REPORT ON SUMMER TRAINING

ANALYSIS OF CORPORATE SALES OF CONSUMER

DURABLES IN REAL ESTATE

Submitted to Lovely Professional University

(In the Partial Fulfilment of Requirements for the Degree of

the Master of Business Administration)

Submitted By: Amanjot Singh Klair

University Roll No: 2020060018

Department of Management
Lovely School of Business
Lovely Professional University
Phagwara (Chehru)
[2007]
TABLE OF CONTENTS

CHAPTER 1: PAGE NO.

1. INTRODUCTION OF THE SUBJECT
1.1 INTRODUCTION TO THEORETICAL VIEW
1.2 REVIEW OF LITERATURE

CHAPTER 2:
2. INTRODUCTION TO ORGANIZATION
2.1 COMPANY PROFILE
2.2 HISTORY
2.3 RECENT ACHIEVEMENTS
2.4 PRODUCT RANGE
2.5 CURRENT STATUS
2.6 FUTURE SCENARIO

CHAPTR 3:
3. OBJECTIVE OF THE STUDY
3.1 SCOPE OF THE STUDY

CHAPTER 4:
4. RESEARCH METEHDOLOGY
4.1 RESEARCH DESIGN
4.2 DATA COLLECTION METHOD
4.3 SAMPLE DESIGN
4.4 DATA PROCESSING
CHAPTER 5: PAGE NO.
5. DATA ANANLYSIS AND INTERPRETATION

CHAPTER 6:
6. FINDING AND CONCLUSION
6.1 FINDING
6.2 CONCLUSION

CHAPTER 7:
7. RECOMMENDATIONS

CHAPTER 8:
8. LIMITATIONS

BIBLOGRAPHY
ANNEXURE
 ACKNOWLEDGEMENT

I take this opportunity to express my sense of indebtness and sincere gratitude to all those
who helped me in completing this project. The successful task would be incomplete
without the mention of the people whose constant guidance and encouragement crown all
efforts with success

I would like to express my sincere gratitude to Mr Arun Pal (Branch Manager) for giving
me the opportunity to work and learn with Samsung India Electronics Ltd .I would also like
to thank Mr. Bhagat Singh (Area Sales Manager) and Mr. Harjeet Singh (Sr.Sales
Executive) who extended to me all the support and cooperation I required during working
in the field in various areas from time to time.

The individual and personal efforts of everyone concerned were memorable and I am once
again sincerely thankful to the whole team of Samsung for there cooperation and providing
me the required information and resources and helping me throughout for the successful
completion of this project.

AMANJOT SINGH KLAIR

 EXECUTIVE SUMMARY

Knowledge of the market is the most important thing for any business. SAMSUNG INDIA
ELECTRONICS PVT LTD. have lately established their corporate and CSD sales
department. This department shall solely look for the sales of goods to large and corporate
buyers. Thus, it became all the more important for Samsung electronics to be introduced to
their growing B-2-B market and the new institutional customers. More over it became very
important to study the prevalent trends and current and future requirements of the potential
customers.

This project was conducted keeping in mind the following basic objectives.
• Gather knowledge about every potential customer.
• Gather contact information of the institute and getting introduced to the decision
making authorities for these institutional customers.
• Study their requirements, the mechanism of their purchase of goods and the type of
use they put Samsung products to.
• To prepare a channel strategy for Samsung Electronics.
• To know the penetration of Samsung products in the above mentioned sector

A secondary objective was to gather any other possible information regarding the type of
business of the institute visited their potential as a long term customer, the amount of
money released in the market by these via their employees as employee bonus etc.
A personal interview based technique was used where in various offices were visited and
the respondents were interviewed. After getting the basic details of the respondent the
questions asked were generally based upon the judgment of the interviewer. The judgment
applied was regarding the business and the kind of requirement that may arise for the
respondent.
Various findings were made from the data gathered, a few prominent findings were:
There is huge potential in the real estate segment. A lot of fully furnished flats are coming
up in and around Chandigarh in the areas like Zirakpur, Mohali, Kharar, Baddi, Panchkula
and Derabassi.

Samsung should come up with customized plant A.C systems which are a general demand
in institutional sales; by not having this capacity Samsung is loosing a large market to
Blue-star and Voltas.
It could be concluded that SAMSUNG is starting to make its name as a commercial goods
provider. But, owing to its good brand image and individual customer perception it is a
good fit for cross promotional and employee welfare schemes. It should be ready to face
the heat of competition from a no. of players such as Bluestar, Voltas, Career, Phillips and
the most prominent of all these L.G.

This two month project was divided into three phases:

1) For the whole first month we personally visited various corporate clients
2) For the next 15 days we met various persons that could help Samsung grow its
business under the channel strategy.
3) In the last 15 days we were handling the teams from various cities along with
analysis of the project.
1. INTRODUCTION TO THE SUBJECT:

1.1 Real Estate Industry in India:

The size of the real estate industry in India is estimated by FICCI, to be around US$ 12
billion. This figure is growing at a pace of 30% for the last few years. Almost 80 % of real
estate developed in India, is residential space and the rest comprise office, shopping malls,
hotels and hospitals. This double-digit growth is mainly attributed to the off shoring
business, including high-end technology consulting, call centres and software programming
houses which in 2003-04, is estimated to have accounted for more than 10 million square
feet of real estate development. This is the ideal time to invest in the country as policy
makers have begun to emphasize on developing adequate infrastructure for the country.
Real estate companies would also do well to maximize their own performance and
operational efficiency.

The future of the real estate sector in India is going to be guided by two important factors,
namely suitable amendments in the Foreign Direct Investment (FDI) guidelines in
townships, housing, built-up infrastructure and construction –development projects as well
as abolition of Service Tax on the construction industry especially the housing sector.
Conversely, if the abolition per se is not possible then drastic modifications in the existing
Service Tax norms is the need of the hour. This Sector is already overburdened with taxes;
any further imposition of taxes in any form would adversely affect the growth of this sector
of the economy.

The importance of the Real Estate sector, as an engine of the nation’s growth, can be
gauged from the fact that it is the second largest employer next only to agriculture and its
size is close to US $ 12 billion and grows at about 30% per annum. Five per cent of the
country’s GDP is contributed by the housing sector. In the next three or four or five years
this contribution to the GDP is expected to rise to 6%. The Real Estate Industry has
significant linkages with several other sectors of the economy and over 250 associated
industries. One Rupee invested in this sector results in 78 paise being added to the GDP of
the State. A unit increase in expenditure in this sector has a multiplier effect and the
capacity to generate income as high as five times. If the economy grows at the rate of 10%
the housing sector has the capacity to grow at 14% and generate 3.2 million new jobs over
a decade.

Furthermore, this sector has witnessed a spurt in demand not just in residential property but
also in commercial property. A fast growing area is the I.T. and I.T.-enabled services along
with the BPO boom. Estimates worked out show that 42 million sq. ft. of space will be
required every year till 2008, only in I.T. and I.T.-enabled services especially in the cities
like Bangalore, Chennai, Hyderabad and Pune, which is also now gradually shifting to
North India.
To achieve the much desired growth and development in the Real Estate Segment, FICCI
would like to submit the following 10 points for consideration:

Infrastructure Status to Housing: Infrastructure status should be provided to housing

sector. This will enable easier access to low cost institutional funds as also allow the sector
to tap long term funds.
Real Estate Mutual Funds: The Government should consider setting up of Real Estate
Mutual Funds/ Investment Trusts to provide the much needed support to the cash starved
housing sector, similar to the structures adopted for Estate Mutual Funds/ Investment Trusts
in developed real estate markets such as, USA, Singapore. Hong Kong, etc. Real Estate
Mutual Funds/ Investment Trusts would be an efficient mode for providing equity
financing as against debt, which is currently the norm for financing real estate
developments in India.
Stamp Duty: In some States the Stamp Duty is as high as 14- 15 % of the value of the
transaction. Astonishingly in the Indian context, not only are the rates high, but also the
levy of Stamp Duty is applicable in every subsequent transaction, be it the initial transfer
purchase of land or on further sale of the same land after development or any other
succeeding transaction. Opportunely some states have brought the Stamp Duty down to
between 6-8 %, this should ideally be further brought down to 2-3 % and made uniformly
applicable across all states. However, if the above suggestion is not acceptable then if
stamp duty has already been paid on one transaction, there should be a mechanism in the
law, whereby there is a provision for concession or a system of credit for any subsequent
transactions. This would avoid the resultant cascading effect of Stamp Duty, thereby
reducing the cost of a property. The concept of credit for taxes paid on subsequent
transactions already exists in other statutes such as CENVAT, VAT, Minimum Alternate Tax
(MAT), etc.

Public Private Partnership: There is a need to evolve a regulatory framework that

encourages participation of the private sector in bringing technical and managerial
expertise in formulating and delivery of basic amenities like water, sanitation, sewerage,
transport and electricity.
Archaic Laws: Availability of land for housing projects has been constrained by a
variety of laws like the Rent Control Act and Urban Land Ceiling and Regulation Act,
which must be repealed in all the States. A necessary legal and policy framework has to be
put in place to restrict growth of slums and at the same time to re-develop the slums into
hygienic and livable.
Foreclosure Laws: The existing foreclosure laws are cumbersome as well as time
consuming and make it practically impossible for Housing Finance Institutions (HFIs) to
repossess a dwelling unit financed. HFIs are reluctant to take risk and continue to land
primarily on salaried urban borrowers. Amendment of (National Housing Board) NHB Act
has already been initiated. The implementation process needs to be expedited to bring in
the required changes.
Environmental Impact Assessment Notification: The notification specifies that no
construction activity to be taken up, inspite of the approval of plans by the Competent
Authority, till the environmental clearance has been sought. In cases where approval has
already been granted it is suggested that construction activities should be allowed. In the
intervening period the builder / developer can obtain the environmental clearance
certificate. In the case of the environmental clearance certificate being denied then
appropriate action if necessary and warranted can be taken against the developer / builder
and builder be given time to get clearance before he applies for completion certificate,
otherwise the completion certificate will not be given Furthermore, in the case of future
proposed projects the environmental clearances should be taken by the States themselves or
by the planning bodies and not b individual builders.
Land Acquisition: The Land Acquisition Act of 1894, still, to a large extent, governs the
procurement of raw land. With the changing investment scenario it has become necessary
to review the existing law, in order to ensure that private developers and colonizers procure
the land directly from farmers and land owners without putting undue financial burden on
State/ Central Governments on land acquisition for public purposes. Today, a builder is
governed by “Agriculture Land Ceiling Act” even after the land have been urbanized in the
zonal plans / master plans. This makes builders to create several companies in order to
circumvent the archaic laws. It is submitted that once the land has been urbanized and
incorporated in the master plan, then Agriculture Land Ceiling Act should not apply and
builders should be permitted to acquire lands as per their requirements, for the development
of townships.
Foreign Direct Investment (FDI): Suitable modifications in the FDI guidelines are
required, particularly in repatriation of funds, clarification on the basic definition of “built-
up area”, streamlining of Clearance procedures as well as the opening up of the Retail
Segment to FDI. This aspect has been discussed in detail in Section II of this paper.
Service Tax: Service tax in relation to construction of residential complexes having
more than 12 houses have been proposed to be introduced as a new service. However, no
rationale has been provided for exclusion of services in relation to construction of
residential bungalows, which may not form part of ‘residential complexes’.

SUBJECT MATTER OF THE PROJECT

• WHAT IS B2B SALES?

• WHY STUDY B2B MARKETING?
• WHY SAMSUNG?

B2B is the abbreviation for Business to Business and stands

for relations between (min. two) enterprises, contrary to relations between enterprises and
other groups (consumers, thus private people than customer, coworkers or public
administration) particularly in marketing business relations is generally described. While in
former times one spoke Business-to-business (B2B) describes relations of commercial
partners, without serving the end consumer.

B2B marketing is considered more complex than B2C

marketing because of the number of influencers/purchasers typically involved in a B2B
sale. For example, in B2C marketing, a special offer is made in a retail setting and an
individual makes a financial choice. B2B marketing is focused on reaching several decision
makers who are often, in a corporate setting, part of a group focused on making buying
decisions. This sort of buying process is "committee-driven" and complicated. B2B sales
are based on needs, not wants as they are in B2C sales.

Under the B-2-B system there are three major types of requirements of other businesses
which could be served by consumer electronics and thus SAMSUNG ELECTRONICS
products. These are:

i. Institutional or Infrastructural.
ii. Cross Promotional Schemes.

Why Samsung
The work culture at Samsung is based on the fundamental belief that employees are its
most important asset. Respect and genuine concern for each employee in the organization is
the basic principle on which the organization functions. We believe that by giving mutual
respect, recognition, trust, open communication, transparency and opportunities for growth,
employees will perform to their fullest potential and will be sincere, dedicated and
committed to their jobs.

Benefits
SAMSUNG offers our employees a wide range of benefits to make work and life more
enjoyable. This includes monetary rewards in recognition of excellent work, sports and
fitness facilities, discounts on SAMSUNG products and many other benefits that show how
valued our employees are.
1.2 REVIEW OF LITERATURE:

1. Jones (1954) studies the some aspects of demand for consumer durable goods; he said
that by consumer durable goods, I mean all those goods which yield consumption services
to the buyer over a considerable period of time. For the purposes of this paper, it appears
desirable to include not only household durable goods and personally owned automobiles
but also owner occupied houses. It also appears to me to be desirable to consider the stock
of consumer durable goods as part of our total stock of capital. They demand for all types
of consumer durable goods will be treated as demand for capital goods, they believe that
the causes and effects of the demand, and changes in the demand, for consumer durable
goods are essentially similar to those pertaining to business durable goods, and our
understanding of their role in the economic process is best served by applying to them the
analysis which we apply to other business durable goods. Various types of business durable
goods are far from homogeneous in their role with respect to economic stability. The same
situation applies o consumer durable goods. If the demand for consumer durable goods is to
be analyzed as having causes and effects similar to those of other durable goods, it seems
desirable to mention by way of premise or introduction a few elementary and presume,
generally accepted characteristics of capital goods which makes the demand for them
particularly strategic in the economic system.

2. fe-ICRA SNAPSHOT: (2005) Consumer durables industry: Ensure composite VAT The
Indian television industry has a size of around Rs 96 billion, comprising colour television
(CTV) of Rs 91 bn and B&W TV market of Rs 5 bn In terms of volumes, the CTV market
was estimated at 9.05 million units and the B&W TV market at 2 million units during
calendar year 2004. After CTVs, refrigerators constitute the second largest product segment
within the Indian consumer durables sector in India, with an estimated annual turnover of
Rs 39 bn during FY2005 with an estimated sale of 4.1m units. The size of the room air-
conditioners industry during year 2004 is estimated at 1.1 m in volume terms, and Rs 24 bn
in value terms. In a year, peak demand is in the festival months of October-November. In
addition, sporting events such as cricket and football World Cups, Olympic Games, etc also
result in a significant increase in sales. Demand also displays cyclicality since new demand
growth stagnates once the pent-up demand is satisfied.

Conclusion:
Demand for consumer durables is likely to exhibit only moderate growth during 2005
because of the cyclic effect–robust demand growth since late-2002, and the absence of any
major sporting events.

3. FICCI (2005): According to FICCI survey on consumer durable goods, they concluded
that the rising rate of growth of GDP, rising purchasing power of people with higher
propensity to consume with preference for sophisticated brands would provide constant
impetus to growth of white goods industry segment. Penetration of consumer durables
would be deeper in rural India if banks and financial institutions come out with liberal
incentive schemes for the white goods industry segment, growth in disposable income,
improving lifestyles, power availability, low running cost, and rise in temperatures. While
the consumer durables market is facing a slowdown due to saturation in the urban market,
rural consumers should be provided with easily payable consumer finance schemes.
According to survey made by industry, the rural market is growing faster than the urban
India now. The urban market is a replacement and up gradation market now. The increasing
popularity of easily available consumer loans and the expansion of hire purchase schemes
will give a moral boost to the price-sensitive consumer.

4. Aberdeen (2006) surveyed that to find the characteristics of B2B collaboration of

companies that are leading the way (i.e., the Best in Class) and to help your company
measure yourself against industry standards. Aberdeen conducted surveyed as a part of
Supplier Enablement Benchmark and a customer collaboration Benchmark. The Best in
Class companies have made the most progress towards Process Collaboration, while the
Industry Average companies are concentrating on scaling electronic communication, and
the Laggard organizations are still using mostly phone/email/fax communication.
Electronic communication involves using automated means to communicate data back and
forth whereas process collaboration involves going beyond communication of data to
enabling collaborative workflows through the electronic communication platform. He
concluded that Companies that have moved to process collaboration with suppliers and
customers report that they have been able to speed up their planning and execution cycles
and can reshape and react to demand much faster than before. By exchanging richer
information more quickly with trading partners, enterprises are able to make more accurate
plans and better midcourse corrections while improving cash-to-cash cycles. They are also
able to improve customer service performance and increase revenue

5. Caddy (2006): The rising rate of growth of GDP, rising purchasing power of people
with higher propensity to consume with preference for sophisticated brands would provide
constant impetus to growth of white goods industry segment. Penetration of consumer
durables would be deeper in rural India if banks and financial institutions come out with
liberal incentive schemes for the white goods industry segment, growth in disposable
income, improving lifestyles, power availability, low running cost, and rise in temperatures.
While the consumer durables market is facing a slowdown due to saturation in the urban
market, rural consumers should be provided with easily payable consumer finance schemes
and basic services, after sales services to suit the infrastructure and the existing amenities
like electricity, voltage etc. Rural India that accounts for nearly 70% of the total number of
households, has a 2% penetration in case of refrigerators and 0.5% for washing machines,
offers plenty of scope and opportunities for the white goods industry. The urban consumer
durable market for products including TV is growing annually by 7 to 10 % whereas the
rural market is zooming ahead at around 25 % annually. According to survey made by
industry, the rural market is growing faster than the urban India now. The urban market is a
replacement and up gradation market now. The increasing popularity of easily available
consumer loans and the expansion of hire purchase schemes will give a moral boost to the
price-sensitive consumers.

6. Lee-kun-hee (2006): The consumer electronics sector is estimated to grow at the rate of
11 per cent, achieving a production level of US$ 4.95 billion during 2006-07 compared
with US$ 4.45 billion in 2005-06. The fast growing segments during the year were colour
TVs, DVD players and home theatre systems. Colour TV (CTV) production has shot up to
over 12 million units during the year 2006-07. The flat CTV segment now accounts for
over 50 per cent of the total domestic TV production. Personal computer (PC) sales are
expected to cross 6.5 million units during the year 2006-07. The India client PC market
witnessed a 20 per cent year-on-year growth in unit shipments, with the total installed base
of PCs in India crossing 22 million during 2006-07. Sales of TVs are growing by an
estimated 13-15 per cent. Sales of home theatres have been growing at the rate of 80 -90
per cent a year. Mobile handset production is expected to grow to over 51 million units this
year against 31 million in 2006 to record the highest growth in the Asia-Pacific region,
technology research firm Gartner has predicted.

7. According to ORGGFK estimate in (2006): The overall industry sales have grown by
8-10 per cent at 71 lakh units for the first half of 2006. While sales of colour televisions
(CTVs) have grown by 9 per cent at 37 lakh units, 21 lakh units of refrigerators have been
sold, with an increase of 9 per cent. Similarly, washing machines sales at 7.6 lakh units
have been up by 4 per cent and air conditioners sales at 6.02 lakh units have increased by
54 per cent. The forthcoming festival season is expected to give a further fillip to the
industry. At the disaggregated level, conventional CTV volumes have fallen by 17 per cent
to 6.4lakh units, while flat TVs have grown by 53 per cent at 1.9 million units for the first
half of 2006. Market sources indicate that most CTV majors have phased out conventional
TVs and have been instead focusing more on flat TVs. In the refrigerators market, the frost-
free category has grown by 8.3 per cent while direct cool segment has grown by 9 per cent.

8. Forrester (2007) According to this research B2B marketers’ can no longer afford to
emphasize lead volume over lead quality. This practice reduces sales efficiency, increases
costs, and fuels the gap between sales and marketing. What should B2B marketers do to
mature their lead management practices? Start by sitting down with sales to agree on the
definition of a quality lead. Then build or refine processes to capture lead quality
information; validate, score, and classify leads; improve lead routing precision and
efficiency; develop programs to nurture leads that don’t yet warrant sales attention; and
define metrics that directly identify marketing’s contribution to the sales pipeline and
closed deals. So, Forrester surveyed and spoken with hundreds of B2B firms about their
lead management processes. The maturity model we unveil in this report has been reviewed
and fine-tuned throughout the past six months with B2B firms from the high-tech,
manufacturing, business services, and distribution industries - enterprise and SMB -
through our B2B marketing workshops, events, and client interactions

9. Kinsey (2007): India is likely to join the premier league of the world’s consumer market
by 2025 improving its position to the fifth. Aggregate consumption in India is expected to
grow four-fold in real terms during the period, 2006-2025 to touch US$ 1.73 trillion from
US$ 420.7 billion. Also, by then, the middle class will have grown almost 12 times, from
50 million in 2006 to 583 million in 2025. Over 23 million Indians—more than the
population of Australia—will number among the country’s wealthiest citizens. A
combination of changing lifestyles, higher disposable income, greater product awareness
and affordable pricing has been instrumental in changing the pattern of consumer
expenditure. The consumer durables industry, which includes white goods, televisions,
VCD and DVD players, and audio systems, has been one of the segments to experience
increased demand. Air conditioners sales grew by 50 per cent in value terms to US$ 494.5
million and 51.6 per cent in volume terms (1.05 million) in 2006-07.
2. INTRODUCTION TO THE COMPANY

Samsung Group:
The Samsung Group is a South Korean conglomerate (chaebol) composed of numerous
businesses, including Samsung Electronics, one of the world's largest electronics
companies. Samsung Group is South Korea's largest exporter and is helmed by Chairman
Lee Kun-hee, the third son of the founder Lee Byung-chul. The name "Samsung" means
"three stars" or "tristar" in Korean Samsung means “three stars” in Korean.
Lee Byung-Chull founded Samsung in 1938. It started as a small trading company with
forty employees, located in Seoul. The company did fairly well until the Communist
invasion in 1950 which caused great damage to his inventories. He was force to leave and
start over in Suwon in 1951. In just a year, the company’s assets had grown twenty-fold.
Samsung Group later formed several electronics-related divisions, such as Samsung
Electron Devices Co., Samsung Electro-Mechanics Co., Samsung Corning Co., and
Samsung Semiconductor & Telecommunications Co., and grouped them together under
Samsung Electronics Co., Ltd. in 1980s. Its first product was a black-and-white television.
In the late 1980s and early 1990s, Samsung Electronics invested heavily in research and
development, constructing the company as a leader in the global electronics industry. By
the 1980s Samsung was manufacturing, shipping, and selling a wide range of appliances
and electronic products throughout the world. In 1982, it built a television assembly plant
in Portugal; in 1984, it built a $25 million plant in New York; and in 1987, it built another
$25 million facility in England.
In 1993 Lee Kun-Hee, Lee Byung-Chull’s successor, sold off ten of Samsung Group's
subsidiaries, downsized the company, and merged other operations to concentrate on three
industries: electronics, engineering, and chemicals. Samsung became the largest producer
of memory chips in the world in 1992. In 1995, it built its first liquid-crystal display screen,
eventually equalizing its technology to Sony’s. Samsung has also tried hard to improve its
international image.
Before the liberalization of the Indian economy, only a few companies like Kelvinator,
Godrej, Allwyn, and Voltas were the major players in the consumer durables market,
accounting for no less than 90% of the market. Then, after the liberalization, foreign
players like Sony, Samsung, Whirlpool, Daewoo, and Aiwa came into the picture. Today,
these players control the major share of the consumer durables market. Consumer durables
market is expected to grow at 10-15% in 2007-2008. It is growing very fast because of rise
in living standards, easy access to consumer finance, and wide range of choice, as many
foreign players are entering in the market. On the flip side, the presence of a large number
of players in the consumer durables market sometimes results in excess supply.

Consumer durables Sector can be classified as follows:

1. Consumer Electronics includes VCD/DVD, home theatre, music players, colour
televisions (CTVs), cameras, camcorders, portable audio, Hi-Fi, etc.
2. White Goods include dishwashers, air conditioners, water heaters, washing machines,
refrigerators, vacuum cleaners, kitchen appliances, non-kitchen appliances, microwaves,
built-in appliances, tumble dryer, personal care products, etc.
3. Moulded Luggage includes plastics.
4. Clocks and Watches
5. Mobile Phones
The consumer durables segment can be segregated into consumer electronics (TVs, VCD
players and audio systems etc.) and consumer appliances (also known as white goods) like
refrigerators, washing machines, air conditioners (A/Cs), microwave ovens, vacuum
cleaners and dishwashers.
Over the years, demand for consumer durables has increased with rising income levels,
double-income families, changing lifestyles, availability of credit, increasing consumer
awareness and introduction of new models. Products like air conditioners are no longer
perceived as luxury products. Most of the segments in this sector are characterized by
intense competition, emergence of new companies. MNC’s continue to dominate the Indian
consumer durable segment, which is apparent from the fact that these companies command
more than 65% market share in the colour television (CTV) segment.
One of the critical factors those influences durable demand is the government spending on
infrastructure, especially the rural electrification programme. Given the government's
inclination to cut back spending, rural electrification programmes have always lagged
behind schedule. This has not favoured durable companies till now. Any incremental
spending in infrastructure and electrification programmes could spur growth of the
industry. While CTVs and refrigerators have been around for many years, washing
machines, microwave ovens, air conditioners and vacuum cleaners are beginning to make
their presence felt in Indian households.
Key Points
Supply: Supply growth is high across all the segments. But the organised sector has gained
substantial market share from the unorganised segment in recent years. However, there are
fewer players in segments like dishwashers and vacuum cleaners.
Demand: Cyclical and seasonal. Demand is high during festive season and is
generally dependent on good monsoons.
Barriers to entry: Capital, distribution network, brands and ability to finance hire
purchases.
Bargaining power of suppliers: Limited in view of intense competition and threat of
imports.
Bargaining power of customers: High due to availability of many brands.
Competition: Competitive strategies revolve around strong brand differentiation and price

GROWTH OF CONSUMER DURABLES IN 2006-07:

Consumer Durables Growth
Air Conditioner 20-25%
Refrigerator 5-10%
Microwave Ovens 25%
Washing Machines 5-10%
Color Televisions (CTVs) 15-20%
Black & White Televisions -20%

MAJOR PLAYERS OF ELECTRONIC GOODS:

 • SONY
• PHILLIPS
• VIDEOCON
• ONIDA
• PANASONIC
• L.G

KEY PRODUCTS' GLOBAL MARKET SHARE:

This table is showing the market share of samsung in different Products of Home
Appliances, Consumer Electronics, Telecommunications and Information Technology in
the World Market.

Product Market Share Rank

TV 11.2% 1st

LCD TV 13.2% 1st

Plasma TV 15.2% 3rd

Monitor 21% 1st

DVD player 14% 2nd

Digital Camera 13% 4th

Digital Camcorder 15% 3rd

Printer 11.6% 2nd

MP3 Player 10.1% 3rd

CDMA Mobile Phone 28.2% 1st

Mobile Phone 12.2% 3rd

Pocket PC 7.4% 5th

Laptop Computer 10% 4th

8.1% 3rd
Digital Set Top Box

Fax machine 18% 2nd

Mouse & Keyboard 11.7% 3rd

Web cam 12% 4th

Portable HDD 3.2% 7th

Blank CD & DVD 6.1% 5th

CCTV 10.8% 3rd

Hard Disk Drive 10.5% 4th

Refrigerator 13.8% 3rd

Air Conditioner 17.2% 2nd

Washing Machine 10.6% 3rd

Microwave Ovens 13.1% 2nd

2.1 COMPANY PROFILE:

SAMSUNG ELECTRONICS
Samsung Electronics was founded in 1969 in Daegu, South Korea as Samsung Electric
Industries originally manufacturing electronic appliances such as TVs, calculators,
refrigerators, air conditioners and washers, operating in approximately over 100 countries
and One of world’s largest Electronics and IT companies. In August 2005, Business Week
rated Samsung as the Number 1 consumer electronics brand in the world. By 1981, the
 company had manufactured over 10 million black and white TVs. In 1988, it merged with

Samsung Semiconductor & Communications.

Samsung Electronics is a global leader in semiconductors, telecommunications, digital
media and digital convergence technologies with 2004 parent company sales of US$55.2Bn
and net income of US$10.3Bn. Employing approx. 113,000 people in over 90 offices in 48
countries, the company has of 5 main business units: Digital Appliance Business, Digital
Media Business, LCD Business, Semiconductor Business and Telecommunication Network
Business. Recognized as one of the fastest growing global brands, Samsung Electronics
Corporation is the world’s largest producer of Colour Monitors, Colour TVs, Memory
Chips and Thin Film Transistor Liquid Crystal Display (TFT LCD’s).
The company began reporting record profits from the start of the 21st century, especially in
2003, when it displayed 33% growth in brand value in the Interbrand global brand
rankings. In 2004, the company was one ranking behind Sony and in 2005 overtook Sony
as the top consumer electronics brand.
In 2006 and 2007, Samsung was rated one of the top global electronics brands in various
reports, with the January 2007 BrandFinance report ranking the company number 1 in
electronics and 32nd overall and Business Week rating Samsung is ranking 20th of global
brands. Business Week also ranked Samsung as #12 in a ranking of the "Top 100 Most
Innovative Companies" in a special report published April 24, 2006.
Samsung is also the world's largest LCD manufacturer, selling over 6.2 million LCD TVs
in 2006. It is also the number three mobile phone manufacturer in the world.

VISION & MISSION: Samsung Global

Vision Leading the Digital Convergence Revolution

Digital є– Company
A Company that Leads the Digital Convergence Revolution
through Innovative Digital Products (Digital) & - є Process (є)

Mission
Business Portfolio
Business Process Innovation
Restructuring Design –
Speed - Simplicity
Convergence - Networking
Recognizing that the ‘digital revolution’ is entering a new phase, Samsung Electronics has
transformed its operations by putting digital technology at the core. The company is
committed to being a market-driven solutions provider and leader in digital convergence.
With core competencies in semiconductors and CDMA technologies, Samsung Electronics
creates digital solutions for homes, mobile users and offices that enable seamless
communications facilitate business transactions, access to the internet and offer digital
entertainment
Samsung In India

Samsung India is the hub for Samsung’s South West Asia Regional operations. The South
West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India which commenced its
operations in India in December 1995, today enjoys a sales turnover of over US$ 1Bn in
just over a decade of operations in the country. Headquartered in New Delhi, Samsung
India has a network of 19 Branch Offices located all over the country. The Samsung
manufacturing complex housing manufacturing facilities for Colour Televisions, Colour
Monitors, Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung
‘Made in India’ products like Colour Televisions, Colour Monitors and Refrigerators are
being exported to Middle East, CIS and SAARC countries from its Noida manufacturing
complex Samsung India currently employs over 1600 employees, with around 18% of its
employees working in Research & Development.

Area Sales Offices

These are the Area Sales Offices all over India which come under Four Regions: North
Region, West Region, South Region and East Region
 Area Sales
Offices

North Region West Region South Region East Region

Jodhpur
Udaipur
Rajkot Hubali
Jammu Baroda Manglore
Jalandhar Surat Calicut
Ludhiana Bhopal Trivandrum Patna
Karnal Jaalpur Madurai Siliguri
Dehradun Nasik Tricky Asansol
Agra Aurngabad Vijyawada Jamshedpur
Kanpur Nagpur Warangal
Varanasi Thane Vizag
Kolhapur
Goa

2.2HISTORY:

February 2005: Mr. S. H. Oh appointed as the President and Chief Executive Officer of
Samsung South West Asia.
November 2004: Samsung received the Golden Peacock Special commendation Certificate
for Corporate Social Responsibility (Private Sector) for the year 2004 from Mr. Shivraj
Patil, Union Home Minister.
February 2004: India made regional headquarters for Samsung Southwest Asia.
August 2003: Commencement of production at refrigerator facility in Noida.
December 2002: Construction commences for 5,000,000 refrigerator plant in Noida
October 2002: Samsung unveils new technology for Consumer Home Entertainment.
February 2002: Samsung India commences domestic production of Air conditioners. Plant
Capacity: 1 lac units per annum.
January 2002: Samsung launches MDC or Market Driven Change Initiative.
December 2001: Samsung India wins the Rajiv Gandhi National Quality Commendation
Certificate for Best Quality in the Electrical and Electronics Industry for the Year 1999
November 2001: Samsung India begins the domestic production of Fully automatic
washing machines at its 1 lac capacity per annum unit at Noida.
October 2001: Samsung launches the hugely successful Consumer Promotion, the
Samsung 'Phod ke Dekho' Offer between October 10-November 20, 2001 .The Company
generated Rs 275 Crores Sales from this Promotion in the months of Oct-November 2001.
July 2001: Samsung's seventh Colour Monitor Plant in the world and the First Colour
Monitor Plant in India commences production. Plant Capacity: 1.5 million units
June 2001: Colour monitor plant set up.
January 2001: Samsung India announces its Corporate Initiative for the Year 2001 –To be
a Digital E-Company
December 2000: Samsung India completed 5 Years of Operations in the country.
November 2000: Vice Chairman & CEO, Samsung Electronics, Mr. Jong Yong Yun visits
India Announces fresh investments of US$10 million for setting up a high tech, state-of-
the-art Colour Monitor Plant in India.
September 1999: Millennium Digital Campaign from Samsung. Launch of Digital
products in the country.
April 1999: A1+ Rating assigned by ICRA for Samsung's Commercial Paper Programme.
A1+ Rating indicates Highest Safety.
November 1998: Samsung Running Festival held at New Delhi. Part of Samsung's
Bangkok Asian Games Programme, it drew participation from around 8000 people from all
walks of life. Samsung awarded ‘SAP Star Award’ by SAP AG
September 1998: Mr. K. S. Kim appointed as the new Managing Director of Samsung
India. Took charge from Mr. B. M. Park who was MD, Samsung India between August
1995-September 1998.
January 1998: All India operations with launch in East
December 1995: Samsung India Electronics (SIEL) products launched in India.
August 1995: Certificate for commencement of business received by Samsung India

2.3 RECENT ACHIEVEMENT’S:

No. 1 In The World

Early Establishment of ε-Process

To reduce leading time on supply chain SAMSUNG electronics networked 4 processes of
Business management process, customer management process, R&D management process,
and supply chain management process. It is ε-Process that connects R&D, production,
marketing and customers. Also, as we acknowledge need of IT infrastructure to speed up 4
processes, we adopted ERP (Enterprise Resource Planning) system in domestic and
overseas subsidiaries.
SAMSUNG Electronics will converge and network SCM (Supply Chain Management),
PDM (Product Data Management), and CRM (Customer Relationship Management)
system and set up global real-time management information system.
 Internet Based IT Infrastructure

Brand Value
In the digital era, products will be distinguished by brand more than by its functions or by
its quality. Since 1999 SAMSUNG Electronics is practicing global brand communication
strategy. Based on the research done by Interbrand INC., USA, SAMSUNG Electronics is
the fastest growing brand from 6.4billion USD (2001) to 12.55 billion USD (2004) in
Brand equity. 2005-11-10 In the future, SAMSUNG Electronics will practice holistic
marketing strategy instead of individual marketing plans to strengthen its market power and
increase brand value with high quality products. Under the brand concept of "Wow, Simple,
Inclusive", SAMSUNG Electronics is launching a worldwide brand campaign

2.4 SAMSUNG ELECTRONICS PRODUCT CATEGORIES:

MONITORS
SAMSUNG
HDD
ELECTRONICS
GSM CD/DVD ROM CE
CDMA CD/DVD WRITER TVs
LASER PRINTERS DVD PLAYERS
FAX CAMCORDERS
HA
INFORMATION AUDIO
MICROWAVE
HOME APPLIANCES/
TELECOMMUNICATIONS TECHNOLOGY HOME THEATER
CONSUMER ELECTRONICS
RFERIGERATOR
MP3CONDITIONERS
AIR PLAYERS
WASHINGCAMERAS
DIGITAL MACHINES
This figure is showing the Product Categories in which Samsung Electronics deals in India.
The Samsung Electronics Products can be divided in to three parts: Home
Appliances/Consumer Electronics, Information Technology and Telecommunications
Products like Mobile Phones and Accessories.

Samsung India is into manufacturing and marketing of the following product lines.
Mobile Phones:
GSM
CDMA.
T.V., Video and Audio:
T.V.
DVD player.
 Camcorder.
Audio.
Home Theatre.
Digital Audio Player.
Digital Still Camera.
Information Technology Products:
Note P.C.
Hard drive
CD/DVD ROM
CD/DVD Writer
Monitors
Laser printers and laser based products
Fax
Home Appliances:
Microwave Oven
Air Conditioners
Refrigerators
Washing machines

2.5 CURRENT STATUS OF THE COMPANY:

The consumer durables market in India is valued at US $ 4.5 billions currently. In 2006,
microwave ovens and air conditioners registered a growth of about 25%. Frost-free
refrigerators have registered significant growth as many urban families are replacing their
old refrigerators. Refrigerator sales amounted to 4.2 millions in 2006, whereas the
production of the refrigerators went up by 17% as compared to the preceding year. Washing
machines, which have always seen poor growth, have seen reasonable growth in 2006.
More and more Indians are now buying electrical appliances due to change in electricity
scenario. The penetration level of colour televisions (CTVs) is expected to increase 3 times
by 2007.
• The penetration levels across the segment in the industry continue to remain sluggish. To
put things in perspective, penetration levels of televisions in India is just 24% as compared
with 98% in China, 11% in Brazil, 235% in France, 250% in Japan and 333% in US.
Refrigerators also have good potential for growth in view of a meagre 2% penetration
levels. Infect, amongst all segments within the Indian consumer durable segment,
penetration levels of TV are believed to the highest.
• As per NCAER, the penetration of TVs is expected to increase almost three times by
FY07 as compared to the FY99 level. Growth in even higher for other durable items like
refrigerators and washing machines. The expectations are also on the premise that the
consuming class, as a percentage of total Households, is expected to grow at a faster rate.
This would benefit the consumer durable manufactures.
• In TV segment, the 14, 20 and 21 inches segments are expected to be the key contributors
to the overall industry growth. In the air conditioner segment, room air conditioner market
is growing at the rate of 18% per annum. Majority of the companies, understandably, have
plans to focus on these segments.
• Domestic AC manufacturers plan to beef up their distribution and service networks, while
MNCs will leverage on their brands and invest in high-powered advertising. Given the fact
that household penetration of ACs in the country is very low (0.5%), growth potential is
enormous. As running costs of the AC are very high, manufacturers plan to introduce
Energy-Saving models in future. Demand for ACs in the long run will be robust due to
rising income levels and also due to higher computerization. Besides, air conditioners are
no longer perceived as luxury needs.
• There are more than a dozen companies operating in the white goods segment, which is
witnessing excess capacity build-up in ACs, refrigerators, and washing machines. As a
result supply will continue to outstrip demand. As has been the case in the last three to four
years, prices would continue to remain depressed and margins will be under pressure.
However, this not likely to discourage the MNCs from leaving the country as they have
outlined ambitious plans for India and have made substantial investments.

2.6 FUTURE PROSPECTS:

With easy availability of finance, emergence of double-income families, fall in prices due
to increased competition, government support, growth of media, availability of disposable
incomes, improvements in technology, reduction in customs duty, rise in temperatures,
growth in consumer base of rural sector, the consumer durables industry is growing at a fast
pace. Given these factors, a good growth is projected in the future, too.
The penetration level of consumer durables is very low in India, as compared with other
countries. This translates into vast unrealized potential. For example, in case of colour
televisions (CTVs), the penetration level of various countries is:

India 24%
Brazil 11%
China 98%
US 333%
France 235%
Japan 250%

Demand and Penetration Level of White Goods in India

1995-1996 2005-2006 2009-2010

Demand 3.43 million 8.72 million 13.14 million
149 per 1,000 319 per 1,000 451 per 1,000
Penetration level
households households households

In a study conducted by Frost & Sullivan and commissioned by India Semiconductor

Association (ISA), the demand for Electronic Appliances is projected to grow
exponentially at a compounded annual growth rate (CAGR) of 30%.

In billions

3. OBJECTIVE OF THE STUDY

Map the market for corporate business of SAMSUNG ELECTRONICS in the
tri-city of Chandigarh, Panchkula and Mohali.
Scan and study all the possible B-2-B clients for SAMSUNG ELECTRONICS.
Classifying these institutional customers as per their sector, such as:
o Real estate
o Hospitality
o Cross promotional
 o Education
o Pharmaceutical

-To know about the potential and the size of a particular sector (turnover/sales etc.).
-To know about the method of purchase – whether done centrally or locally)
-To know the penetration of Samsung products (especially AC’s) in the above mentioned
sectors.

3.1 SCOPE OF THE STUDY:

In order to accomplish the objectives of the project I conducted a survey regarding

estimating the consumer behavior regarding Home Appliances & Consumer Electronics in
tri-city area Chandigarh, Mohali, Panchkula and Zirakpur market as how they think of
these things. Besides it show how the Sales behave in relation to Display of goods in
Showrooms with well organized manner and with a combination of sale of goods in direct
b2b market in tri-city region. The survey was restricted to the corporate sales of Samsung
electronic goods in Real Estate Segment. Study is mainly restricted on corporate sales of
electronic goods in the B2B market of Samsung.

4. RESEARCH METHODOLOGY:

For the purpose of this project a brief study of various Samsung electronics products was
done, followed by an introduction to the various kinds of requirements of the B-2-B clients
by the project guide.

4.1 RESEARCH DESIGN

A survey research method was the basic design. The respondents were personally
interviewed for 25-30 minutes. In interview, questions were asked where in first the basic
information such as contact details, designation of the respondent and the nature of the
business were extracted. Further the relevant questions based upon the judgment of the
interviewer were asked.

4.2 DATA COLLECTTION METHODS

1. Primary data it includes interview method which is design to keep in view the objective
of the study.
2. Secondary data it includes internet sources, research papers, and published
reports by various institutions.

4.3 SAMPLE DESIGN

Study of the geographical area comprising of Chandigarh, Panchkula, Mohali and zirakpur
were undertaken. It was tried to cover each and every likely corporate offices of different
industries in these regions. The sample size consisting of 79 Real Estate Builders and
Architects in tri city region.

4.4 Data Processing

Daily data was entered into MS-Excel sheets. After the exhaustion of the specified
geographical area this data was analyzed using simple graphical and tabulation techniques.
The data sheets mentioned here are attached in the annexure of the report.

5.DATA ANANLYSIS AND INTERPRETATION

Analysis of Real Estate Segment

 Total Projects - 85
 Total flats – 18760
 Fully Furnished Flats – 5891
 Semi Furnished Flats – 3045
 Finished Flats – 9824

Classification of Flats

5891, 31%

Fully furnished flats

Semi furnished flats
9824, 53% Finished flats

3045, 16%

Interpretation: There are Total 85 Projects in and around Tri-City. In these 85 projects
there are 18760 Flats and out of these there are 31% Fully Furnished Flats, 16% are
Semi Furnished Flats and 53% are Finished Flats.
 Fully Furnished Flats

 No. Of Flats – 5891

 Area Wise –
 Zirakpur – 2836
 Mohali – 1500
 Panchkula – 1080
 Derabassi – 360
 Kharar – 50
 Baddi – 65

Classification of Fully furnished flats

65, 1%

50, 1%
360, 6%
1080, 18%
Zirakpur
2836, 49%
Mohali
Panchkula
Derabassi
Kharar
Baddi

1500, 25%

Interpretation: It has seen from the above data that the total no. of Fully Furnished Flats
are 5891 and its tells that 25% of flats are coming in Zirakpur(Mohali).
Semi Furnished Flats

 No. of Flats – 3045

 Area Wise –
 Zirakpur – 1845
 Mohali – 850
 Derabassi – 350

Classification of Semi furnished

flats

350, 11%

Zirakpur
Mohali
Derabassi
850, 28%
1845, 61%

Interpretation: It has seen from the above data that the total no. of Semi-Furnished Flats
are 3045 and its tells that 61% of flats are coming in Zirakpur(Mohali).
Finished Flats

 No. of Flats – 9824

 Area Wise –
 Zirakpur – 5010
 Baddi – 1985
 Kharar – 1057
 Derabassi – 990
 Mohali – 782

Classification of Finished
flats

782, 8%
990, 10%

1057, 11% Zirakpur

Baddi
Kharar
Derabassi
5010, 51% Mohali

1985, 20%

Interpretation: It has seen from the above data that the total no. of Finished Flats are
9824 and its tells that 51% of flats are coming in Zirakpur(Mohali).
Area Wise Breakup

 Zirakpur – 9691
 Mohali - 3132
 Derabassi – 1700
 Kharar – 1107
 Panchkula – 1080

Area wise Breakup of

flats

1107, 6% 1080, 6%

1700, 9%
Zirakpur
Mohali
Baddi
Derabassi
Kharar
2050, 11% 9691, 51% Panchkula

3132, 17%

Interpretation: It has seen from the above data that 51% total no. of Flats are coming in
Zirakpur(Mohali) and Total no. of flats are 18760
Key Accounts (Mohali)

A/C Flats Prd Req Qty Comp. date Sample flat Prod display

EmGreen 650 LCD,AC 650,650 Dec ’07 Ready Yet to purchase

Emaar 1150 AC,CTV 3000,1150 Dec ’09 Will be ready in 2 Yet to purchase
MGF months

Unitech Not yet All Work not N.A. N.A. N.A.

decided yet started

Pioneer 150 LCD, AC 150, 300 Dec ’08 Ready

Land Dev.

Key Accounts (Panchkula)

A/C Flats Prd Qty Comp. date Sample flat Prod display
Req
HBL 312 AC 312 Dec ’08 Ready LG-AC

Samar 768 AC 3500 Dec ’08 Ready Not yet purchased

Estate
Suncity 600 AC 600 Mar ’09
Key Accounts (Zirakpur)

A/C Flats Prd Req Qty Comp. Sample Prod display

date flat
Aditya 140 AC (on 700 Jun ’09 Ready Samsung-Split
Durobuild demand) AC(3) LG-
LCD, Ref
Motia 860 AC 3000 Dec ’08 Ready Samsung-
Heights LCD,MW,DVD,Ref
Bluestar-AC
Greenfield 144 AC 288 Oct ’08 Ready Samsung-Split
Towers AC(2), Ref
Onyxe 96 AC,LCD, 64,32,32 Jun ’08 Ready Samsung-Split AC,
Realtors Ref LCD, Ref

Key Accounts (Derabassi)

A/C Flats Prd Req Qty Comp. date Sample Prod display
flat
U.T. Bldr 50 CTV,AC 50,50 Dec ’07 Ready Yet to
purchase
ATS 360 AC 360 Dec ’08 Will be Yet to
Infrastructure ready in purchase
two
months
Tpsms Hotel LCD, 50,50 N.A. N.A.
AC
Key Accounts (Chd.)

A/C Project Prod Req Qty

Tpsms F Bar Sec 8 LCD 50

Company Wise: The most prominent ones--

Emaar MGF – Developing 4 Sectors in Mohali Sec- 98,105,108,109.

 Sec 105 – Construction Work Started

 Coming up with 1150 flats in Sec 105.
 All the flats will be fully furnished.
 Will require 3000 AC and 1150 CTV
EmGreen –

Is coming up with 3 projects–

• EmGreen Residency, Zirakpur

• EmGreen Opera Garden, Pkl

• EmGreen Golf View 91, Mohali

Will construct Air Conditioned 650 flats

Require 650 LCD and 650 AC along with Microwave.

Unitech

 Developing three sectors in Mohali:

 Sec 97, 106, 107
 The flats will be fully furnished.
 Amusement Park behind PGI in 73 Acres.
 Work hasn’t started till yet due to some problems with the govt. regulations.
Rates

 Average Rate of flats –

 2 BR with 2 Bath – Rs. 24 Lac
 3 BR with 2 Bath – Rs. 32 Lac
 3 BR with 3 Bath – Rs. 35 Lac
 4 BR with 4 Bath – Rs. 46 Lac

SWOT Analysis of Consumer Durables:

Strengths
1. Presence of established distribution networks in both urban and rural areas
2. Presence of well-known brands.
3. In recent years, organized sector has increased its share in the market vis a vis the
unorganized sector.

Weaknesses
1. Demand is seasonal and is high during festive season
2. Demand is dependent on good monsoons
3. Poor government spending on infrastructure
4. Low purchasing power of consumers

Opportunities
1. In India, the penetration level of white goods is lower as compared to other developing
countries.
2. Unexploited rural market
3. Rapid urbanization.
4. Increase in income levels, i.e. increase in purchasing power of consumers
5. Easy availability of finance.

Threats
1. Higher import duties on raw materials imposed in the Budget 2007-08
2. Cheap imports from Singapore, China and other Asian countries

6. FINDING AND CONCLUSIONS

6.1 FINDINGS

 There is a market potential of approximately 23 crores in the Real Estate segment as

a 5891 fully furnished flats are coming up.
 AC’s to be used in 5266 flats and Quantity 12874 Approx. Value Rs. 19 crores.
 LCD’s to be used in 832 flats, 50 in F Bar and Quantity 882 Approx. Value Rs.4
crores.

6.2 CONCLUSIONS:

This main objective of this project was to find out scope for Samsung in various other
sectors, in terms of the B2B sales. Projected Approximate Value of Consumer Durablesis
23 Crores

As part of the project, the opportunity to devise channel strategies was also provide. Team
handling was also a part of the summer internship programme.
7.RECOMMENDATIONS

• First and most important, the database generated through the project should
be put to effective use through continuous follow-up on the potential
customers. A follow-up should be made on the industry potential as a whole
as well.

• Since a no. of companies have centralized decision making and centralized

purchase from the head office, the Samsung head office should contact them
for better and more business.

• Samsung should come up with customized A.C for plant installations.

• Samsung should get its maximum products under the DGS & D Rate
Contract because a majority of the government departments make their
purchase of goods through this channel.

• Samsung should remain in contact with the Architects and contractors to tap
more of the builders.

8.LIMITATIONS
1. Unavailability of the desired personnel was the biggest constraint to this study.
Although appointments were made and followed up where possible but still there
were instances where the desired authorized personnel was either unavailable or
unwilling for an interview.

2. No prior information regarding the addresses or other details of the offices to be

visited was provided, thus a few hotels were left uncovered.
BIBLIOGRAPHY

Referred Books :
 Kotahri C.R.- “Research Methodology” New Delhi Tata Mcgraw Hill In (95-102)
 Kotler Phillip –“Marketing management “analysis, planning implementation and
control.
 Schiffman Leon G.& Kanuk Leslie Lazar, "Consumer Behavior", Prentice Hall of
India “6th edition
 Singh Harpreet–“Research Methodology”-Kalyani Publishers.(page no. 1-8, 68-
102)

Referred Websites:
 http://www.samsung.com/in/
 http://www.samsungindiasoft.com
 http://www.supplychains.in/en/art/
 http://www.samsung.com/uk/products/television/tftlcd
 http://www.indiaonestop.com/fdi-hospitality
 http://www.economywatch.com/business-and-economy/tourism-industry
 http://www.naukrihub.com/india/consumer-durables/scope/future
 http://www.bestindiansites.com/hospitality
 http://www.hotelbenchmark.com/resources/marketsnapshots/13042005India-
EN.aspx
 http://www.blonnet.com/iw/2002/01/06/stories/2002010600331300.htm
 http://www.naukrihub.com/india/consumer-durables/overview/swot
 http://www.samsung.com/in/presscenter/pressrelease/productnews_20070727_0000
362331.asp
 http://www.naukrihub.com/india/consumer-durables/overview/introduction

Referred Pamphlets & Broachers:

 Pamphlets and broachers of Samsung provided by Samsung Electronics,
Chandigarh.