COLLEGE OF SCIENCE &

ENGINEERING
AMBABAI, JHANSI (U.P.)

An Assignment
On
Strategic Management

Submitted to Submitted by
Ms. Tulika Pandit pratibha verma
Facuty of MBA Dept Roll No-: 36
MBA-: 3rd Sem

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Ques1. Each level of strategy involves different strategic decisions. Discuss taking into consideration the
different levels of strategy . Illustrate your answer with the help of examples.

ANS-: 1. External Assessment

Areas for opportunities and threats
* Markets [ what is the market situation, which is forcing the change requirements
*Customers [ how can service the customer -internal / external -better .
* Industry [ is the industry trend ]
* Competition [ is it the competitive situation
*Factors of business [ causing the change]

2. Internal Assessment
ORGANIZATION DIMENSIONS
*Culture [ is the working culture change ]
* Organization [ is the organization demanding change ]
* Systems [ is it the systems change ]
* Management practices [ change in managemement process]

OTHER KEY DIMENSIONS

* Financial performance [ is it for financial performance improvement ]
* Quality [ is it for quality performance improvement
*Service [ is it for service performance improvement
*Technology[ is it for technology performance improvement
* Market segments [ is it for sales performance improvement
*new products[ is it for new product performance improvement
*Asset condition[ is it for financial performance improvement
*productivity[ is it for financial performance improvement

3. Source Strategic objectives and programs

The critical issues that must be addressed if the organization
Is to succeed
Strengths
Weaknesses
Opportunities
Threat
THIS ORGANIZATION Realized Strategies are the result of a combinations of Purely Deliberate and
Purely Emergent Strategies.
1. THIS ORGANIZATION'S Deliberate Strategy-

This process starts with an analysis of a company's current mission and strategies. The most popular tool
used in this process is the SWOT (Strengths, weaknesses, opportunities, threats) model. The external
environment in terms of opportunities and threats, is analyzed by examining threats to the company's
current position and new opportunities (new customers, new applications, unfulfilled customers needs,
etc.). The analysis proceeds by examining the company's internal environment in terms of its strengths and
weakness. A mission and competitive strategy is formulated that matches opportunities with strengths and
plans are made to strengthen areas of weakness.

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2. THIS ORGANIZATION'S Emergent Strategy
- Emergent Strategies are the result of incremental decision making that achieve some degree of
consistency over time and launch the organization into a direction. When decisions are made or problems
are solved, they have potential strategic impact.
Levels of Strategy
1. Mission/Domain- Before identification of strategy can occur, one must clearly identify the mission or
domain of the organization. The domain of an organization consists of the population it serves and the
functions it performs (satisfies) for that population. Sometimes the domain is defined in terms of products
or services offered (rather than functions performed), but this tends to be more limiting because it defines
the mission more in terms of means rather than ends.
2. Corporate Level Strategy.
1. Vertical Integration STRATEGY
Forward Integration- Gaining ownership or control over distributors.
[TAKE OVER DISTRIBUTORS IN ''UNREPRESENTED AREAS'' .
2. Horizontal Integration STRATETGY
- Seeking ownership or control over competitors
[BOUGHT OVER ONE SMALL /BUT DYNAMIC COMPETITORS ]
3. Market Penetration STRATEGY
- Seeking increased market share for present products through greater marketing efforts
4. Market Development STRATEGY
- Introducing present products in new markets
5. Product Development STRATEGY
- Seeking increased sales by improving present products
6. Diversification STRATEGY
1. Concentric- Adding new or related product lines
2. Conglomerate- Adding new, but unrelated product lines

3. Competitive or Business Level Strategy

How should we compete in our chosen business(es)? Competitive strategies involve determining the basis
of costumer or client decision making. Generally, they are based on some combination of quality, service,
cost, time, and quality of the experience.
1. Cost Leadership Strategies
- With this strategy you are competing on price. Your various functional strategies all emphasize cost
reduction. This is an effective strategy when the market is comprised of many price sensitive buyers, when
there are few ways to achieve product differentiation, when buyers do not care much about differences
from brand to brand , or when there are a large number of buyers with significant bargaining power.
2. Differentiation Strategies
- Differentiation strategies rely on some basis of product differentiation such as flexibility, specific
features, service, time and availability, low maintenance, etc. as the basis for competition. Product
development and market research are generally necessary components of a differentiation strategy.
Generally, a successful differentiation strategy allows a firm to charge a higher price for its product.
Organizations generally need strong R & D departments with strong coordination between R & D and
marketing departments. Human Resource strategies must place emphasis maintaining a competitive skill
base and motivating employees toward the basis for differentiation.
3. Focus or Niche Strategies
A successful focus strategy depends upon an industry segment that is of sufficient size, has good growth
potential, and it not crucial to the success of other major competitors. Focus strategies are pursued in
limited markets in conjunction with cost leadership and/or differentiation strategies.

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4. Functional Strategies
- How do organizational functional units contribute to the business level strategies? How can functional
strategies be integrated to achieve competitive advantage?
1. Marketing Strategies- How do we communicate our strengths to the customer? How do we identify
customer requirements and changes in customer requirements?
2. Financial Strategies- How do we secure financial resources necessary to carry our competitive strategy?
3. Operations Strategies- How do we design our processes to produce products and/or service that meet
customer requirements as specified in our strategy?
4. Information System Strategies- How do we provide decision makers, at all levels, with information
necessary to make decisions consistent with strategy?

Ques 2. Explain how strategic control links the internal business environment and the external
environment. Give example in support of your of answer.
ANS-: Three fundamental perspectives-strategic control, continuous improvement, and the balanced
scoreboard-provide the basis for designing strategy control systems. Strategic controls are intended to steer
the company toward its long-term strategic goals.
- Premise controls,
-implementation controls,
-strategic surveillance, and
-special alert controls are types of strategic control.
All four types are designed to meet top management's needs to track the strategy as it is being implemented,
to detect underlying problems, and to make necessary adjustments. These strategic controls are linked to
the environmental assumptions and the key operating requirements necessary for successful strategy
implementation. Ever-present forces of change fuel the need for and focus of strategic control.
Operational control systems require systematic evaluation of performance against predetermined standards
or targets. A critical concern here is identification and evaluation of performance deviations, with careful
attention paid to determining the underlying reasons for and strategic implications of observed deviations
before management reacts. Some firms use trigger points and contingency plans in this process.
The "quality imperative" of the last 20 years has redefined global competitiveness to include reshaping the
way many businesses approach strategic and operational control. What has emerged is a commitment to
continuous improvement in which personnel across all levels in an organization define customer value,
identify ways every process within the business influences customer value, and seek continuously to
enhance the quality, efficiency, and responsiveness with which the processes, products, and services are
created and supplied. This includes attending to internal as well as external customers. The "balanced
scorecard" is a control system that integrates strategic goals, operating outcomes, customer satisfaction, and
continuous improvement into an ongoing strategic management system.
THE FOLLOWING CONTROLS
- Premise controls,
-implementation controls,
1.HOW THE COMPANY MAXIMIZES THE STRENGTHS
AS PART OF BUSINESS STRATEGY
Criteria examples
Advantages of proposition?
Competitive advantages?
USP's (unique selling points)?
Experience, knowledge, data?
Financial reserves, likely returns?
Marketing - reach, distribution, awareness?
Innovative aspects?

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Price, value, quality?
Accreditations, qualifications, certifications?
Cultural, attitudinal, behavioural ?

2.HOW THE COMPANY OVERCOMES THE WEAKNESSES

AS PART OF BUSINESS STRATEGY
Criteria examples
Gaps in capabilities?
Lack of competitive strength?
Reputation, presence and reach?
Financials?
Own known vulnerabilities?
Timescales, deadlines and pressures?
Cashflow, start-up cash-drain?
Reliability of data, plan predictability?
Morale, commitment, leadership?
3.HOW THE COMPANY TAKES ADVANTAGE OF THE OPPORTUNITIES
AS PART OF BUSINESS STRATEGY
Examples
Market developments?
Competitors' vulnerabilities?
Industry or lifestyle trends?
Technology development and innovation?
Global influences?
New markets, vertical, horizontal?
Information and research?
Partnerships, agencies, distribution?
4. HOW THE COMPANY MANAGES THE THREATS
AS PART OF BUSINESS STRATEGY
Criteria examples
Political effects?
Legislative effects?
Environmental effects?
IT developments?
Loss of key staff?
Sustainable financial backing?
Economy - home, abroad?
Seasonality, weather effects?

THE FOLLOWING CONTROLS

-strategic surveillance, and
-special alert controls
-Employment laws
[ is the government encouraging skilled immigrants with temp. permits]
-Government organization / attitude
[ does the government have a very positive attitude towards this industry]
-Competition regulation
[ are there regulation for limiting competition]
-Political Stability

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[ politically , does the government have a very stable government ]
-Safety regulations
[ has the government adopted some of the modern safety regulations]
Economic
-Economic growth
[ what is the economic growth rate / what are the reasons ]
-Taxation
[ has the taxation encouraged the industry ]
Social
-Income distribution
[is there balanced income distribution policy ]
-Demographics, Population growth rates, Age distribution
[ what is population growth and why ]
-Fashion, hypes
[are the people becoming fashion conscious ]
-Health consciousness & welfare, feelings on safety
[ are the people becoming health consciousness]
-Living conditions
[ is the living conditions improving fast and spreading rapidly]
Technological
Rate of technology transfer
[ is the rate of technology transfer is speeding up ]
(Changes in) Information Technology
[ is the information technology rapidly moving and is there government support]
(Changes in) Internet
[ is the internet usage rapidly increasing and why]
(Changes in) Mobile Technology
[is the Mobile technology rapidly developing and is there government support]
THE CONTROLS FOR ANY ORGANIZATION ARE THE FOLLOWING
-EFFECTIVE ORGANIZATION STRUCTURE
-MANAGEMENT CONTROLS AT ALL LEVELS
*MARKETING MANAGEMENT
*SALES MANAGEMENT
*SUPPLY MANAGEMENT
*DISTRIBUTION MANAGEMENT
-BUDGETORY CONTROLS
-AUTHORIZATIONS CONTROLS
-INVENTORY CONTROLS--RAW MATERIALS
-INVENTORY CONTROLS --FINISHED PRODUCTS
-QUALITY CONTROLS
-PROCUREMENT CONTROLS
-PERSONNEL CONTROL
-MONTHLY PERFORMANCE REVIEW AGAINST BUDGET
The above schematic shows the important interrelationships between planning and control. As you can see,
the control process does not begin after the entire planning process ends, as most managers believe.
After objectives are set in the first step of the planning process, appropriate standards should be developed
for them. Standards are units of measurement established to serve as a reference base and are useful in
determining time lines, sequences of activities, scheduling, and allocation of resources.
For example, if objectives are set and work is planned for 18 people on an assembly line, standards or

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reasonable expectations of performance from each person then need to be clearly established.
The second significant interaction between planning and control occurs with the final step of the control
process-taking corrective action. This can take several forms, but two of the most effective are to change
the objectives or alter the plan.
Managers dislike doing either; but if a positive motivational climate is to be established, these ought to
be the first two corrective actions attempted. Objectives and standards are based on assumptions, but if
these assumptions prove inaccurate, then objectives and standards require alteration. Thus sales quotas
assigned on the premise of a booming economy can certainly be altered if, as is often the case, the economy
turns sour.
Likewise, if the assumptions are accurate and objectives and standards have not been met, then it is
possible that the plan developed was inadequate and needs to be changed.
Controls are to be an integral part of any organization's financial and business policies and procedures.
Controls consists of all the measures taken by the organization for the purpose of; (1) protecting its
resources against waste, fraud, and inefficiency; (2) ensuring accuracy and reliability in accounting and
operating data; (3) securing compliance with the policies of the organization; and (4) evaluating the level of
performance in all organizational units of the organization. Controls are simply good business practices.
1.Responsibility
Everyone within the COMPANY has some role in controls. The roles vary depending upon the level of
responsibility and the nature of involvement by the individual. The Board of President and senior
executives establish the presence of integrity, ethics, competence and a positive control environment. The
department heads have oversight responsibility for controls within their units. Managers and supervisory
personnel are responsible for executing control policies and procedures at the detail level within their
specific unit. Each individual within a unit is to be cognizant of proper internal control procedures
associated with their specific job responsibilities.
The Internal Audit role is to examine the adequacy and effectiveness of the company internal controls and
make recommendations where control improvements are needed. Since Internal Auditing is to remain
independent and objective, the Internal Audit Office does not have the primary responsibility for
establishing or maintaining internal controls. However, the effectiveness of the internal controls are
enhanced through the reviews performed and recommendations made by Internal Auditing.
2.Elements of Internal Control
Internal control systems operate at different levels of effectiveness. Determining whether a particular
internal control system is effective is a judgement resulting from an assessment of whether the five
components - Control Environment, Risk Assessment, Control Activities, Information and Communication,
and Monitoring - are present and functioning. Effective controls provide reasonable assurance regarding the
accomplishment of established objectives.
A. Control Environment
The control environment, as established by the organization's administration, sets the tone of THE
COMPANY and influences the control consciousness of its people. MANAGERS of each department,
area or activity establish a local control environment. This is the foundation for all other components of
internal control, providing discipline and structure. Control environment factors include:
Integrity and ethical values;
The commitment to competence;
Leadership philosophy and operating style;
The way management assigns authority and responsibility, and organizes and develops its people;
Policies and procedures.
B. Risk Assessment
Every entity faces a variety of risks from external and internal sources that must be assessed. A
precondition to risk assessment is establishment of objectives, linked at different levels and internally
consistent. Risk assessment is the identification and analysis of relevant risks to achievement of the

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objectives, forming a basis for determining how the risks should be managed. Because economics,
regulatory and operating conditions will continue to change, mechanisms are needed to identify and deal
with the special risks associated with change.
Objectives must be established before MANAGERS can identify and take necessary steps to manage risks.
Operations objectives relate to effectiveness and efficiency of the operations, including performance and
financial goals and safeguarding resources against loss. Financial reporting objectives pertain to the
preparation of reliable published financial statements, including prevention of fraudulent financial
reporting. Compliance objectives pertain to laws and regulations which establish minimum standards of
behavior.
The process of identifying and analyzing risk is an ongoing process and is a critical component of an
effective internal control system. Attention must be focused on risks at all levels and necessary actions
must be taken to manage.

C. Control Activities
Control activities are the policies and procedures that help ensure management directives are carried out.
They help ensure that necessary actions are taken to address risks to achievement of the entity's objectives.
Control activities occur throughout the organization, at all levels, and in all functions. They include a range
of activities as diverse as approvals, authorizations, verifications, reconciliations, reviews of operating
performance, security of assets and segregation of duties.
Control activities usually involve two elements: a policy establishing what should be done and procedures
to effect the policy. All policies must be implemented thoughtfully, conscientiously and consistently.
D. Information and Communication
Pertinent information must be identified, captured and communicated in a form and time frame that enables
people to carry out their responsibilities. Effective communication must occur in a broad sense, flowing
down, across and up the organization. All personnel must receive a clear message from top management
that control responsibilities must be taken seriously. They must understand their own role in the internal
control system, as well as how individual activities relate to the work of others. They must have a means of
communicating significant information upstream.
E.Monitoring
Control systems need to be monitored - a process that assesses the quality of the system's performance over
time. Ongoing monitoring occurs in the ordinary course of operations, and includes regular management
and supervisory activities, and other actions personnel take in performing their duties that assess the quality
of internal control system performance.
The scope and frequency of separate evaluations depend primarily on an assessment of risks and the
effectiveness of ongoing monitoring procedures. Internal control deficiencies should be reported upstream,
with serious matters reported immediately to top administration and governing boards.
Control systems change over time.

Components of the Control Activity

1.Internal controls rely on the principle of checks and balances in the workplace. The following
components focus on the control activity:
2.Personnel need to be competent and trustworthy, with clearly established lines of authority and
responsibility documented in written job descriptions and procedures manuals. Organizational charts
provide a visual presentation of lines of authority and periodic updates of job descriptions ensures that
employees are aware of the duties they are expected to perform.
3.Authorization Procedures need to include a thorough review of supporting information to verify the
propriety and validity of transactions. Approval authority is to be commensurate with the nature and
significance of the transactions and in compliance with COMPANY policy.
4.Segregation of Duties reduce the likelihood of errors and irregularities. An individual is not to have

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responsibility for more than one of the three transaction components: authorization, custody, and record
keeping. When the work of one employee is checked by another, and when the responsibility for custody
for assets is separate from the responsibility for maintaining the records relating to those assets, there is
appropriate segregation of duties. This helps detect errors in a timely manner and deter improper activities;
and at the same time, it should be devised to prompt operational efficiency and allow for effective
communications.
5.Physical Restrictions are the most important type of protective measures for safeguarding COMPANY
assets, processes and data.
6.Documentation and Record Retention is to provide reasonable assurance that all information and
transactions of value are accurately recorded and retained. Records are to be maintained and controlled in
accordance with the established retention period and properly disposed of in accordance with established
procedures.
7.Monitoring Operations is essential to verify that controls are operating properly. Reconciliations,
confirmations, and exception reports can provide this type of information.

QUES 3-: Recently a very popular strategic alliance took place. Take the case of that alliance and analyze
it looking at the benefits of strategic alliances.
ANS-: COMPANIES look for like-minded companies that understand
the complementary value and content solutions can bring to their customers.
By combining each company’s products and services, turn-key solutions
can be developed to efficiently address market needs and tap into new technologies.
Ultimately the Strategic Alliance Program really means one thing:
by participating in the alliance program your company has the potential to increase its revenue and grow its
sales and business opportunities.
The Strategic Alliance Program offers excellent opportunities -- regardless of company type and size – by
enabling companies to:
Expand the market opportunity for your business in the fast-growing collaboration market space
Increase your company's knowledge base through access to collaboration experts
Partner with a proven, x-year leader in the content space.
ALLIANCE goal is to ensure the success of our combined efforts to grow our businesses together by
identifying and acting on ways to increase mutual revenue opportunities, including:
Introductions to new customers and new markets
Issuance of joint press releases
Development of joint marketing collateral
Joint participation in tradeshows
Speaking opportunities at PUBLIC symposia
Preparation of joint proposals
Logo placement on corporate web site

Strategic alliances are common to any industry. Their presence is felt quite significantly in the
airline industry.
1.JETAIRWAYS ---KLM
The guiding factors will be several that include formation of
blocs, resource scarcity, limits on foreign ownership and limitations imposed by
bilateral agreements. They further forwarded the argument that to be a part of an
alliance will become a necessity for an airline to survive in the future.
2.TOYOTA --- GM
-share auto technology.
-share the design facilities

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-share the 6 cyl / 8 cyl alloy engine manufacturing
-share common parts supply
-share distribution points.
3.NIIT ---MICROSOFT
-NIIT IS THE CERTIFICATION / TRAINING
AGENT FOR MICROSOFT IN INDIA

QUES 4. What do you understand by differentiation strategy? discuss by formulating a differentiation

strategy for a company, which is into FMCG Sector.
ANS-: Differentiation Strategy Defined
Your differentiation strategy is an integrated set of action designed to produce or deliver goods or services
that customers perceive as being different in ways that are important to them. It call for you to sell
nonstandardized products to customers with unique needs.
Why Differentiate?
The concept of being unique or different is far more important today than it was ten years ago. The key to
successful marketing and competing is differentiation.
Hypercompetition is a key feature of the new economy. What used to be national markets with local
companies competing for business has become a global market with everyone competing for everyone's
business everywhere. With the enormous competition markets today are driven by choice - your targeted
customers have too many choices, all of which can be fulfilled instantly. Choosing among multiple options
is always based on differences, implicit or explicit, so you ought to differentiate in order to give the
customer a reason to chose your product or service. Thus, "differentiation is one of the most important
strategic and tactical activities in which companies must constantly engage. It is not discretionary".1

Differentiation should be aimed at the broad market that involves

-the creation of a product or services that is perceived throughout its industry as unique.
*The company or business unit may then charge a premium for its product.
*This specialty can be associated with design, brand image, technology, features, dealers, network, or
customers service.
Differentiation is a viable strategy for earning above average returns in a specific business because the
resulting brand loyalty lowers customers' sensitivity to price. Increased costs can usually be passed on to
the buyers. Buyers loyalty can also serve as an entry barrier-new firms must develop their own distinctive
competence to differentiate their products in some way in order to compete successfully.
A differentiation strategy is more likely to generate higher profits than is a low cost strategy because
differentiation creates a better entry barrier.
-Positioning and differentiating the business .
-Positioning and differentiating the products against rivals
-USING the Business-level cross-functional process management
-Anticipating changes in technology and customer perceptions and adjusting the strategy to accommodate
them.
-Influencing the nature of competition through strategic actions such as virtual integration and through
political actions
-Building strategic partnerships and co-innovating with other business units, partners, and customers.

PROVIDING CUSTOMERS WITH MORE VALUE-ADDED [ MVA ]

"MVA means that you give the customer more, perhaps far more, than you ever have before. It goes
beyond simplifying your customers' interactions with you to delivering solutions to your customers'

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problems, of which your products and services in their native forms are but small pieces... You can
visualize the principle of MVA as a ladder with your product at the bottom and the solution to your
customer's problems at the top. The more help you provide your customers to fill that gap, the more value
you add to them, which, of course, differentiates you from your competitors who are still scrambling
around at the bottom of the ladder. Also, it is to your advantage to control as much of the ladder as you can
– customers will be less likely to abandon you in favor of someone else, lower down the ladder, who offers
less value. At the same time, your opportunity for margin and profit increase."7

KEY ELEMENTS OF DIFFERENTIATING STRATEGY

reflect the spirit of the Business
be symbolic and intuitive
be distinctive
catch eye
stay in memory
connect to different cultures
be adaptable..

CHANGING PRICES STRATEGY

-develop a pricing strategy which will allow the organization to lower prices
to gain market monoploy and / or prevent competition from entering.

IMPROVING PRODUCT DIFFERENTIATION STRATEGY

-improve the product features/ benefits to gain significant advantage in the market.
-develop and implement innovations in the manufacturing process to gain
advantage for the product cost/ distribution.
-develop a brand consciousness in the market to reduce substitution from
entering the market.

CREATIVELY USING CHANNELS OF DISTRIBUTION STRATEGY

-using vertical integration, to acquire a channel and dominate.
-developing a new / unique distribution channel which is a novel
to the industry

EXPLOITING RELATIONSHIP WITH SUPPLIERS STRATEGY

-developing / setting E-COMMERCE with suppliers.
-developing/ extending TQM [total quality management] and JIT [just in time]
with suppliers to meet the demands of product specifications / price.

COST LEADERSHIP
-develop the manufacturing to achieve a gross margin, which
could be used to cut price to gain market share, if/when required.
-develop the product sourcing from anywhere, to achieve a gross margin, which
could be used to cut price to gain market share, if/when required.

-develop a trade rebate system for large quantity buyers

which could block competitors entry.

*PRODUCT DIFFERENTIATION STRATEGY

-develop unique patented or proprietary product know-how
which is hard to copy/ compete.
-develop an unique customer loyalty program
which will make brand switching difficult.
-develop a incentive strategy for major buyers, so that
they would always use your brand.

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FOCUS STRATEGY
-within your organization, develop your core competences
which are unique for your product / market.
-develop a strategy to lift the profile/ image of
your organization.

QUES 5. Briefly explain as to how an organisation mission influences the management to go global and
engage itself in international operations. Give Examples.

ANS -: Mission Statement

You should think of a mission statement as a cross between a slogan and an executive summary.
Just as slogans and executive summaries can be used in many ways so too can a mission statement. An
effective mission statement should be able to tell your organization story and ideals in less than 30
seconds.
Here are some basic guidelines in writing a mission statement:
A mission statement should say who your organization is, what you do, what you stand for and why you
do it. .
The best mission statements tend to be 3-4 sentences long.
Avoid saying how great you are, what great quality and what great service you provide.
Make sure you actually believe in your mission statement, if you don't, it's a lie, and your customers will
soon realize it.

McDONALD MISSION STATEMENT

"McDonald's vision/ MISSION is to be the
world's best quick service restaurant experience.
Being the best means providing outstanding quality,
service, cleanliness, and value, so that we make
every customer in every restaurant smile."

IF YOU ANALYZE THE MISSION STATEMENT and THE SIGNIFICANT WORDS IN IT.
BEST QUICK SERVICE.
OUTSTANDING QUALITY
OUTSTANDING SERVICE
CLEANINESS
VALUE
MAKE THE CUSTOMER SMILE.

McDONALD has taken these elements to every

corner of the world.
-usa, canada,mexico
-brazil, argentina
-uk, west europe
-russia, east europe
-china
-west asia
-africa continent
-india,south east asia
-australia / new zealand

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 CONTENTS

01. Introduction 08
02. EXECUTIVE SUMMARY 09
03. Organization Information 11
a. About HDFCSLIC 11
b. company profile 11
c. what is insurance? 16
d. scope of insurance 16
e. objective 17
f. Award and accolade 19
g. product of HDFCSL 24
h. About ULIP 25
I. IRDA 36
04. Descriptive work 42
a. Fact sheet 42
b. Profiling of prospects 46
c. Skim natural market 49
d. Leads generation 50
e. Mode of contacting 50
prospects
f. Total number of people 51
contacted.
05. Research Methodology 51
a. objective of study 52
b. Working Procedure 52
c. Sample area 53
d. Method of data collection 53
e. Findings 54
f. Research design 54
g. process of recruitment of 55
Financial consultants
h. Competitor of HDFCSL 57
i. Marketing strategy 66
06. Data Analysis 67
a Why HDFC is better …? 83
07. a. Conclusion 84

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b. Suggestion 87
c. Limitations of the Study 88
ABBREVIATIONS 88
Bibliography 97
List of figures
Figures no . Description Page no.
01. Subsidiary and associate companies of HDFC 15
02. Young and single stage 32
03 just married stage 32
04 proud parents 33
05 planning of retirement 33
06 life stage 33

List of table
Table no. List of tables Page no.
01 list of plans 24
02 product 25
03 investment funds 31
04 key players 43
05 competitor of HDFCSL 59
06 market share 66

List of Chart and diagram

Chart and diagram page no
01Willingness to be FC Professional 48
02 Willingness to be FC Working employees 48
03 Willingness to be FC House wives 49
04 Willingness to be FC Students 49
05 Willingness to be FC Investment consultants 49
06 Willingness to be FC Post office agents 49
07 Market Share of the top five insurance sectors 66

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Q1. Do you invest your money in insurance sector? If yes
then which
company you recall firstly?
I have gotten mostly person within 100 people they recall
firstly LIC
because it is public sector industry and from lots of years it
is connected with the public. So public believe it more than
other insurance company.
other
lic
hdfc
icici
As in the market out of hundred people 50% people say, on
the name of insurance they recall firstly LIC then 18 %
people say about ICICI and then 17% people recall HDFC
Standard life and rest people recall other.

Q2. How many times you have invested your money in

insurance sector
without consulting to any Financial Consultant.
Ans- consulting with FC Self
In this survey I have analyses that mostly people dependent
upon financial consultant for the investment of their money
in the insurance sector.
Financial Consultant pays main role in the insurance sector
regarding sales of policies. For the distribution enhancement
of the policy of HDFC Standard Life it is most important that
it should give more preference to its financial consultant. It
should offer attractive commission to the financial consultant
so that they work for the organization by heart. It is financial
consultant who consults with the people and convinces them
for investing their money in the respective insurance
company. In the market there is certainly ICICI prudential
have more financial consultant than HDFC
Standard Life insurance. There are 17 insurance companies
in the market and they are trying to increase their market
share and for this purpose they will definitely give more
benefit to public so that they may agree to become financial
consultant.

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Q3. Are you aware of the advertisement of “Sar Utha Ke
Jiyo”? if yes
then are you able to understand what it actually want to
say?
Ans :-when I talked to the people in this regard then he
replied that they are aware about the this Policy and I am
talking about HDFC Standard Life Insurance. It shows our
advertisement is making place in the mind of the customer.
They are aware of our insurance company. It will develop
faith on the industry and help to the financial consultant of
the HDFC Standard Life to convince them because
advertisement have maid their work to tell them it is a
renounce company and they will not cheated by this
company.
4) For the investment in insurance sector you choose
company or your investment based upon the financial
consultant.
Ans:- Through this question I will be able to know that role of
the financial consultant.

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