumer lifetime value models can help simulate long-term effects of

changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn

rate, and profitability of changes to pricing. However, 4Ps have been

expanded to 7 or 8Ps to address the different nature of services.

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There are many companies, especially those in the consumer package goods

(CPG) market, that adopt the theory of running their business centered

around consumer, shopper and retailer needs. Their marketing departments

spend quality time looking for "growth opportunities" in their categories by

identifying relevant insights (both mindsets and behaviors) on their target

consumers, shoppers and retail partners. These growth opportunities emerge

from changes in market trends, segment dynamics changing and also internal

brand or operational business challenges. The marketing team can then

prioritize these growth opportunities and begin to develop strategies to

exploit the opportunities that could include new or adapted products,

services as well as changes to the 7Ps.

Real-life marketing

Real-life marketing primarily revolves around the application of a great deal

of common-sense; dealing with a limited number of factors, in an

environment of imperfect information and limited resources complicated by

uncertainty and tight timescales. Use of classical marketing techniques, in

these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes

and the rational development process may be used (if at all) to screen out the

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worst non-runners. The design of the advertising, and the packaging, will be

the output of the creative minds employed; which management will then

screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to

analyze and handle the complex, and unique, situations being faced; without

easy reference to theory. This will often be 'flying by the seat of the pants',

or 'gut-reaction'; where the overall strategy, coupled with the knowledge of

the Cansumer which has been absorbed almost by a process of osmosis, will

determine the quality of the marketing employed. This, almost instinctive

management, is what is sometimes called 'coarse marketing'; to distinguish it

from the refined, aesthetically pleasing, form favored by the theorists.

An organization's strategy combines all of its marketing goals into one

comprehensive plan. A good marketing strategy should be drawn from

market research and focus on the right product mix in order to achieve the

maximum profit potential and sustain the business. The marketing strategy

is the foundation of a marketing plan.

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Marketing planning

A marketing plan may be part of an overall business plan. Solid marketing

strategy is the foundation of a well-written marketing plan. While a

marketing plan contains a list of actions, a marketing plan without a sound

strategic foundation is of little use.

The marketing planning Definition and example

A marketing plan is a comprehensive blueprint which outlines an

organization's overall marketing efforts. A marketing process can be realized

by the marketing mix, which is outlined in step 4. The last step in the

process is the marketing controlling.

The marketing plan can function from two points: strategy and tactics (P.

Kotler, K.L. Keller). In most organizations, "strategic planning" is an annual

process, typically covering just the year ahead. Occasionally, a few

organizations may look at a practical plan which stretches three or more

years ahead.

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Marketing planning aims and objectives

Behind the corporate objectives, which in themselves offer the main context

for the marketing plan, will lie the "corporate mission," in turn provides the

context for these corporate objectives. In a sales-oriented organization, the

marketing planning function designs incentive pay plans to not only

motivate and reward frontline staff fairly but also to align marketing

activities with corporate mission. The marketing plan basically aims to make

the business provide the solution with the awareness with the expected

Cansumers.

This "corporate mission" can be thought of as a definition of what the

organization is, or what it does: "Our business is ...". This definition should

not be too narrow, or it will constrict the development of the organization; a

too rigorous concentration on the view that "We are in the business of

making meat-scales," as IBM was during the early 1900s, might have

limited its subsequent development into other areas. On the other hand, it

should not be too wide or it will become meaningless; "We want to make a

profit" is not too helpful in developing specific plans.

Abell suggested that the definition should cover three dimensions:

"Cansumer groups" to be served, "Cansumer needs" to be served, and

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"technologies" to be used.[1] Thus, the definition of IBM's "corporate

mission" in the 1940s might well have been: "We are in the business of

handling accounting information [Cansumer need] for the larger US

organizations [Cansumer group] by means of punched cards [technology]."

Perhaps the most important factor in successful marketing is the "corporate

vision." Surprisingly, it is largely neglected by marketing textbooks,

although not by the popular exponents of corporate strategy — indeed, it

was perhaps the main theme of the book by Peters and Waterman, in the

form of their "Superordinate Goals." "In Search of Excellence" said:

"Nothing drives progress like the imagination. The idea precedes the

deed." [2] If the organization in general, and its chief executive in particular,

has a strong vision of where its future lies, then there is a good chance that

the organization will achieve a strong position in its markets (and attain that

future). This will be not least because its strategies will be consistent and

will be supported by its staff at all levels. In this context, all of IBM's

marketing activities were underpinned by its philosophy of "Cansumer

service," a vision originally promoted by the charismatic Watson dynasty.

The emphasis at this stage is on obtaining a complete and accurate picture.

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A "traditional" — albeit product-based — format for a "brand reference

book" (or, indeed, a "marketing facts book") was suggested by Godley more

than three decades ago:

1. Financial data—Facts for this section will come from management

accounting, costing and finance sections.

2. Product data—From production, research and development.

3. Sales and distribution data — Sales, packaging, distribution sections.

4. Advertising, sales promotion, merchandising data — Information

from these departments.

5. Market data and miscellany — From market research, who would in

most cases act as a source for this information. His sources of data,

however, assume the resources of a very large organization. In most

organizations they would be obtained from a much smaller set of

people (and not a few of them would be generated by the marketing

manager alone).

It is apparent that a marketing audit can be a complex process, but the aim is

simple: "it is only to identify those existing (external and internal) factors

which will have a significant impact on the future plans of the company." It

is clear that the basic material to be input to the marketing audit should be

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comprehensive.

Accordingly, the best approach is to accumulate this material continuously,

as and when it becomes available; since this avoids the otherwise heavy

workload involved in collecting it as part of the regular, typically annual,

planning process itself — when time is usually at a premium.

Even so, the first task of this annual process should be to check that the

material held in the current facts book or facts filesactually is comprehensive

and accurate, and can form a sound basis for the marketing audit itself.

The structure of the facts book will be designed to match the specific needs

of the organization, but one simple format — suggested by Malcolm

McDonald — may be applicable in many cases. This splits the material into

three groups:

1. Review of the marketing environment. A study of the organization's

markets, Cansumers, competitors and the overall economic, political,

cultural and technical environment; covering developing trends, as

well as the current situation.

2. Review of the detailed marketing activity. A study of the

company's marketing mix; in terms of the 7 Ps - (see below)

3. Review of the marketing system. A study of the marketing

organization, marketing research systems and the current marketing

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 objectives and strategies. The last of these is too frequently ignored.

The marketing system itself needs to be regularly questioned, because

the validity of the whole marketing plan is reliant upon the accuracy

of the input from this system, and `garbage in, garbage out' applies

with a vengeance.

 Portfolio planning. In addition, the coordinated planning of the

individual products and services can contribute towards the

balanced portfolio.

 80:20 rule. To achieve the maximum impact, the marketing plan

must be clear, concise and simple. It needs to concentrate on the

20 percent of products or services, and on the 20 percent of

Cansumers, that will account for 80 percent of the volume and 80

percent of the profit.

 7 Ps: Product, Place, Price and Promotion, Physical Environment,

People, Process. The 7 Ps can sometimes divert attention from the

Cansumer, but the framework they offer can be very useful in

building the action plans.

It is only at this stage (of deciding the marketing objectives) that the active

part of the marketing planning process begins. This next stage in marketing

planning is indeed the key to the whole marketing process.

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The "marketing objectives" state just where the company intends to be at

some specific time in the future.

James Quinn succinctly defined objectives in general as: Goals (or

objectives) state what is to be achieved and when results are to be

accomplished, but they do not state "how" the results are to be

achieved.[3] They typically relate to what products (or services) will be

where in what markets (and must be realistically based on Cansumer

behavior in those markets). They are essentially about the match between

those "products" and "markets." Objectives for pricing, distribution,

advertising and so on are at a lower level, and should not be confused with

marketing objectives. They are part of the marketing strategy needed to

achieve marketing objectives. To be most effective, objectives should be

capable of measurement and therefore "quantifiable." This measurement

may be in terms of sales volume, money value, market share, percentage

penetration of distribution outlets and so on. An example of such a

measurable marketing objective might be "to enter the market with product

Y and capture 10 percent of the market by value within one year." As it is

quantified it can, within limits, be unequivocally monitored, and corrective

action taken as necessary.

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The marketing objectives must usually be based, above all, on the

organization's financial objectives; converting these financial measurements

into the related marketing measurements. He went on to explain his view of

the role of "policies," with which strategy is most often confused: "Policies

are rules or guidelines that express the 'limits' within which action should

occur. "Simplifying somewhat, marketing strategies can be seen as the

means, or "game plan," by which marketing objectives will be achieved and,

in the framework that we have chosen to use, are generally concerned with

the 8 P's. Examples are:

1. Price — The amount of money needed to buy products

2. Product — The actual product

3. Promotion (advertising)- Getting the product known

4. Placement — Where the product is sold

5. People — Represent the business

6. Physical environment — The ambiance, mood, or tone of the

environment

7. Process — The Value-added services that differentiate the product

from the competition (e.g. after-sales service, warranties)

8. Packaging — How the product will be protected

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(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the

"secret" 5th P is Packaging, but which applies only to physical products, not

services usually, and mostly those sold to individual consumers)

In principle, these strategies describe how the objectives will be achieved.

The 7 Ps are a useful framework for deciding how the company's resources

will be manipulated (strategically) to achieve the objectives. However, they

are not the only framework, and may divert attention from the real issues.

The focus of the strategies must be the objectives to be achieved — not the

process of planning itself. Only if it fits the needs of these objectives should

you choose, as we have done, to use the framework of the 7 Ps.

The strategy statement can take the form of a purely verbal description of the

strategic options which have been chosen. Alternatively, and perhaps more

positively, it might include a structured list of the major options chosen.

One aspect of strategy which is often overlooked is that of "timing." Exactly

when it is the best time for each element of the strategy to be implemented is

often critical. Taking the right action at the wrong time can sometimes be

almost as bad as taking the wrong action at the right time. Timing is,

therefore, an essential part of any plan; and should normally appear as a

schedule of planned activities.Having completed this crucial stage of the

planning process, to re-check the feasibility of objectives and strategies in

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terms of the market share, sales, costs, profits and so on which these demand

in practice. As in the rest of the marketing discipline, employ judgment,

experience, market research or anything else which helps for conclusions to

be seen from all possible angles.

Detailed plans and programs

At this stage, overall marketing strategies will need to be developed into

detailed plans and program. Although these detailed plans may cover each of

the 7 Ps (marketing mix), the focus will vary, depending upon the

organization's specific strategies. A product-oriented company will focus its

plans for the 7 Ps around each of its products. A market or geographically

oriented company will concentrate on each market or geographical area.

Each will base its plans upon the detailed needs of its Cansumers, and on the

strategies chosen to satisfy these needs. Brochures and Websites are used

effectively.

Again, the most important element is, the detailed plans, which spell out

exactly what programs and individual activities will carry at the period of

the plan (usually over the next year). Without these activities the plan cannot

be monitored. These plans must therefore be:

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 Clear - They should be an unambiguous statement of 'exactly' what is to

be done.

 Quantified - The predicted outcome of each activity should be, as far as

possible, quantified, so that its performance can be monitored.

 Focused - The temptation to proliferate activities beyond the numbers

which can be realistically controlled should be avoided. The 80:20

Rule applies in this context to.

 Realistic - They should be achievable.

 Agreed - Those who are to implement them should be committed to

them, and agree that they are achievable. The resulting plans should

become a working document which will guide the campaigns taking

place throughout the organization over the period of the plan. If the

marketing plan is to work, every exception to it (throughout the year)

must be questioned; and the lessons learnt, to be incorporated in the next

year's .

Content of the marketing plan

A marketing plan for a small business typically includes Small Business

Administration Description of competitors, including the level of demand

for the product or service and the strengths and weaknesses of competitors

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1. Description of the product or service, including special features

2. Marketing budget, including the advertising and promotional plan

3. Description of the business location, including advantages and

disadvantages for marketing

4. Pricing strategy

5. Market Segmentation

1. Current Situation - Market Analysis

 market definition

 market size

 market segmentation

 industry structure and strategic groupings

 Porter 5 forces analysis

 competition and market share

 competitors' strengths and weaknesses

 market trends

2. Current Situation - Consumer Analysis

 nature of the buying decision

 participants

 demographics

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  psychographics

 buyer motivation and expectations

 loyalty segments

3. Current Situation - Internal

 company resources

 financial

 people

 time

 skills

 objectives

 mission statement and vision statement

 corporate objectives

 financial objective

 marketing objectives

 long term objectives

 description of the basic business philosophy

 corporate culture

4. Summary of Situation Analysis

 external threats

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  external opportunities

 internal strengths

 internal weaknesses

 Critical success factors in the industry

 our sustainable competitive advantage

5. Marketing Research

 information requirements

 research methodology

 research results

6. Marketing Strategy - Product

 Unique selling proposition (USP)

 product mix

 product strengths and weaknesses

 perceptual mapping

 product life cycle management and new product development

 Brand name, brand image, and brand equity

 the augmented product

 product portfolio analysis

 B.C.G. Analysis

33
  contribution margin analysis

 G.E. Multi Factoral analysis

 Quality Function Deployment

7. Marketing Strategy - segmented marketing actions and market

share objectives

 by product

 by Cansumer segment

 by geographical market

 by distribution channel

8. Marketing Strategy - Price

 pricing objectives

 pricing method (e.g.: cost plus, demand based, or competitor

indexing)

 pricing strategy (e.g.: skimming, or penetration)

 discounts and allowances

 price elasticity and Cansumer sensitivity

 price zoning

 break even analysis at various prices

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9. Marketing Strategy - Promotion

 promotional goals

 promotional mix

 advertising reach, frequency, flights, theme, and media

 sales force requirements, techniques, and management

 sales promotion

 publicity and public relations

 electronic promotion (e.g.: web, or telephone)

 word of mouth marketing (buzz)

 viral marketing

10.Marketing Strategy - Distribution

 geographical coverage

 distribution channels

 physical distribution and logistics

 electronic distribution

11.Implementation

 personnel requirements

 assign responsibilities

 give incentives

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  training on selling methods

 financial requirements

 management information systems requirements

 month-by-month agenda

 Gantt chart using PERT or critical path analysis systems

 monitoring results and benchmarks

 adjustment mechanism

 contingencies (what ifs)

12.Financial Summary

 assumptions

 pro-forma monthly income statement

 contribution margin analysis

 breakeven analysis

 Monte Carlo method

 ISI: Internet Strategic Intelligence

13.Scenarios

 prediction of future scenarios

 plan of action for each scenario

14.Controls

36
  Performance indicator

 provide feedback mechanisms

15.Appendix

 pictures and specifications of the new product

 results from research already completed

Measurement of progress

The final stage of any marketing planning process is to establish targets (or

standards) so that progress can be monitored. Accordingly, it is important to

put both quantities and timescales into the marketing objectives (for

example, to capture 20 percent by value of the market within two years) and

into the corresponding strategies.

Changes in the environment mean that the forecasts often have to be

changed. Along with these, the related plans may well also need to be

changed. Continuous monitoring of performance, against predetermined

targets, represents a most important aspect of this. However, perhaps even

more important is the enforced discipline of a regular formal review. Again,

as with forecasts, in many cases the best (most realistic) planning cycle will

revolve around a quarterly review. Best of all, at least in terms of the

quantifiable aspects of the plans, if not the wealth of backing detail, is

37
probably a quarterly rolling review — planning one full year ahead each

new quarter. Of course, this does absorb more planning resource; but it also

ensures that the plans embody the latest information, and — with attention

focused on them so regularly — forces both the plans and their

implementation to be realistic.

Plans only have validity if they are actually used to control the progress of a

company: their success lies in their implementation, not in the writing'.

Performance analysis

The most important elements of marketing performance, which are normally

tracked, are:

Sales analysis

Most organizations track their sales results; or, in non-profit organizations

for example, the number of clients. The more sophisticated track them in

terms of 'sales variance' - the deviation from the target figures — which

allows a more immediate picture of deviations to become evident.

`Micro-analysis', which is simply the normal management process of

investigating detailed problems, then investigates the individual elements

(individual products, sales territories, Cansumers and so on) which are

failing to meet targets

38
Market share analysis

Few organizations track market share though it is often an important metric.

Though absolute sales might grow in an expanding market, a firm's share of

the market can decrease which bodes ill for future sales when the market

starts to drop. Where such market share is tracked, there may be a number of

aspects which will be followed:

 overall market share

 segment share — that in the specific, targeted segment

 relative share

Expense analysis

The key ratio to watch in this area is usually the `marketing expense to sales

ratio'; although this may be broken down into other elements (advertising to

sales, sales administration to sales, and so on).

Financial analysis

The "bottom line" of marketing activities should at least in theory, be the net

profit (for all except non-profit organizations, where the comparable

emphasis may be on remaining within budgeted costs). There are a number

of separate performance figures and key ratios which need to be tracked:

39
 gross contribution<>net profit

 gross profit<>return on investment

 net contribution<>profit on sales

There can be considerable benefit in comparing these figures with those

achieved by other organizations (especially those in the same industry);

using, for instance, the figures which can be obtained (in the UK) from `The

Centre for Interfirm Comparison'. The most sophisticated use of this

approach, however, is typically by those making use of PIMS (Profit Impact

of Management Strategies), initiated by the General Electric Company and

then developed by Harvard Business School, but now run by the Strategic

Planning Institute.

The above performance analyses concentrate on the quantitative measures

which are directly related to short-term performance. But there are a number

of indirect measures, essentially tracking Cansumer attitudes, which can also

indicate the organization's performance in terms of its longer-term marketing

strengths and may accordingly be even more important indicators. Some

useful measures are:

 market research — including Cansumer panels (which are used to track

changes over time)

40
 lost business — the orders which were lost because, for example, the

stock was not available or the product did not meet the Cansumer's exact

requirements

 Cansumer complaints — how many Cansumers complain about the

products or services, or the organization itself, and about what

Use of marketing plans

A formal, written marketing plan is essential; in that it provides an

unambiguous reference point for activities throughout the planning period.

However, perhaps the most important benefit of these plans is the planning

process itself. This typically offers a unique opportunity, a forum, for

information-rich and productively focused discussions between the various

managers involved. The plan, together with the associated discussions, then

provides an agreed context for their subsequent management activities, even

for those not described in the plan itself. Additionally, marketing plans are

included in business plans, offering data showing investors how the

company will grow and most importantly, how they will get a return on

investment.

41
Budgets as managerial tools

The classic quantification of a marketing plan appears in the form of

budgets. Because these are so rigorously quantified, they are particularly

important. They should, thus, represent an unequivocal projection of actions

and expected results. What is more, they should be capable of being

monitored accurately; and, indeed, performance against budget is the main

(regular) management review process.

The purpose of a marketing budget is, thus, to pull together all the revenues

and costs involved in marketing into one comprehensive document. It is a

managerial tool that balances what is needed to be spent against what can be

afforded, and helps make choices about priorities. It is then used in

monitoring performance in practice.

The marketing budget is usually the most powerful tool by which you think

through the relationship between desired results and available means. Its

starting point should be the marketing strategies and plans, which have

already been formulated in the marketing plan itself; although, in practice,

the two will run in parallel and will interact. At the very least, the rigorous,

highly quantified, budgets may cause a rethink of some of the more

optimistic elements of the plans

42
CUSTOMER SATISFACTION

43
 CUSTOMER SATISFACTION

What is Customer Satisfaction ?

Business always starts and closes with customers and hence the customers

must be treated as the King of the market. All the business enhancements,

profit, status, image etc of the organization depends on customers. Hence it

is important for all the organizations to meet all the customers’ expectations

and identify that they are satisfied customer.

Customer satisfaction is the measure of how the needs and responses are

collaborated and delivered to excel customer expectation. It can only be

attained if the customer has an overall good relationship with the supplier. In

today’s competitive business marketplace, customer satisfaction is an

important performance exponent and basic differentiator of business

strategies. Hence, the more is customer satisfaction; more is the business and

the bonding with customer.

Customer satisfaction is a part of customer’s experience that exposes a

supplier’s behavior on customer’s expectation. It also depends on how

efficiently it is managed and how promptly services are provided. This

satisfaction could be related to various business aspects like marketing,

44
product manufacturing, engineering, quality of products and services,

responses customer’s problems and queries, completion of project, post

delivery services, complaint management etc.

Customer satisfaction is the overall essence of the impression about the

supplier by the customers. This impression which a customer makes

regarding supplier is the sum total of all the process he goes through, right

from communicating supplier before doing any marketing to post delivery

options and services and managing queries or complaints post delivery.

During this process the customer comes across working environment of

various departments and the type of strategies involved in the organization.

This helps the customer to make strong opinion about the supplier which

finally results in satisfaction or dissatisfaction.

Customer’s perception on supplier helps the customer choose among the

supplier on basis of money value and how well the delivered products suit

all the requirements. The supplier’s services never diminishes after the

delivery as customer seeks high values post marketing services which could

help them use and customize the delivered product more efficiently. If he is

satisfied with the post marketing services then there are good chances for

45
supplier to retain the customers to enhance repeated purchases and make

good business profits.

It is necessarily required for an organization to interact and communicate

with customers on a regular basis to increase customer satisfaction. In these

interactions and communications it is required to learn and determine all

individual customer needs and respond accordingly. Even if the products are

identical in competing markets, satisfaction provides high retention rates.

For example, shoppers and retailers are engaged with frequent shopping and

credit cards to gain customer satisfaction, many high end retailers also

provide membership cards and discount benefits on those cards so that the

customer remain loyal to them.

Higher the satisfaction level, higher is the sentimental attachment of

customers with the specific brand of product and also with the supplier. This

helps in making a strong and healthy customer-supplier bonding. This

bonding forces the customer to be tied up with that particular supplier and

chances of defection very less. Hence customer satisfaction is very important

panorama that every supplier should focus on to establish a renounced

position in the global market and enhance business and profit.Customer

satisfaction, a term frequently used in marketing, is a measure of how

46
products and services supplied by a company meet or surpass customer

expectation. Customer satisfaction is defined as "the number of customers,

or percentage of total customers, whose reported experience with a firm, its

products, or its services (ratings) exceeds specified satisfaction goals."

It is seen as a key performance indicator within business and is often part of

a Balanced Scorecard. In a competitive marketplace where businesses

compete for customers, customer satisfaction is seen as a key differentiator

and increasingly has become a key element of business strategy.

"Within organizations, customer satisfaction ratings can have powerful

effects. They focus employees on the importance of fulfilling customers‘

expectations. Furthermore, when these ratings dip, they warn of problems

that can affect sales and profitability.

These metrics quantify an important dynamic. When a brand has loyal

customers, it gains positive word-of-mouth marketing, which is both free

and highly effective."

Therefore, it is essential for businesses to effectively manage customer

satisfaction. To be able do this, firms need reliable and representative

measures of satisfaction.

47
"In researching satisfaction, firms generally ask customers whether their

product or service has met or exceeded expectations. Thus, expectations are

a key factor behind satisfaction. When customers have high expectations and

the reality falls short, they will be disappointed and will likely rate their

experience as less than satisfying.

Measuring Customer Satisfaction

For improving customer satisfaction it is essential for the supplier to

measure it. It is purely believed that if anything is not measurable then it is

not authentic. Customers are the most important asset for any organization

as they are only responsible to drives the business. Measuring customer

satisfaction helps in identifying specific customer information which is

needed to run business smoothly. Following are the information and details

that could be generated after measuring customers’ satisfaction:

Business Related: Measuring customer satisfaction helps an organization to

identify the efficiency of its business strategies and marketing tactics and

encompasses if the organization is customer focused or not. It also provides

analyzed details on how many numbers of customers have defected, how

much loss the business has incurred and up to what extent the profit is

decayed due to customer defect. A customer is usually dissatisfied when his

48
expectations are not met or the commitments from supplier are not fulfilled

reasonably and within the given time span. This becomes a serious issue for

the customers as the delay will obvious affect their image too. The customer

usually shares these problems and issues with other customers which hiders

the business of the supplier. Some of these unsatisfied customers launch

complaints but most of the other customers simply defect to other suppliers

without even informing which creates a big void in the business processes of

supplier because they did not get chance to analyze the reasons of customer

defection. Loss of customers is directly proportionate to loss of business and

profitability. If an organization is able to measure business related aspects of

customer satisfaction then they become capable to bridge the gaps between

them and customers to enhance more customer satisfaction among their peer

customers.

Customer Related: By measuring customer related aspects of customer

satisfaction following details can be entailed:

How many total numbers of customers have defected?

Specifically which customers have been defected?

Reason why they have defected and where exactly they have defected?

49
Measurement of customer satisfaction always helps a supplier to analyze

appropriate reasons of lost of customers and take measures to avoid this. It

also provides analyzed information about the business loss in the coming

future. This actually helps the supplier to be profitable because cost involved

in acquiring a customer is comparatively higher then the cost involved in

retaining an existing customer.

It also helps the supplier to identify the value of their products and services

according to the customers’ perception. If customer is dissatisfied with

products and services then there is a need for supplier to check the

performance and quality of the product and services so that other customers

could not complaint regarding the same.

It can also analyze the exact need and requirement of customer so that

measures are taken accordingly to satisfy each and every customer.

Suppliers Related: Following are the supplier’s specific information that

could be generated while measuring customer satisfaction:

It helps the supplier to conclude about his own image, strength and weak

points.

50
It helps the supplier to identify his area of perfection and competency so that

they flourish in monopoly of specific products and services.

It helps in encompassing the organization’s position according to the

benchmark possessed in the market by competitors.

The best way to improve customer satisfaction is to first measure it and then

apply methods to enhance it. It helps the supplier to always keep a check on

allover business processes by identifying strong and weak aspects and

creating strong bond with all their customers to enhance business.

Methods of Measuring Customer Satisfaction

Managing customers’ satisfaction efficiently is one the biggest challenge an

organization face. The tools or methods to measure customer satisfaction

needs to be defined sophisticatedly to fulfill the desired norms. There are

following methods to measure customer satisfaction:

Direct Methods: Directly contacting customers and getting their valuable

feedback is very important. Following are some of the ways by which

customers could be directly tabbed:

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Getting customer feedback through third party agencies.

Direct marketing, in-house call centers, complaint handling department

could be treated as first point of contact for getting customer feedback.

These feedbacks are compiled to analyze customers’ perception.

Getting customer feedback through face to face conversation or meeting.

Feedback through complaint or appreciation letter.

Direct customer feedback through surveys and questionnaires.

Organizations mostly employ external agencies to listen to their customers

and provide dedicated feedback to them. These feedbacks needs to be

sophisticated and in structured format so that conclusive results could be

fetched out. Face to face meetings and complaint or appreciation letter

engages immediate issues. The feedback received in this is not uniformed as

different types of customers are addressed with different domains of

questions. This hiders the analysis process to be performed accurately and

consistently. Hence the best way is to implement a proper survey which

consists of uniformed questionnaire to get customer feedback from well

segmented customers. The design of the prepared questionnaire is an

important aspect and should enclose all the essential factors of business. The

52
questions asked should be in a way that the customer is encouraged to

respond in a obvious way/. These feedback could received by the

organizations can be treated as one of the best way to measure customer

satisfaction.

Apart from the above methods there is another very popular direct method

which is surprise market visit. By this, information regarding different

segment of products and services provided to the customers could be

obtained in an efficient manner. It becomes easy for the supplier to know the

weak and strong aspects of products and services.

Indirect Method: The major drawback of direct methods is that it turns out to

be very costly and requires a lot of pre compiled preparations to implement.

For getting the valuable feedbacks the supplier totally depends on the

customer due to which they looses options and chances to take corrective

measure at correct time. Hence there are other following indirect methods of

getting feedback regarding customer satisfaction:

Customer Complaints: Customer’s complaints are the issues and problems

reported by the customer to supplier with regards to any specific product or

related service. These complaints can be classified under different segments

according to the severity and department. If the complaints under a

53
particular segment go high in a specific period of time then the performance

of the organization is degrading in that specific area or segment. But if the

complaints diminish in a specific period of time then that means the

organization is performing well and customer satisfaction level is also

higher.

Customer Loyalty: It is necessarily required for an organization to interact

and communicate with customers on a regular basis to increase customer

loyalty. In these interactions and communications it is required to learn and

determine all individual customer needs and respond accordingly. A

customer is said to be loyal if he revisits supplier on regular basis for

purchases. These loyal customers are the satisfied ones and hence they are

bounded with a relationship with the supplier. Hence by obtaining the

customer loyalty index, suppliers can indirectly measure customer

satisfaction.

Factors affecting Customer Satisfaction

Customer satisfaction is the overall impression of customer about the

supplier and the products and services delivered by the supplier. Following

are the important factors that could affect customer satisfaction:

54
  Departmentwise capability of the supplier.

 Technological and engineering or re-engineering aspects of products

and services.

 Type and quality of response provided by the supplier.

 Supplier’s capability to commit on deadlines and how efficiently they

are met.

 Customer service provided by the supplier.

 Complaint management.

 Cost, quality, performance and efficiency of the product.

 Supplier’s personal facets like etiquettes and friendliness.

 Supplier’s ability to manage whole customer life cycle.

Compatible and hassle free functions and operations.

The above factors could be widely classified under two categories i.e.

suppliers behavior and performance of product and services. The supplier’s

behavior mostly depends on the behavior of its senior subordinates,

managers and internal employees. All the functional activities like customer

response, direct product and maintenance services, complaint management

etc. are the factors that rely on how skillful and trained the internal and

human resources of the supplier are. The second category is regarding all the

55
products and services. This depends on the capability of supplier to how to

nurture the products and service efficiently and how skilled the employees

are. It’s all about how the skills are implemented to demonstrate

engineering, re-engineering and technological aspects of the products and

services. The quality and efficaciousness of the products is also an important

factor that enables compatible and hassle free functions and operations. This

bears to lower maintenance and higher life of the product which is highly

admired by the customers.

If the product is having some problem or compatibility issues and requires

frequent maintenance and support than the customers could get irritated and

possibilities of sudden divert is there which lead to supplier’s financial loss.

In the same way if the product is expecting huge amount of financial and

manual resources then customers could get a feeling of dissatisfaction and

worry. However, if these aspects are handled efficiently by giving class

services and dealing with complaints effectively then dissatisfied customers

could be converted into long time satisfied customers and retaining them

becomes easy.

56
It is practically impossible for the supplier to provide all the above explained

features. There are always some positive as well as negative features in

products and services which could lead to delight or irritate customers. The

final opinion is the sum of overall experiences which a customer percept.

But it is also true that more the positive aspects, the more the customer is

satisfied. Hence the aim of the supplier should be always to enhance these

positive feelings among all the customers to increase customer satisfaction.

The supplier must identify how to enhance these positive aspects to

maximum level by analyzing the customer’s data and information using

CRM system. The individual liking and disliking of customers differ from

customer to customer. It is hence required to target a customer and identify

individual requirement to make them satisfied.

Having discussed the above factors that affect customer satisfaction we can

say that higher the satisfaction level, higher is the sentimental attachment of

customers with the specific brand of product and also with the supplier. This

helps in making a strong and healthy customer-supplier bonding. This

bonding forces the customer to be tied up with that particular supplier and

chances of defection are very less. Hence customer satisfaction is very

important panorama that every supplier should focus on to establish a

renounced position in the global market and enhance business and profit.

57
Purpose:

A business ideally is continually seeking feedback to improve customer

satisfaction.

"Customer satisfaction provides a leading indicator of consumer purchase

intentions and loyalty." Customer satisfaction data are among the most

frequently collected indicators of market perceptions. Their principal used is

twofold."

"Within organizations, the collection, analysis and dissemination of these

data send a message about the importance of tending to customers and

ensuring that they have a positive experience with the company‘s goods and

services."

"Although sales or market share can indicate how well a firm is performing

currently, satisfaction is perhaps the best indicator of how likely it is that the

firm‘s customers will make further purchases in the future. Much research

has focused on the relationship between customer satisfaction and retention.

Studies indicate that the ramifications of satisfaction are most strongly

realized at the extremes." On a five-point scale, "individuals who rate their

satisfaction level as '5' are likely to become return customers and might even

58
evangelize for the firm. (A second important metric related to satisfaction is

willingness to recommend. This metric is defined as "The percentage of

surveyed

customers who indicate that they would recommend a brand to friends."

When a customer is satisfied with a product, he or she might recommend it

to friends, relatives and colleagues. This can be a powerful marketing

advantage.) "Individuals who rate their satisfaction level as '1,' by contrast,

are unlikely to return. Further, they can hurt the firm by making negative

comments about it to prospective customers. Willingness to recommend is a

key metric relating to customer satisfaction."

Customer Satisfaction is the buzzword used by the business people for the

success of organization in the present days. Due to increase in competition in

every product –line it becomes difficult for the companies to retain the

customers for longer period, so to retain the customers for longer period the

marketer has to do only one thing i.e. ―Satisfy the Customers‖.

This project is done to know the level of customer‘s satisfaction towards

Mahindra and Mahindra Automobiles. The impact of automobile industry on

the rest of the economy has been so pervasive and momentous. It plays a

59
vital role in helping the nation to produce higher- value goods and services

and in enhancing the skill and imposes tremendous demand for automobiles.

A lot of car manufacturing companies are facing cut throat competition in

the fields of technology and price.

MARKET

The term ‗market‘ originated from Latin word ‗macatus‘ having a verb

‗marcari‘ implying ‗merchandise‘ ‗ware‘ ‗traffic‘ or ‗a place where is

conducted‘.

In the broader sense, it is the whole of any region in which buyers and

sellers are brought into contact with one another and by means of which the

prices of the goods tend to be equalised easily and quickly.

DEFINITIONS

According to Philip Kotler:

―Marketing is the social process by which individuals and group obtain

what they need and want through creating and exchanging products and

value with others‖

60
According to American Marketing Association:

―Marketing is the activity, set of institutions, and processes for creating,

communicating, delivering and exchanging offerings that have value for

customers, clients, partners and society at large‖

According to the Chartered Institute of Marketing:

Marketing is ―The management process responsible for identifying,

anticipating and satisfying customer requirements profitably‖

According to University of Pennsylvania

―Marketing is the process of anticipating, managing and satisfying the

demand for products, services and ideas‖

MEANING OF MARKETING

Marketing is the process of communicating the value of a product or service

to customers. Marketing might sometimes be interpreted as the art of selling

products, but sales is only one part of marketing. As the term "Marketing"

may replace "Advertising‖ it is the overall strategy and function of

promoting a product or service to the customer.

61
FUNCTION OF MARKETING

 Buying and assembling

 Selling

 Transportation function of physical supply

 Storage

 Facilitating functions

 Financing

 Risking taking

 Standardization and grading

 Packing and packaging

NATURE OF MARKETING

 Marketing is consumer-oriented process

 Marketing is the guiding element of business

 Marketing is a goal-oriented process

 Marketing is a system

SCOPE OF MARKETING

Marketing is typically seen as the task of creating, promoting and delivering

the goods and services to consumers and business. Markets are skilled in

62
stimulating demand for a company‘s product, but this is too limited view of

task marketers performs. Just as production and logistics professionals are

responsible for demand management. Marketing managers seek to influence

the level, timing, and composition of demand to meet the organisation‘s

objectives.

Marketing people are involved in marketing 10 types of entities:-

Goods, Services, Experiences, Events, Persons, Place, Properties,

Organisation, Information and Ideas.

IMPORTANCE OF MARKETING

• Marketing helps in realization of objective for which

the organization has been setup.

• Marketing helps the enterprise to adapt to the changing conditions and

circumstances.

• Marketing provide guidance to the organization on the innovations to

be adopted, enabling it to face competition more squarely.

63
• Marketing ensures the economic growth of the enterprise which

results in growth and economic growth of the enterprise which results

on growth and economic development of the country.

• Marketing helps the community to satisfy their economic and social

needs and thus raise their standard of living.

• Marketing helps the enterprise in achieving the maximum efficiency,

productivity and profitability with the minimum of effort and cost.

WHAT DOES MARKETING INVOLVE?

Marketing requires co-ordination, planning, implementation of campaigns

and employees with the appropriate skills to ensure marketing success.

Marketing objectives, goals and targets have to be monitored and met,

competitor strategies analysed, anticipated and exceeded. Through effective

use of market and marketing research an organization should be able to

identify the needs and wants of the customer and try to deliver benefits that

will enhance or add to the customers lifestyle, while at the same time

ensuring that the satisfaction of these needs results in a healthy turnover for

the organization.

64
EVOLUTION OF MARKET

The term ―MARKET‖ is derived from the Latin word ‗Marat us‘ which

means merchandise, wares, traffic, trade or place of business.

Traditionally a ‗market‘ was a physical place where buyers and sellers

gathered to exchange goods. Economists now describe a market as a

collection of buyers and sellers who transact over a particular product or

product class.

Business people often use the term markets to cover various groupings of

customers. They talk about need markets, product markets, demography

markets and geographical markets.

MARKETING MANAGEMENT

Marketing management is the process of planning and executing the

conception, pricing, distribution of goods and services, and ideas to create

exchanges with target groups that satisfy customers and organisation

objectives.

65
OBJECTIVES OF MARKETING

 To increase sales revenue

 To improve and maintain image of the product or the business

 To increase market share

 To target a new market

 To target a new market segment

MARKETING MIX

The Marketing mix is a business tool used in marketing and by marketing

professionals. The marketing mix is often crucial when determining a

product or brand's offering, and is often synonymous with the four Ps:

price, product, promotion, and place; in service marketing, however, the four

Ps have been expanded to the seven P‘s to address the different nature of

services.

PRODUCT

Product is goods, service, or idea consisting of a bundle of tangible and

intangible attributes that satisfies consumers and is received in exchange for

money or some other unit of value.

66
PRICE

Of all the aspects of the marketing mix, price is the one, which creates sales

revenue - all the others are costs. The price of an item is clearly an important

determinant of the value of sales made. In theory, price is really determined

by the discovery of what customers perceive is the value of the item on sale.

An organization‘s pricing policy will vary according to time and

circumstances.

PLACE

Although figures vary widely from product to product, roughly a fifth of the

cost of a product goes on getting it to the customer. 'Place' is concerned with

various methods of transporting and storing goods, and then making them

available for the customer. Getting the right product to the right place at the

right time involves the distribution system. The choice of distribution

method will depend on a variety of circumstances. It will be more

convenient for some manufacturers to sell to wholesalers who then sell to

retailers, while others will prefer to sell directly to retailers or customers.

67
PROMOTION

Promotion is the business of communicating with customers. It will provide

information that will assist them in making a decision to purchase a product

or service.

The cost associated with promotion or advertising goods and services often

represents a sizeable proportion of the overall cost of producing an item.

However successful promotion increases sales so that advertising and other

costs are spread over a larger output. Though increased promotional activity

is often a sign of a response to a problem such as competitive activity, it

enables an organization to develop and build up a succession of messages

and can be extremely cost-effective.

68
COMPANY PROFILE

69
 S. S. GRANDEUR Hotelel

Hotel S.S. Grandeur Lucknow is a contemporary business & family hotel.

Conveniently located close to city’s commercial, tourist attractions and
corporate hub, it is easily accessible from Lucknow airport and Charbagh
Railway Station. Our hotel is perfect for both business travelers and tourists.
Our 19 well-furnished, bright and spacious rooms are spread across two
floors. In addition to the classic, tasteful décor, the rooms are equipped with
all the modern amenities you need for a luxurious stay in Lucknow. There is
Wi-Fi in your room so you can stay connected with the outside world. There
are tea and coffee making facilities and a mini bar for your
refreshment.Open Air Lounge with Mouth watering cuisine with
Exceptional Hospitality is Speciality of Hotel S.S. Grandeur. Hotel offers
conference facilities for corporate events, seminars, tradeshows, launch
campaigns, product or service promotions, general body meetings and other
corporate occasions. We also offer banquet facilities for social events such
as weddings, engagements, birthdays, anniversaries, religious ceremonies
and various other functions. Our location makes this hotel an ideal place for
people to get together and celebrate important events in style.

70
Banquet Halls in Lucknow

71
 RESTAURANT

Enjoy the best dishes with great tastes

SS Grandeur Hotels & Resorts are renowned for creating wonderful

restaurants and amazing food. Our five dining destinations in Lucknow offer
a great mix of incredible food from diverse parts of the world, plus
wonderful ambience and superb service.

We provide greate services for your meetings

We offer a variety of meeting rooms and banqueting halls that are perfect for
all types of meetings, small conferences and private gatherings. The meeting
room at SS Grandeur Hotel has a luxurious and warm feel and can be
subdivided into 3 smaller sections.

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Relax in our luxury bars with great drinks

SS Grandeur Hotel bars dot the landscape, all with different experiences and
vibes of their own. Serene open-air retreats or late-night party scenes. Views
of endless blue waters or downtown skyscrapers.

73
Premium Rooms The best suit for families

SS Grandeur Hotel – Under this slogan SS Grandeur Hotel, the affiliated

company of SS Grandeur Hotels, entered the market in Lucknow and
currently operates with more than 80 properties all over India, offering
categories which range from 3* to 4* Superior, as well as hotels of a
comparable standard. One of the essential features of the chain is to provide
hotels situated in attractive locations, for example right in the heart of the
city or close to the airport. The company headquarter is based in Lucknow.
From here, the different departments of Finance, Human Resources, Sales &
Marketing, Project Management as well as Revenue & E-Commerce
coordinate efficiently all operations throughout Europe every day.

Important meetings, elegant receptions, and everything in between. Our

stunning spaces accommodate gatherings of all types. Creative planners
work with you on every detail from memorable meals to state-of-the-art
technology to custom décor.

Executive Rooms Luxury Suit with Great View

SS Grandeur Hotel is individually furnished and guarantees to all guests

excellent comfort and an outstanding service. T he primary goal of every

74
hotel is the complete fulfilment of the guests’ needs and wishes. Whether a
business trip, a group stay or a corporate event, our employees will go the
extra mile to make you feel comfortable. Because at SS Grandeur Hotels we
want all our guests to feel totally at ease.

SS Grandeur Hotel bars dot the landscape, all with different experiences and
vibes of their own. Serene open-air retreats or late-night party scenes. Views
of endless blue waters or downtown skyscrapers. Take your pick with this
nightlife cheat sheet touting of the best SS Grandeur hotel hotspots. The Bar
is the place where you can relax and enjoy a wide range of innovative
cocktails, international and local beers and wines from around the world.

PREMIUM ROOMS

We provide Orchid Banquet services

SS Grandeur Hotel – Under this slogan SS Grandeur Hotel, the affiliated

company of SS Grandeur Hotels, entered the market in Lucknow and
currently operates with more than 80 properties all over India, offering

75
categories which range from 3* to 4* Superior, as well as hotels of a
comparable standard. One of the essential features of the chain is to provide
hotels situated in attractive locations, for example right in the heart of the
city or close to the airport. The company headquarter is based in Lucknow.
From here, the different departments of Finance, Human Resources, Sales &
Marketing, Project Management as well as Revenue & E-Commerce
coordinate efficiently all operations throughout Europe every day.

Important meetings, elegant receptions, and everything in between. Our

stunning spaces accommodate gatherings of all types. Creative planners
work with you on every detail from memorable meals to state-of-the-art
technology to custom décor.

Each SS Grandeur Hotel is individually furnished and guarantees to all

guests excellent comfort and an outstanding service. T he primary goal of

76
every hotel is the complete fulfilment of the guests’ needs and wishes.
Whether a business trip, a group stay or a corporate event, our employees
will go the extra mile to make you feel comfortable. Because at SS Grandeur
Hotels we want all our guests to feel totally at ease.

EXECUTIVE ROOMS

We provide Executive Rooms services

SS Grandeur Hotel – Under this slogan SS Grandeur Hotel, the affiliated

company of SS Grandeur Hotels, entered the market in Lucknow and
currently operates with more than 80 properties all over India, offering
categories which range from 3* to 4* Superior, as well as hotels of a
comparable standard. One of the essential features of the chain is to provide
hotels situated in attractive locations, for example right in the heart of the
city or close to the airport. The company headquarter is based in Lucknow.
From here, the different departments of Finance, Human Resources, Sales &
Marketing, Project Management as well as Revenue & E-Commerce
coordinate efficiently all operations throughout Europe every day.

77
Important meetings, elegant receptions, and everything in between. Our
stunning spaces accommodate gatherings of all types. Creative planners
work with you on every detail from memorable meals to state-of-the-art
technology to custom décor.

Each SS Grandeur Hotel is individually furnished and guarantees to all

guests excellent comfort and an outstanding service. T he primary goal of
every hotel is the complete fulfilment of the guests’ needs and wishes.
Whether a business trip, a group stay or a corporate event, our employees
will go the extra mile to make you feel comfortable. Because at SS Grandeur
Hotels we want all our guests to feel totally at ease.

GROOVE LOUNGE

We provide Groove Lounge services

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Open Air Lounge with Mouth watering cuisine with Exceptional Hospitality
is Speciality of Hotel S.S. Grandeur. Hotel offers conference facilities for
corporate events, seminars, tradeshows, launch campaigns, product or
service promotions, general body meetings and other corporate occasions.

ORCHID BANQUET

We provide Orchid Banquet services

We also offer banquet facilities for social events such as weddings,

engagements, birthdays, anniversaries, religious ceremonies and various
other functions. Our location makes this hotel an ideal place for people to
get together and celebrate important events in style.

79
OBJECTIVE OF STUDY

80
 OBJECTIVE OF STUDY

 To study the various trends in S. S. GRANDEUR Hotelel.

 To find the future market potential of Hotels.

 To find out the strategies of S. S. GRANDEUR Hotelel.

 To know the marketing practices of Hotels.

 To know about loyalty programmes.

81
DATA ANALYSIS AND
INTERPRETATION

82
 Data Analysis and Interpretation

1. Location of the all hotels under Carlson Group.

very good

Interpretation:

100% of the respondents saying that location is the main advantage of the hotel
under Carlson Group. For ex, The Radisson Blu is the closest hotel to Delhi
International Airport and is 10 minutes from the domestic airport. The main
shopping areas like shopping malls in Gurgaon, South Extension market and
Vasant Kunj are located nearby. The hotel is located next to the Gurgaon toll
on the National Highway, giving easy access to both Gurgaon and Delhi.

83
2. Excellence of staff

Feedback Percentage

Very Good 80%

Good 20%

90

80

70

60

50
percentage
40

30

20

10

0
Good Very Good

Interpretation:

80% of the respondents think that the hotel staff’s have very good excellence.
And the rest 20% saying the excellence of the staff is good.

84
3. Physical facilities

Feedback Percentage

Good 26.7

Very Good 73.3

80

70

60

50

40
percentage
30

20

10

0
Good Very Good

Interpretation:

The 73.3% of the respondents feels that the physical facilities of the hotel is
very good. And the rest 26.7% feels its good

85
4. Safety Facilities

Feedback Percentage

Good 33.4

Very good 66.6

70

60

50

40

percentage
30

20

10

0
Good Very Good

Interpretation:

66.6% of the respondents are satisfied with the safety facilities in the hotel.
The rest 33.4% feels that the safety facilities are good in the hotel.

86
5. Cleanness & Comfort ability of rooms

Feedback Percentage

Good 80

Very Good 20

90

80

70

60

50

40 percetage

30

20

10

0
good very good

Interpretation:

The 80% of the respondents are satisfied with the cleanness and comfort ability
of the rooms. The rest 20% feels that the cleanness and comfort ability.

87
6. Services of the hotel

Feedback Percentage

Good 40

Very Good 60

70

60

50

40

percentage
30

20

10

0
Good Very Good

Interpretation:

60% of the respondents are satisfied in the services provided by the hotel. And
the rest 40% feels that the services provided by the hotel is good.

88
7. Value for money

Feedback percentage

Not upto the mark 20

Good 26.7

Very good 53.3

60

50

40

30

20

10

0
not upto the mark good Very good

Interpretation:

The 20% of the respondents are not satisfied with the value provided their
money. And 53.3% are satisfied, and the rest 26.7% of the respondents feels
the value given for their money is good.

89
8. Reference for the hotel

Feedback Percentage

News paper 26.6

Magazine 26.6

internet 46.8

50
45
40
35
30
25
Column1
20
15
10
5
0
News Paper magazine Internet

Interpretation:

26.6% of the respondents come to about the hotel from news paper, other
26.6% from magazine, and the rest 46.8% from internet.

90
9. Accessibility of reservation system

Feedback Percentage

Good 40

Very good 60

70

60

50

40

perentage
30

20

10

0
Good Very Good

Interpretation:

60% of the respondents says they are satisfied with the reservation system.
And the rest 40% feels its good.

91
FINDINGS

92
 FINDINGS

1. The S. S. GRANDEUR Hotelel is in boom.

2. The location of the hotel is the main advantage for the hotel.
3. The customer survey says that most of the customers are happy.
4. There must be an innovation in marketing strategy.
5. Effective marketing can raise the business of the hotel.
6. Event conducting have an important role in profit generation.

93
LIMITATIONS

OF THE STUDY

94
 LIMITATIONS OF THE STUDY

No study is complete in itself, however good it may be and

every study has some limitations:

 Time is the main constraint of my study.

 Sample size availability was not large enough.
 The views of the people are biased therefore it doesn’t reflect
true picture.

95
CONCLUSION

AND

SUGGESTIONS

96
 CONCLUSION

On the basis of overall study on S. S. GRANDEUR Hotelel it s found out

that the hotel, hospitality industry is in a booming stage. The income has
generally generated from tourism and from Corporates as the business
meetings is generally fixed in top hotels so in this way S. S. GRANDEUR
Hotelel is growing.

I was really surprised to see during my study that the S. S. GRANDEUR

Hotelel is really growing even if it has some challenges like any other
industry.

The hotel can more concentrate on direct marketing and web marketing. It
will surely help to increase the business of the hotel. And it should
concentrate to give more value for the customers money as some of the
customers feels that value for money is not upto the mark.
No doubt that S. S. GRANDEUR Hotelel growth towards the progress of
economy is positive. But the challenges confronting the industry segment
are giving it a low customer base. These problems could be overcome easily
by revising marketing strategies and also there should be effective direct
marketing

SUGGESTIONS

1. Prices should be rescheduled

2. Direct marketing must be more efficient.
3. Marketing strategy should be revised.

97
4. Tour Packages should be introduced.

ANNEXURE

98
 QUESTIONNIARE

1) How do you rate the location of all hotels under Carlson group?

a) Not up to the mark b) Average

c) Good d) Very Good

2) How do you rate the Excellence of the staff?

a) Not up to the mark b) Average

c) Good d) Very Good

3) How do you rate the physical facilities in the hotel (eg. building, signs,
furnishing of room, lighting, etc)?

a) Not up to the mark b) Average

c) Good d) Very Good

4) How do you rate the safety facilities in the hotel?

a) Not up to the mark b) Average

c) Good d) Very good

99
5) How do you rate the cleanness and comfort ability of rooms?

a) Not up to the mark b) Average

c) Good d) Very good

6) How do you rate the services of the hotel?

a) Not up to the mark b) Average

c) Good d) Very good

7) How do you rate the value for money in hotel?

a) Not up to the mark b) Average

c) Good d) Very good

8) How do you come to know about this hotel?

a) News paper b) Magazine

c) Internet d) television

100
9) How do you rate the accessibility of reservation system?
a) Not up to the mark b) Average

c) Good d) Very good

10) What suggestions do you want to make?

101
BIBLIOGRAPHY

102
 BIBLIOGRAPHY

1. MAGAZINES (For Tourists)

2. NEWSPAPER
3. INTERNET SITES

BOOKS AUTHORS

 Marketing Management : Philip Kotler

 Marketing Research : D. D. Sharma

 Research Methodology : C. R. Kothari

Websites

 www.S. S. GRANDEUR Hotel.com

 www.google.com
 www.clubcarlson.com
 www.carlsonrezidor.com

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