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A Summer Internship Project Report on

Analysis of customer expectations and study of consumer behavior and
preferences

Submitted in partial fulfillment of the requirement for the degree of

Master of Business Administration

(Affiliated to Savitribai Phule Pune

University)

By
Harshal Vilas Patil

Roll No. B2M20

Under the guidance of

Dr. Mrityunjay Kumar

A study conducted for

Netwin Infosolutions Pvt. Ltd.

At

INDIRA SCHOOL OF BUSINESS STUDIES

TATHAWADE, PUNE – 411033

2021-23
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Acknowledgement

It is my immense pleasure to present my work on the desk research project under the title “ Analysis of
customer expectations and study of consumer behavior and preferences”. It has been a wonderful
and enriching experience to work on this topic.

I would like to thank my mentor Dr. Mrityunjay Kumar for his valuable support and guidance. My
sincere regards to the entire administration at ISBS, for making my research work successful. I would
like to sincerely thank our Director Dr. Komal Singh and Dean Dr. Manmohan Vyas, Indira School
of Business Studies, Pune, for their constant support throughout the research work.

Harshal Vilas Patil

Roll No. B2M20

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Executive Summary

Chapter 1 - Sector Analysis

In this chapter researcher has done the sector analysis of media sector and has covered its structure,
key challenges, global issues, Government initiatives, regulatory bodies, and technological
advancement of the sector. The researcher has also done the PESTEL and Porter’s five forces
analysis of the sector.

Chapter 2 - Company Analysis

In this chapter researcher has done the company analysis and has covered the covered the
companies’ vision, mission, values, its products and services, competitors and challenges faced by
the company. The researcher has also done SWOT analysis of the company in managerial
framework.

Chapter 3 - Review of Literature/ Theoretical Background

In this chapter the researcher has reviewed previous journals and research paper of similar topics.
The researcher has also explained the theories related to social media marketing on Instagram.

Chapter 4–Managerial framework

In this chapter the researcher has presented the managerial frameworks used by him such as SWOT
analysis PESTEL analysis and study of other factors that affects the business.

Chapter 5– Introduction & Objectives

In this chapter researcher has explained about the project. Its concepts, definition related to concept,
objectives, scope and contribution of the project.

In this chapter the researcher has explained the objectives, on which basis, the report has been
prepared.

Chapter 6 -Research Methodology

In this chapter the researcher has explained about the type of research and the data used in order to
reach a conclusion.
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Chapter 7 - Data Visualization, Results, and Interpretation

In this chapter the researcher has provided screenshot of her work done during her internship
period using different tools and how it can be useful to create social media marketing strategy for
company.

Chapter 8 - Findings & Conclusion

In this chapter Researcher has shared her findings and conclusion from this report.

Chapter 9 - Limitations
In this chapter researcher has mentioned the limitations that has effect on the end result of this
report.

Chapter 10 – Recommendations
In this chapter the researcher has provided solution to improve the performance of company
based on its findings.

Chapter 11 -Bibliography
In this chapter researcher has provided sources for articles and journals used in preparation of the
report.
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Table of Contents

Sr. No. Chapter Page

No

1 Introduction 1

2 Sector Analysis 3

3 Company Analysis 26

4 News Analysis 35

5 Literature Review 41

6 Objectives 43

7 Research Methodology 45

8 Data Visualization, Result and Interpretation 48

9 Findings and Conclusion 54

10 Limitations 56

11 Recommendations 58

12 Bibliography and Appendices 62

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List of Figures

Sr. Contents Page

No. No.
2.1 Structure of Industry 5
2.2 Growth Rate Projection 7
2.3 Major Developments in Indian IT sector 8
2.4 Share of IT sector (in %) GDP 10
2.5 Share of IT sector (in %) GDP 10
2.6 Porter’s Five Forces Analysis 20
2.7 Pestel Analysis 25
3.1 Netwin Office 29
3.2 SWOT Analysis 32
8.1 Targeted Wholesalers and Retailers 49
8.2 Types of Business' Surveyed 50
8.3 Interested Clients 51
8.4 Graphical Representation of Analysis 52

List of Tables

Sr. Contents Page

No. No.
2.1 Regulatory Policies 14
4.1 Changes in SME’s 37
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Chapter 1: Introduction
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Introduction

About Program: Sure Sell is an invoice presentment, payment and financing market place which
offers easy, transparent and reliable business solutions to small and medium scale business.

Title: Analysis of customer expectations and study of consumer behavior and preferences

Objectives:
To understand the problems faced by retailers and wholesalers at the time of procurement of goods.
To make awareness about the product.

Scope of the Project:

Conduct market research to identify marketing and surveying possibilities and evaluate customer
needs.
Actively seek out new surveying opportunities through calling and networking.
Prepare and deliver appropriate presentations on products and services.
Gather feedback from the customers or prospects and share with internal teams.
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Chapter 2: Sector Analysis

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Sector Analysis

Evolution of Sector:

• By early 90s US based companies began to outsource work on

Pre-1995 low cost and skilled talent pool in India

• With increased investment in R&D India became s product

development destination
1995-2000

• Firms in India grew in terms of their sizes and scope of

service offered as more and more western countries setup
2000-2005 their bases in the country

• Firms in India became MNC with delivery centers across the

globe
• India's IT sector is at an inflection point, moving from
2005-2016 enterprise service it enterprise solution

• The US $ 167 billion Indian IT industry employ nearly

4 million people
2017-Present • Indian IT and BPM industry is expected to US $ 350 to 2025
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Structure of Industry:

The IT industry has emerged as one of the most important industries in the Indian economy
contributing significantly to the growth of the economy.

The IT industry of India got a major boost from the liberalization of the Indian economy. India's
software exports have grown at an annual average rate of more than 50% since 1991. The structure of
the IT industry is quite different from other industries in the Indian economy. The IT industry of India is
hugely dependent on skilled manpower. Primarily a knowledge-based industry, the IT industry of India
has reordered significant success due to the huge availability of skilled personnel in India.

The industry structure in the IT sector has four major categories. These are –

Fig No 2.1 Structure of Industry

IT services:

IT services constitute a major part of the IT industry of India. IT services include client, server and web-
based services. Opportunities in the IT services sector exist in the areas of consulting services, management
services, internet services and application maintenance. The major users of IT services are –

 Government

 Banking

 Financial Services

 Retail and distribution

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IT enabled services:

The services which make extensive use of information and telecommunication technologies are
categorized as IT enabled services. The IT enabled services is the most important contributor to the growth of
the IT industry of India. Some of the important services covered by the ITES sector in India are –

 Customer-interaction services including call-centers Back-office services

 Revenue accounting
 Data entry and data conversion HR services
 Transcription and translation services Content development and animation Remote education,
 Data search GIS

 Market research

 Network consultancy

Software products:

Software products are among the most highly exported products from India. The software industry in
India originated in the 1970s and grew at a significant pace in the last ten years. Between 1996-1997 and 2002-
2003, the Indian software industry grew more than five times from 2630 crores to 13200 crores. During the
same period software and service exports from India grew by almost twelve times.
Hardware:

The hardware sector of the It industry focuses on the manufacturing and assembling of computer
hardware. The consumption of computer hardware is high in the domestic market. Due to the rise in the number
of IT companies, sales of desktops, laptops, servers, routers, etc. have been on the rise in recent years. Many
domestic and multi-national; companies have invested in the computer hardware market in India.

Another categorization in the structure of India's IT industry is related to the market. There are two
major market classifications - the domestic market and the export market. The export market, dominates the IT
industry accounting for 75% of the revenue.
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Present & future growth rate projection:

Indian IT's core competencies and strengths have attracted significant investments from major countries.
The computer software and hardware sector in India attracted cumulative Foreign Direct Investment (FDI)
inflows worth US$ 43.58 billion between April 2000 and December 2019 and ranks second in inflow of FDI, as
per data released by the Department for Promotion of Industry and Internal Trade (DPIIT).

Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their offerings
and showcasing leading ideas in block chain, artificial intelligence to clients using innovation hubs, research
and development centers, in order to create differentiated offerings.

Fig No 2.2 Growth Rate Projection

Some of the major developments in the Indian IT and ITeS sector are as follows:
 In January 2020, Nippon Telegraph and Telephone, a Japanese tech announced its plans to invest a
significant part of its US$ 7 billion global commitment for data centers business in India over the next
four years.
 In February 2020, Tata Consultancy Services has bagged a contract worth Rs 10,650 crore (US$ 1.5
billion) from pharma company Walgreens Boots Alliance.
 Total export revenue of the industry is expected to grow 8.3 per cent year-on-year to US$ 136 billion in
FY19.
 UK-based tech consultancy firm, Contino, has been acquired by Cognizant.
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 In May 2019, Infosys acquired 75 per cent stake in ABN AMRO Bank's subsidiary Starter for US$
143.08 million
 In June 2019, Mindtree was acquired by L&T
 Nasscom has launched an online platform which is aimed at up-skilling over 2 million technology
professionals and skilling another 2 million potential employees and students.
 Revenue growth in the BFSI vertical stood at 6.80 per cent y-o-y between July- September 2018.
 As of November 2019, there were 417 approved SEZs across the country where 274 are of IT & ITeS
and143 are exporting SEZs.
 PE investments in the sector stood at US$ 3.6 billion in Q3 2019.

Fig No 2.3 Major Developments in Indian IT sector

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Road Ahead:

India is the topmost off shoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging technologies now
offer an entire new gamut of opportunities for top IT firms in India. Export revenue of the industry is expected
to grow 7-9 per cent year-on-year to US$ 135-137 billion in FY19. The industry is expected to grow to US$
350 billion by 2025 and BPM is expected to account for US$ 50-55 billion out of the total revenue.

Contribution to GDP:

Indian information technology industry has grown manifold during the period 1991-92 to 2015- 16 as
shown in table 1. The industry has contributed significantly to the economy in terms of GDP, foreign exchange
earnings and employments.

Majority of the Fortune 500 and Global 2000 corporations are sourcing IT-ITES from India. There are
around 600 centers set up by Indian IT companies in 78 countries catering to the IT related requirements of
people in over 200 cities. They are performing very well and showing remarkable double-digit growth in terms
of national GDP (NASSCOM analysis reports). In the financial year 2015-16, our revenues have grown from
1.2 per cent to nearly 9.3 per cent. The IT sourcing market of India has grown from 52% in 2012 to about 56%
in 2016. By 2020, this sector is expected to reach USD 225 billion target.

India is becoming one of the most preferred destinations for business process outsourcing (BPO) as far
as IT enabled services are concerned. These services are boosting Indian economy and this is evident in their
contributions to national gross domestic product (GDP).
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Fig No 2.4 Share of IT sector in GDP (USD)

Fig No 2.5 Share of IT sector (in %) GDP

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Regulators of the industry:

1. National Association of Software and Service Companies –NASSCOM

a) NASSCOM, a not-for-profit industry association, is the apex body for the 180billion dollar IT BPM
industry in India, an industry that had made a phenomenal contribution to India's GDP, exports, employment,
infrastructure and global visibility. In India, this industry provides the highest employment in the private sector.

b) Established in 1988 and ever since, NASSCOM’s relentless pursuit has been to constantly support
the IT BPM industry, in the latter’s continued journey towards seeking trust and respect from varied
stakeholders, even as it reorients itself time and again to remain innovative, without ever losing its humane and
friendly touch.

c) NASSCOM’s members, 2800+, constitute 90% of the industry’s revenue and have enabled the
association to spearhead initiatives at local, national and global levels. In turn, the IT BPM industry has gained
recognition as a global powerhouse.

2. Manufacturers’ Association for Information Technology- MAIT

a) Set up in 1982, MAIT is the apex ICT association in the country. It was established for purposes of
scientific, educational and IT Industry promotion and has emerged as an effective, influential and dynamic
organization. It provides leadership role in the hardware and software manufacturing with support of its
member firms which will help in transparent Governance thereby leading to a responsive Government.

b) MAIT is headquartered in New Delhi with key affiliates across the globe. MAIT member spread
covers Manufacturers, System Integrators, Solution & Service Providers E-Waste Recyclers, Testing labs,
Software Developers, IT Park Developers, Consulting Organizations, Companies in the areas of Cloud and IOT
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As a business support initiative, MAIT provides a wide range of programmes and services for member firms as
well as the entire ICT industry. These initiatives spread around conferences, events and workshops; policy
representation; domestic and international marketing support; technology initiatives; targeted publications;
networking opportunities; and many other industry-directed services. MAIT works in multiple area for public
advocacy which include Cloud & Analytics, IPR, Skill Development, Component Trading Hub, State IT/
ESDM Policies, Import/ Export Policy, GST, Procurement Reforms, e-Governance, SMEs, e-Waste, Innovation
& Start-up, Industry 4.0, IoT Devices, Smart Cities Solution and Standards.

.
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Regulatory policies and their impact as a whole:

Types of Government Policy Instruments:

Broad Classification Key Policy Instruments Illustrative interventions

Fiscal Policies Direct tax concessions and Income tax holidays,
waivers. concessional tax rates,
simplified return filing
provisions, special tax
exemption.
Indirect tax concessions and
waivers. Customs duty exemption on
exports and imports, service
tax concession, sales tax
Subsidies, grants, incentives waivers.
and other financial support.
Capital subsidy, subsidies
on land, power & telecom
tariff, interest expenses.
Innovation Policies Research and development Direct funding through
R &D support. strategic R&D grants &
patent incentives, test bed
facilities, tax break on R&D
Intellectual property rights expenses.
(IPR)
Protection. Legislation and
implementation mechanisms
for protecting products,
Providing incubation protection copyrights and
facilities and services. trademarks.

Support schemes for start-

ups and SMEs offering plug
& play facilities and service.
Human Capital Policies Formulating educational Making changes in
policies & curriculum with a curriculum based on IT
focus on IT sector sector requirements,
requirement. Allowing private investment
in education with requisite
quality checks.
Supporting training &
Government sponsored/
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capacity building initiatives. supported programs for

developing and enhancing
skill sets of IT work force.
Facilitating employment
creation and attracting Subsidies linked to job
talent. creation, policies to attract
foreign experts relaxed visa
regulations and labor market
policies.
Investment Climate Policies Simplified institutional and Declaring IT as a “priority
implementation framework. sector” resulting in
preferential treatment and
efficient policy
implementation
mechanisms, single window
Facilitating cross-border clearance.
investments, trade in
products and services. Favorable export import
policies, free trade
agreements, Double
Taxation, Avoidance
Agreements, permitting
Enabling development of e- foreign direct investments
Commerce/e-Government. (FDI) with profit
repatriation.

Legislations for recognizing

legal validity of digital
signatures & transactions,
responsibility of service
providers, incorporating
cyber
crime into existing penal
provisions.

Table No 2.1 Regulatory Policies

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Fiscal Policy:

 The Income Tax Act, 1961, offers a number of incentives to IT and ITES companies,
including a 100% exemption on profits from export of computer software till 2010 and a
higher rate (60% compared to 15% for plant, machinery and equipment) of depreciation
on computers and software.
 Software Technology Parks of India (STPI), an autonomous organization under the aegis
of Ministry of Communications and Information Technology, government of India offers
a number of concessions to STPI registered IT and BPO units like 100% import duty
exemption on capital goods imports, reimbursement of Central Sales Tax (CST) paid on
capital goods purchases from the Domestic Tariff Area (DTA).
 Given India’s federal structure, a number of state/provincial governments also offer
additional financial incentives to IT and BPO units setting up operations in the region.
Typical incentives offered include capital investment and interest subsidies and subsidies
on electricity tariff.

Innovation Policy:

 Given India’s federal structure, a number of state/provincial governments offer IT

companies additional incentives linked to research and development. For example, the
government of Andhra Pradesh as part of its IT Policy, 2005–2010, offers free space for 5
years to companies engaged in “high-end R&D” together with requisite software tools.
Under this policy, the cost of filing patents are also reimbursed to companies based in the
state.
 STPI, under the Ministry of Communications and Information Technology, provides
incubation facilities in each of its 49 centers spread across the country, with plug & play
facilities, shared services support.
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Human Capital Policy:

 A number of state (provincial) governments also support training & development

initiatives with a focus on meeting the manpower requirements of the IT sector. For
example, the government of Andhra Pradesh has set up Jawaharlal Knowledge Centers in
all 23 districts of the state with the support of industry associations and corporate entities
to impart focused technical and soft skills to engineering graduates with a focus on the IT
sector. The government of Karnataka runs 220 training centers all over the state with the
curriculum focused on different types and levels of IT and BPO skills.

Investment Climate Policies:

 At the central (federal) government level, the Department of Information Technology

(DoIT), Ministry of Communication & Information Technology, government of India is
responsible for formulating specific policies and promoting the Indian IT sector. It has
formulated and administers a number of schemes like STPI, Electronic Hardware
Technology Park (EHTP), Export Promotion Capital Goods Scheme (EPCG) for
providing various incentives & concessions to IT companies.

 The DoIT has promulgated various legislations such as the Information Technology Act,
2000, and the Semiconductor Integrated Circuits Layout Design Act, 2000 as part of its
initiatives to create a supportive legal framework for development of e-commerce in the
country. It has also initiated the National e-Governance program (NeGP) for adoption of
IT to bring about improvements in citizen service delivery both in the Central
Government as well as individual states. Most of the large IT companies have benefited
through significant additional business by participating in NeGP.

 The state (provincial) governments also offer additional benefits & concessions through
their respective Departments of Information Technology/nodal agencies. Many states
have declared the IT & BPO sector as “essential services” to provide additional
operational flexibilities to companies in these sectors.
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Key Initiatives by the government to promote the IT industry:

Recent major initiatives taken by the government to promote IT and ITeS sector in India
are as follows:

 On May 2019, the Ministry of Electronics and Information Technology (MeitY) launched
the MeitY Startup Hub (MSH) portal.
 In February 2019, the Government of India released the National Policy on Software
Products 2019 to develop India as a software product nation
 The government has identified Information Technology as one of 12 champion service
sectors for which an action plan is being developed. Also, the government has set up a Rs
5,000 crore (US$ 745.82 million) fund for realizing the potential of these champion
service sectors.
 As a part of Union Budget 2018-19, NITI Aayog is going to set up a national level
programmed that will enable efforts in AI^ and will help in leveraging AI^ technology
for development works in the country.
 In the Interim Budget 2019-20, the Government of India announced plans to launch a
national programmed on AI* and setting up of a National AI* portal.
 National Policy on Software Products-2019 was passed by the Union Cabinet to develop
India as a software product nation.
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Key National & Global issues affecting the country:

Each year we talk with tech leaders about the biggest problems they’ll face in the near
future, and we’re starting to see some subtle and not-so-subtle shifts from the worries of 2018.

1. H1-B Visas

The H1-B visa is a program that allows companies based in the US to temporarily employ
highly skilled professions from other countries. This year, the Trump administration changed the
policy of issuing H1-B visas. Unfortunately, the new procedure makes it difficult for companies
to prove that the H1-B worker comes with specific and non-speculative qualifying assignments in
a certain occupation.

According to the USCIS (US Citizenship and Immigration Services), nearly 75% of H1-B
visa holders are Indian citizens.

The new H1-B policy is negatively impacting the IT industry in India and people looking
to find jobs in the US. There are several small and medium enterprises in India that rely on the
US market and H1-B visa.

Also, the new policy states that the minimum salary of an H1-B visa holder should be a
minimum of $130,000. Given this high salary, understandably, a lot of companies in the US now
opt to hire Americans.

2. Economic Slowdown

The IT Industry in India draws most of its clients from Western countries like the US, the
UK, Spain, and Canada. In the last few years, these Western countries have faced slowing
economic growth, which has hurt the growth of the IT industry in India.

To add oil to the fire, there has always been a biasing relationship between the dollar and
the rupee. The increasing value of the dollar against the rupee has further strained the industry.
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3. Data protection and privacy rules

The new data protection and privacy rules enforced by other countries are preventing
Indian companies to serve in those countries. For example, the European Union’s GDPR
(General Data Protection Regulation) law that became effective in May 2018.

GDPR is applicable to all the companies that operate in the EU or have their customers in
the region – any company that deals with the personal data of European customers need to
comply with GDPR rules.

Since not all the IT companies in India can comply with GDPR and other data protection
rules, many had to stop serving EU customers. As mentioned above, most of the clients of the
Indian IT industry are from Western countries, and many clients are choosing development
options closer to home.

GDPR is preventing some India tech companies from working with European clients.

4. Domestic Challenges

Today, traditional business models have become outdated. It is the era of digital
transformation, where companies around the world are embracing modern technologies like
cloud computing, artificial intelligence (AI), the Internet of Things (IoT), and blockchain. These
technologies help them reduce costs, accelerate time to market, save time and increase employee
productivity.

However, Indian organizations are slow in adopting these technologies. They are still
stuck with the traditional models. This is because of the lack of skilled employees, conventional
infrastructure, as well as restrictive regulations

In India, more than 400,000 students graduate every year. Yet, only 20% of them get
employment. This is because the universities and colleges are focused on providing degrees
rather than enhancing student skills. This has created a gap between the supply and demand.

IT companies are not finding the right talent that can go along their digital transformation
journey.
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Porters Five Forces Analysis:

Fig No 2.6 Porter's Five Forces Analysis

1. Bargaining Power of Buyers: In an industry as massive as Information Technology, the term

"buyers" refers to almost everyone in the world. While there are countries that are behind
technologically, a majority of locations in the world have access to computers and the internet
etc. Given the large number of buyers, it is safe to say that the customers control the IT industry.
There are so many choices for a buyer (many firms in this industry) and there are minimal
switching costs, so customers aren't typically "locked in" to one firm. Also, because a lot of IT
sales come from companies that make large purchases, those companies are powerful and
important to the IT firms (who often provide incentives to these businesses, in order to convince
them to utilize their products over competitors). Customers are sensitive to price, but IT products
and services are necessary to the success of businesses, so they are willing to spend a lot of
money to get a good product. There are typically many interactions between buyers and IT
companies because of the need for training to use products, constantly upgraded technology and
an abundance of advertising.
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2. Bargaining Power of Suppliers: Although companies like Intel and AMD are a part of the IT
industry, for the purpose of this project I will be classifying those companies as suppliers to the
IT industry's firms. The inputs in this industry are pretty standard, with differences being speed,
memory etc. Though the inputs are standard, new companies find it difficult (not impossible) to
enter this industry as a supplier because of the existing relationships between current suppliers
and IT firms, the ever changing and improving technologies of the world and the intense rivalry
between existing players. IT firms are very important to suppliers because they are their primary
customers, but I believe suppliers are even more important to buyers(IT firms). Suppliers are not
"locked" into deals with specific firms (contracts exempt), but most of the relationships between
the firms and suppliers in this industry are well established, and these suppliers would most
likely not want to end their relationships with firms in the first place.

3. Threat of New Entrants: The IT industry is relatively attractive to newcomers because of its
rapid growth and appealing customer base. At the same time, the industry is unattractive to
newcomers because of the cost advantage large-scale incumbents possess, the significant amount
of capital a new firm would need, and the major established brands already in the industry. Any
newcomer in this industry can expect a strong retaliation from existing players, which is a major
reason this industry is not too attractive. The best way for a new entrant in this field to be
successful would be if they had a brand-new idea for a product or service; the lack of
differentiation in the industry is one thing a newcomer could exploit. Overall, the IT industry
isn't overly attractive, but it is routine and profitable enough that a lot of people try and enter it.
Many new firms try to enter this industry, but they rarely give established names a real run for
their money.

4. Threat from Substitutes: There is not much of a threat from substitutes to the IT industry,
mostly because there aren't true substitutes. We live in a digital age, so we rely on IT to run our
lives and businesses. An example of a substitute would be a scientific calculator, but to compare
the two is a stretch. Nothing can really replace all that computers do for us as a society.
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5. Rivalry among Existing Players: The IT industry is known for its rapid growth,
effectiveness and competition. A main reason why many new entrants are not successful is the
intense rivalry between existing players. Large companies in this industry benefit from
economies of
scale, which is valuable and something they try very hard not to lose. Products in this industry
are well branded and tend to have a strong customer base. Market share is unevenly distributed
among existing players, who are often in various kinds of legal and advertising battles with one
another.

PESTEL analysis:

Political:

As we can see that political situation in India is pretty stable same government is ruling
from past two terms so there is not much changes in the policies hence the conditions are very
stable to run business

Factors that affect a business:

 Government policies

 Taxation policy

 Political stability

 corruption

 Labour law

 Trade restriction

As we can see there are less trade restrictions in India and the corruption level is also as
compared to previous years are going down.

India is politically stable and the taxation policies are also pretty favorable with favorable
government policies.

Economic:

 Economic growth

 Exchange rate

 Interest rate
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 Inflation rate

 Disposable rate

 Unemployment rate

As we could see the unemployment rate has gone down more and more people are getting
employed and we can even see now a days more and more people are getting self-employed and
there are many startups coming up and a lot of people are going for freelancing projects.

And as we can see lately disposable income is increasing in the hands of people. It might
be an influence of west or excessive salary paid to IT employees but a study state that disposable
income in India has drastically increased as compared to 90’s.

Social:

 Population growth rate

 Age Distribution

 Career attitudes

 Safety emphasis

 Health conscious

 Lifestyle attitudes

 Cultural barriers

Cultural barriers could be a problem as there is not much adoption of digitalization in our
country but as observed by me in our surveys many people are shifting towards digitalization.

Technology:

 Technology incentives

 R&D

 Level of Innovation

 Automation

As we know that we are technologically advancing day by day, through we aren’t as

advance as developed nations but we are on track of reaching there as slowly slowly we are
starting to adapt all the new and latest technologies.
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Environmental:

 Weather

 Climate

 Environmental policies

 Climate change

 Pressure from NGO

Legal:

 Discrimination law

 Antitrust law

 Consumer protection law

 Copyright and patent laws

 Health and safety laws

Fig No 2.7 Pestel Analysis

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Chapter 3: Company Analysis

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Company Analysis

Brief of the Company:

Netwin Infosolutions is an ISO 9001-2015 certified Software Development and

Independent Software Testing Company. Netwin is registered service provider with Software
Technology Parks of India (STPI) and member of Electronics & Computer Software Council of
India (ESC India). Netwin has 20+ years of experience in providing customized software
solutions to various industry verticals. Netwin has a large pool of skilled and experienced
software engineers to provide you the best solution to satisfy the growing needs of your
organization.

Netwin Infosolutions Private Limited is a Private incorporated on 25 August 2006. It is

classified as non-govt company and is registered at Registrar of Companies, Pune. Its authorised
share capital is Rs. 21,000,000 and its paid-up capital is Rs. 10,050,000. It is involved in other
computer related activities [for example maintenance of websites of other firms/ creation of
multimedia presentations for other firms etc.]

Netwin Infosolutions Private Limited's Annual General Meeting (AGM) was last held on
30th September 2019 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2019.

What we do:

We build software solutions the way you work, the way you want. Our work is tailored to
best suit your growing business needs, ranging from small mobile application to a complex large
intranet systems. Our methodology is to study your requirements in details and then we design a
system to suit your current requirements, keeping in mind the future growth of your organization.
We build the solutions based on our extensive business domain knowledge with technology
competency and proven methodologies to deliver high quality results in a cost-effective manner
to maximize your competitive advantage and productivity.

Share Capital & Number of Employees:

Authorized Capital ₹ 2,10,00,000

Paid up capital ₹ 1,00,50,000

 P a g e | 27

Listing and Annual Compliance Details:

Listing status Unlisted

Date of Last Annual General Meeting 30 September 2019

Date of Latest Balance Sheet 31 March 2019

Vision

 To Be a leading provider of reliable and consistent technology services

 To enhance and sustain our reputation in providing customer centric solution

Mission

 Hire, train and motivate employees in creating a synergistic organization which can
deliver solutions which generates customer delight at least possible cost

 To implement and follow business processes to improve quality of products and services

 To improve upon mutually beneficial relationships with all customers to supportive

external agencies and business associate.

Management & Directors:

Directors of Netwin Infosolutions Private Limited are Arvind Trilochan Mahapatra,

Chandrakant Purushottam Sohandani and Uttam Vitthal Gadage.
 P a g e | 28
Registered office:

Fig No 3.1 Netwin Office

IT-29/5, IT Park,
Opposite Siemens, MIDC Ambad, Nashik – 422010,
Maharashtra, India.
Other offices
67-71, Satyam Arcade A wing, Pune Nagar Road, Near Viman Nagar Police Station, Ramwadi,
Vadgoansheri, Pune, Maharashtra 411014

Services offered:

1. Product Engineering:

i. Product Development

ii. Product Maintenance

iii. Product Enhancement

2. Interface Development:

i. Oracle EBS

ii. SAP Interface Development

 P a g e | 29
iii. Microsoft Dynamics Interface Development

3. Testing and QA:

i. Functional Testing

ii. Security Testing

iii. Performance Testing

iv. UI Testing

4. Customized Software Development

5. Software Consulting

Application Of Managerial Frame Work:

Study of the market situation and factors related to the product

Targeted Customers:
It is for sellers and buyers who maybe wholesalers or retailers.
Who is seller according to our app?
Micro Small and Medium Enterprises (MSME’s) who supply goods and / or services to the
buyers.

Who is a buyer according to our app?

The buyer is an entity, who purchases the goods and / or avails the services offered by micro
small and medium enterprises (MSME’s).

SWOT Analysis:

Fig No 3.2 SWOT Analysis

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Strengths:

 20+ Year of experience in this sector

 Well established brand name in IT solution sector

 Our product targets clients pain points and solves their problems

 Good network with customers

 Skilled & knowledgeable staff

As we are very established company, we have a competitive edge over other companies.
We believe in problem solving as we do in-depth survey and search pain points of the customer
and try pour level best to solve it and provide the customer with a product that would save his
problem and satisfy his need.

The employees employed by the company are skilled and they focus on training and
constant development of the employee so the customer would be always satisfied by the service
received by him.

Weaknesses:

 Need of technology to access the product

 Hence won’t be able to target people who do not use smart phones

 well established traditional system of business: - It would be a challenge to bring change

and make people switch to our products

As to use our products a smart phone or a website access is required which is a problem
to a certain extent as we know our country is not completely digitalized and even amongst people
who use phones are some who don’t even use a smart phone or a phone that supports internet so
it is difficult to target such type of people. Hence the basic requirement of our products is internet
connection, and people who don’t have internet connection are automatically out of our targeted
customer.

As pertaining to the project that I worked on it was on invoice financing so there was a
strong psychological barrier as people are so used to, to the traditional way of doing business and
so reliant on the traditional way that they find it difficult to trust on a digital platform.
 P a g e | 31
Opportunities:

 Un-penetrated market so there is a lot of untapped potential

 Win-win situation hence a lot of clients will sign up

 Adaption of new technology

 Government promoting local businesses

 Less competition

 Digitalization

The project I was working on i.e., Sure Sell is in an un-penetrated market there are not
many competitors, there was on Udaan and India mart but Udaan was completely online so the
product promised and the product delivered the quality was very different hence people stopped
using it and in India mart there were many hidden charges due to which people lost trust in it
hence this market has a lot of untapped potential which we could capture and work on.

And as government is promoting local businesses, local businesses would be needed

working capital to meet up the demand and to expand the business which we could provide as we
have tie ups with local banks too and we provide with invoice financing.
As there is adaption of new technologies by the mass people are slowly adapting to new
technologies. Businesses are going digital and they are starting to trust on digital means of
payment so we could make use of this opportunity.

Threats:

 Online platforms like Amazon, Big basket

 Competition from larger players is entering this sector (Jio mart)

 Large players like Walmart, D-mart, Big Bazaar, Star Bazaar, Reliance retail etc.

 Local shops becoming obsolete

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Chapter 4: News Analysis

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News Analysis:

1) How Fintech Is Changing Banking for SMEs (+Trends for 2020)

Is high street banking dead?

If you’re a digital native, it just might be. For an increasing number of consumers and
businesses, high street banking is a thing of the past. Currently, 46% of consumers use only
digital channels for banking. Today’s companies expect to be able to apply for finance as easy as
ordering a pizza, and fintech companies are making that happen.

FinTech’s, or financial technology companies, have rapidly redefined banking through

innovating disruptive digital services and targeted products. Now many services enable business
owners to check their balance, update account information, apply for credit, make payments, and
manage expenses through mobile or desktop apps.

In 2017, 88% of incumbent financial institutions feared that they would lose money to the
disruptive innovation of fintech companies. In response to the challenges, 82% of traditional
banks planned to increase fintech partnerships.

Since then, traditional banks have been attempting to play catch-up and partner with
Fintechs to regain the confidence of the jaded SME market, who are turning to alternative
services for up-to-date financial management solutions. For SMEs, the collaborative and
cooperative relationship between banks and fintechs has created an abundance of choice.

Fintech adoption in 2020

Over the past few years, Fintech adoption has reached unprecedented heights. Consumers
and SMEs have proved to be open-minded not just to FinTech but also sharing their data.

The Global FinTech Adoption Index 2019 revealed that:

Global SME adoption sits at 25%

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56% of SMEs use a banking and payments fintech

service 46% of SMEs use a financing fintech service.

89% of SME adopters are willing to share data with fintech companies

The data shows that SMEs are moving away from the restrictions of traditional banking
into on-demand digital services, even if that means sharing their data. Incumbent banks who have
been historically skeptical about data sharing have also been getting in on the act.
An Accenture survey found that 90% of bankers believe open banking will boost organic growth
by up to 10%.

While the flexibility of fintech solutions is one of the main reasons for the high rate of
adoption amongst SMEs, it’s critical not to overlook the importance of cost. Many services have
cut the costs of traditional banking service, particularly in the realm of international transfers.

For instance, Transfer wise allows customers to transfer money internationally for up to
eight times less than banks. With affordable alternative financial services on the rise, it’s natural
that SMEs are switching to more economical solutions.

How SME banking is changing

Generally speaking, if there’s one thing SMEs have gained throughout the rise of fintech,
it’s a choice. The choice to do business and manage financial accounts as they need. They aren’t
tethered to high street banks but enjoy a truly limitless online experience, led by companies that
play a greater role in financial planning.

For SMEs, the banking experience has changed in

the following ways:

Digital

banking

Digital lending

Personalization

Omni-channel banking
Table No 4.1 Changes in SME’s

Let’s take a look at the trends within fintech banking in 2020.

 P a g e | 35

1. The growth of digital banking

Perhaps the most noticeable change is the movement of SMEs to digital services.
Challenger banks and fintechs have moved away from a stuck-in-the-mud and heavily-regulated
approach to a flexible and immersive online experience. Rather than turning to industry norms,
fintechs embraced innovation, reinventing services thought to be unalterable.

Medici Research notes a global digital banking presence with 21 providers in Europe,
eight in the Americas, and six in Asia. One of the biggest European providers is Monzo, which
offers consumers and SMEs with a mobile banking app and financial management features.

For example, there is a feature that divides overheads and tax money into separate
sections to help the user to prepare to pay tax. The platform also integrates with accountancy
tools like Xero and FreeAgent, helping businesses to manage their books more efficiently.

1. Digital lending
The growth of Digital lending has redefined how SMEs apply for finance. The Digital
Lending Platform Market by Solution Global Forecast anticipates that the global digital lending
platform market size will grow from $5.1 billion USD in 2018 to $12.1 billion USD by 2023,
with a CAGR of 18.7%. A significant reason for the increase is the convenience of digital
lending over applying within a bank.

In the past, applicants would fill out a form and complete a credit check before being able
to receive finance. Now, not only can applicants fill out applications online, they can go through
an alternative digital lending process that is defined by individual providers, not an industry.

For example, OnDeck is an online digital lender who offers loans to small and midsize
enterprises. The user can apply for loans from $5,000-$500,000 in just 10 minutes. Services like
OnDeck have appealed to SMEs because they remove the limitations and long wait times that
come with loans from traditional lenders.
 P a g e | 36

2. Personalization
The open-minded nature of fintech companies has forged countless personalized products
targeted toward business owners. Providers dabble in everything from data aggregation
and artificial intelligence to tailor solutions for individual users, whether they’re solopreneur
businesses, midsize limited companies, or large enterprises.

Targeted services help companies to make positive financial decisions, and there is an
intense desire amongst SMEs for more guidance. Sixty-four percent of SMEs said they would
like “money management” advice (cash flow, invoicing, or financial planning) from their bank.
Customers that seek out services with financial management advice generally gravitate towards
fintechs rather than traditional banks.

Unfortunately, banks have failed to offer personalized products to customers. The Power
of Personalization in Banking 2018 report found that 94% of banking firms can’t deliver on
“personalization promise.” As a consequence, customers looking for financial management
gravitate towards fintech banks rather than traditional banks.

2. Omni channel banking

The digital innovation of fintech companies has slowly built an omnichannel experience
for SMEs. SMEs can sign up for a banking experience that combines multiple channels from
print to desktop and mobile applications into one unified experience. Users can check accounts
and manage their financial health regardless of what device they’re offering.

The increase in omnichannel usage and digital natives has made user experience a
prominent factor in the purchasing decisions of consumers. In fact, 66% of customers say
that experience is a major factor when choosing payment and transfer services. Shifting attitudes
have forced financial providers to provide a quality omnichannel experience.

Financial institutions must now offer desktop and mobile applications with a solid UX to
stand out in the market. At a minimum, SMEs and modern consumers expect to be able to log
into their accounts from any device and access personalized services without a hitch.
 P a g e | 37

1. The rise of data sharing and APIs

APIs have been invaluable in disrupting the segmented banking experience that
emphasized secrecy over collaboration. Fintech companies now offer services that embrace
cooperation with third parties to deliver relevant products and services. Providers such as Monzo
and Transfer wise have integrations with accounting software so that users can manage their
finances.

In a broader sense, banking has transformed into opening banking, sharing data between
service providers to provide the best experience to customers. Businesses have welcomed the
variety these services bring to the table. The Open Banking for Business Survey found that 77%
of SMEs and large corporations were already participating in Open Banking ecosystem
platforms.

The open banking movement has given SMEs choices that they didn’t have before.
Rather than being restricted to choosing from a handful of providers, businesses can choose
services from new providers who aren’t bound by the shackles of antiquated banking norms.
 P a g e | 38

Chapter 5: Review of
Literature
 P a g e | 39

Literature Review

The MSMEs have recently emerged as a strong, dynamic and vibrant sector of the Indian
economy and are playing a vital, important, catalytic and significant role in the socio-economic
development of the country. The MSMEs provide significant contribution as second largest
employment provider sector next to agriculture, contributing significantly to the Gross Domestic
Product and exports. This vital sector of economy has grown rapidly in the recent years with
significant financial help from the banks. The growth of the MSME sector needs to be increased
and accelerated further with the predominant financial help from the banks.

The main aim of the current study is to examine the problems faced by the MSMEs while
raising loan from the banks and suggest suitable strategies to overcome the problems and
increase banks share in MSME financing with emphasis to examine the growth of the MSME
advances. This envisages to study the various products, services, technology and schemes of
MSME financing by banks with regards to customer preferences and awareness. The study has
developed a suitable MSME financing model to banks after studying the banks financing system
and procedure at branches.

An attempt has been made to examine SBI approach in MSME financing. In consonance
with the objectives of the study, ten years business financials particularly advances and MSME
advances data of the banks in the district has been appraised and commented upon. The responses
collected from MSMEs in the district also tabulated, applied statistical tools to analyze and draw
inferences. The significant and important outcome in the shape of area-based strategies,
preferences and awareness-based products, services, technology and schemes have emerged
which have been discussed in the concerned chapters in detail. The micro enterprises are included
in the small enterprises. A comprehensive MSME financing model has been developed.
 P a g e | 40

Chapter 6: Objectives
 P a g e | 41

Objectives

• The objective of the research was to understand the invoice financing need in the market
and working capital requirement of SME's
• To Find out the Consumers needs and expectations for finance related application
• To Seek maximum information about the consumers i.e., consumer’s income range,
buying behavior and their location
• To Know the nature and extent of competition and also the strength and weakness of the
competitors
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Chapter 7: Research
Methodology
 P a g e | 43

Research Methodology

Descriptive Research:

When a study is designed primarily to describe what is going on or what exists.

Public opinion polls that seek only to describe the proportion of people who hold various
opinions are primarily descriptive in nature.

Data sources (Primary and secondary sources):

Research has been conducted using both primary and secondary resources for the
collection of data:

Primary Data:

A primary data source is an original data source, that is, one in which the data are
collected first-hand by the researcher for a specific research purpose or project. Primary data can
be collected in a number of ways. However, the most common techniques are self-administered
surveys, interviews, field observation, and experiments.

Secondary Data:

• Secondary data has been taken from online sources such as Google, just dial and there are
certain websites are available which includes the contact details of retailers and
wholesalers.
• Data Collection Instrument (for e.g., Questionnaire)
• Questionnaire through google forms
• Questions covered Basic information of the merchants, Name of the merchant, Location of the
store, contact details, Additional Working capital or Loan requirement, their annual
sales revenue, are they interested to register on Sure Sell.
 P a g e | 44

Telephonic Interview:

We called to Retailers & Wholesalers and collect information by taking interviews. We

ask and find out the answer of questions which are in the google form.

Sampling Design:

a. Sample Size- 100 clients

b. Sampling Method- Stratified random sampling
c. Sampling Unit- Wholesalers and retailers in Kolhapur

Outline of Analysis:

Excel sheet was maintained as well as Pie chart and bar graphs were used for data analysis.
 P a g e | 45

Chapter 8: Data Visualization,

Results and Interpretation
 P a g e | 46

Data Visualization, Results and Interpretation

Data analysis is a very important tool to understand any data as you need to interpret it.

In the samples, we studied how many were wholesalers and how many were retailers.

Fig No 8.1 targeted Wholesalers and Retailers

The given pie chart explains that more of retailers were contacted as the number of
retailers is more and the number of wholesalers is less as compared to the retailers.

Later it was observed that many of the wholesalers were more interested in this app as our
application saves recovery costs incurred by the wholesaler and reduces bad debts.
 P a g e | 47

Types of businesses we surveyed:

Fig No 8.2 Types of Business' Surveyed

• Most contacted clients are from the grocery and food-grain sector as they are our main
client
• Second most contacted clients are pharmaceutical business owners
• Other most targeted sectors are stationery and electronic sector

As we are developing a product for the mass which is grocery stores hence, we had
focused more on surveying grocery stores and knowing the customer behavior and understanding
the minute details involved in running grocery stores, the same was also done for
pharmaceuticals as these two are our major customers.
 P a g e | 48

Clients who would like to opt for our application:

Nature of TOTAL WOULD LIKE WOULDN’T LIKE

business TO SIGN UP TO SIGN UP

Pharma 210 97 113

Stationery 113 59 54
Kitchenware 67 36 31
Grocery 341 217 124
Electronics 119 71 48
Sports 41 19 22
Hardware 32 18 14
Gift shops 17 9 8
Dairy 11 3 8
Bags 14 5 9
Sweetshops 35 12 23
Fig No 8.3 interested Clients
 P a g e | 49

Graphical presentation of our analysis:

Fig No 8.4 Graphical Representation of Analysis

• Through the collected data we can see that most of the grocery people are interested in
our application because they need working capital to expand our business.
• Response from pharma sector was also good but then one of the problems in pharma
sector was that unsold medicine was returned to the distributor so that would be one of a
problem point for the pharma sector.
• Rest we can see the least interested sector was dairy and bags as dairy most products are
perishable and tourism industry is low hence, they are the one who are least interested

We can see that many of the grocery dealers have agreed to sign up for our product as there is a
lot of need of working capital and a lot of scope to expand their business so they doming want
their money to get stuck in the credit cycle hence their prefer our application.

We also came across various challenges like in Pharma business the unsold medicines are
returned to the wholesalers which would be a challenge for us but we had a word with a few
Pharma and came up with a solution for the problem and made a few upgrades to the application
 P a g e | 50

There was an observation that clients who buy their products on daily basis like dairy and sweet
shops and a few vegetable dealers weren’t much inclined towards our product as they need to do
regular transactions and their money is not generally stuck in the cycle.
 P a g e | 51

Chapter 9: Findings and Conclusion

 P a g e | 52

Findings and Conclusion

Untapped potential:

As we can see that not many players have entered this market, there was an application Udaan
which had entered the market but then the problem was it was completely online more like a
market place not just invoicing function so the product that retailer used to order was very
different from the one he used to get, there was one more named India mart but it levied a lot of
hidden charges hence people started losing trust in it.

Un-penetrated market:

It’s not much of a saturated market and there no established player hence there is a lot of
scope.

Different from our competitors:

As in the findings we saw that the wholesalers are asking for an advance payment and there is
cash crunch in the market the company is taking advantage of the current situation and fast
tracking the launch of the application so more and more clients can sign up for our application.

Different from the competitors:

As in the initial slides we saw our competitors, but our idea is unique from the competitors’ one.
Our product is a blend of traditional way of business and the modern digitalized business.
 P a g e | 53

Chapter 10: Limitations

 P a g e | 54

Limitations of the Project:

• COVID 19: - Due to COVID 19 a lot of businesses are affected.

• Work from home: - This SIP was basically an on-field SIP but due to the current market
situation we had to work from home. On field SIP would have given us a lot
more exposure than work from home SIP.

• Psychology of the business owner: Due to COVID 19 a lot of business owners thought
process has changed and their decisions are affected by the current market situation. They
are taking future decisions considering the current abnormal event.

• Government rules and regulations regarding lockdown: Due to the lockdown most of the
businesses were closed and we can’t even visit personally and they had their landline

number registered which no one was answering hence we might have missed some
potential clients due to it.
• Lack of trust: - As the client wasn’t able to see us our body language, it was very difficult
to trust us and confirm the genuineness of the person
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Chapter 11:Recommendations
 P a g e | 56

Recommendations:

• Integrating with tally software: We could integrate with tally software as it could help the
business owner to also maintain stock. He could get to know his closing stock and opening
stock and level of stock actually present with him at any point of time.

• Introducing GST filing facility for the business owner: As our clients would be uploading
each and every bill on our application, as we are collecting so much data about their transaction
it would be pretty sensible to avail GST filing facility as we have their purchases and sales and that too
billowiest would help the clients to file their return at a click of a button and would save a lot money as
consultants charge heavy fees just to file the return.

• Tie up with payment applications like Paytm and Google pay: If we tie up with and of the
payment app people won’t be need to download a separate app and these application is now a
day’s used by most of the business owner so we would get a pretty good customer base, and return we
can pay a percentage or monthly premium to the payment app.

• To avail extra discount for people who pay through our app and who do business on cash
basis.

• To target a big brand or wholesaler and create a chain and grow customer base.
 P a g e | 57

Learning’s from the SIP:

• Punctuality
• Teamwork
• Consumer behavior
• Data analysis
• Mentoring
• Corporate culture
• Product designing
• New product development
• Pitching your ideas
• Communication skills
• Planning and targeting
• Experience to work under pressure/target-oriented work

Utility to the organization:

• As it is a new project and they are launching a new product the organization wanted to
what are the real pain points of their clients and this can’t be found out by interviewing a

single client hence they needed feedback from many clients of different demography
different geography different culture and different background.
• I recorded around 100 surveys in Kolhapur district region which covered diverse sector
and my other mates were focusing on different geographical areas as Pune, Nashik and

Ahmednagar. I used a questionnaire provided by the company and we had to report to our
mentor every evening stating what was the work done for the day and what was the
clients’ feedback.

• The exact pain points of the clients and what all changes they would be needing in the
application is reported.

• This gave an insight to the company about what the customer really needs so that they
could deliver the customer according to his needs and keep him a happy and satisfied

Customer.
 P a g e | 58

• We were also a part of product designing and testing team so we our self-have used the
application so we were able to report any glitches faced by us while using the application

and also helped with giving feedback over the user interface of the application.
 P a g e | 59

Chapter 12:
Bibliography and
Appendices
 P a g e | 60

Questionnaire
1) Name of the Surveyor

* Ans:

2) Survey Type *

On Location

Call

3) Date of Survey

* Ans;

4) Time of Survey

* Ans:

5) Name of Company / Firm /Merchant *

Ans:

6) City *

Ahmednagar

Nashik

Pune

Kolhapur

Lasalgoan

Chandwad

Manmad

Pimpalgaon Baswant
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Bhagur

Sangamner

Akola

Kopargaon

Shirdi

Rahata

Loni

Shrirampur

Rahuri

Sinnar

Malegoan

Deolali

Yeola

Niphad

7) Product Category *

Grocery/Food- Grains

Pharmaceutical

General Store

Jeweler Shop

Flower shop/Florist

Optician
 P a g e | 62

Stationer

Petshop

Supermarket

Department Store

Textile

Agriculture/ Fertilizers

Hardware

Kitchen ware/ household Appliances

Computer Hardware, Accessories

Footwear

Electronics

Novelty gift shops

Automobiles accessories / Car Accessories /Auto Body Parts

Mobile accessories

Saloon

Sweet Shop

Furniture Shop

Sports Shop

Leather and Handbags

8) Business Address

Ans:
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9) Mobile/Contact Number

* Ans:

10) Have you understood the Invoice financing Platform – SureSell?

* Yes

No

11)Do you require additional working capital or loan to grow your business?

* Yes

No

12) Do you think SureSell can help your business to grow faster?

Yes

No

13) If you think SureSell can help you to grow your business then what are the main benefits?

Improves Cash Flow

Lower Goods Cost (More discounts from

Wholesaler) Eases long distance buying

Opens up more options of procurement

Other:

14) If you think that SureSell is not beneficial for you then what needs to add to SureSell to
make it beneficial for you?

Ans:
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15) How much more growth (in %) SureSell can add to your business?

10%

20%

30%

40%

More than 40%

No Impact

16) When would you like to register with SureSell?

Within one month

Within three months

More than 3 months

No, Would not like to register

17) If you would not like to register what would be the main reason for not doing so?

Not beneficial for you

Difficult to manage

Difficult to trust the system

Other:

18) As a Retailer, how much interest per annum would you be ready to pay to the lender on the
invoice amount financed?

Ans:
 P a g e | 65

19) What annual sales revenue category does your company/firm fall into?

Less than 10

lakhs 10-20 lakhs

20-30 lakhs

30-40 lakhs

More than 40 lakhs

20) Other Remarks

Ans:
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Bibliography

https://netwininfosolutions.com https://www.suresell.in
https://www.thehindubusinessline.com/companies/msme https://thewire.in/business
https://economictimes.indiatimes.com https://www.netwinindia.in
https://www.businesstoday.in/sectors/it https://www.firstpost.com/tag/it-sector
https://www.business-standard.com/topic/it-industry