A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel Vis à Vis Its Competitors

iII

A REPORT ON

MEASUREMENT OF

DEALER SATISFACTION

AND PERFORMANCE

LEVEL OF BEETEL

VIS-À-VIS ITS

COMPETITORS

This study is being conducted on behalf of IMRB International to analyze

the level of satisfaction of its dealers and to understand the factors

contributing to the satisfaction level of the dealers. This Study makes an

attempt to compare the performance level of Beetel vis-à-vis its major

competitors. It gives an insight to the various problems faced by the dealer.

2009

Debalina Choudhury IMRB International, 4/1/1, Meher Ali Road, Kolkata-17

5/25/2009

ICFAI BUSINESS SCHOOL, KOLKATA

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A REPORT ON MEASUREMENT OF DEALER

SATISFACTION AND PERFORMANCE

LEVEL OF BEETEL VIS-À-VIS ITS

COMPETITORS

(A report submitted in partial fulfillment of the requirements of MBA Program of ICFAI

Business School)

BY

Debalina Choudhury

Enrollment No.-08BS0000860

IMRB International

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A REPORT

ON

MEASUREMENT OF DEALER

SATISFACTION AND PERFORMANCE

LEVEL OF BEETEL VIS-À-VIS ITS

COMPETITORS

By

DEBALINA CHOUDHURY

(08BS0000860)

(A report submitted in partial fulfillment of the

requirements of MBA Program of ICFAI Business

School)

Project: BUZZ-DEALER 2009

Job No: DC 99727

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ACKNOWLEDGEMENTS

I deeply express my gratitude to IMRB International to give me chance for undergoing the

training program at their branch under Summer Internship Program. Past three months have

been a great learning experience for me.

I would like to thank Mr. Rajarshi Ray, Field Manager, IMRB International, for constantly

guiding me by providing me with the necessary inputs and helping me at every juncture of the

project.

I am grateful to my faculty guide Prof. Rachana Chattopaddhayya whose practical knowledge

and experience has helped me in understanding the research principles and relating it in the

practical field. She never fails to give valuable advice, help and cooperation in every possible

way. I hope to work in many more projects under her priceless guidance.

Lastly, I would like to thank my colleagues (other summer Interns) in IMRB International who

were always there to help me.

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TABLE OF CONTENTS

ACKNOWLEDGEMENTS…………………………………………………………………………………….5

LIST OF ILLUSTRATIONS…………………………………………………………………………………….8

ABSTRACT ……………………………………………………………………………………………………..10

1. INTRODUCTION

1.1 About IMRB International …………………………………………………………………………….15

1.2 About Indian Telecom Industry……………………………………………………………………….18

1.3 About Indian Telephone Handset Sector…………………………………………………………20

1.4 About Bharti Teletech Limited……………………………………………………………………….22

1.4.1 A Pioneering Brand……………………………………………………22

1.4.2 Market share of Beetel……………………………………………..22

1.4.3 Distribution………………………………………………………………23

1.4.4 Vision, Mission & Values……………………………………………23

1.4.5 Quality Policy……………………………………………………………24

1.4.6 Beetel Movement…………………………………………………….25

1.4.7 Products Offered by Beetel……………………………………….26

1.4.8 Competitors of Beetel……………………………………………….31

2. OVERVIEW OF THE STUDY

2.1 Objective of the study…………………………………………………………………………………...32

2.2 Scope of the study…………………………………………………………………………………………32

2.3 Need of the study………………………………………………………………………………………….32

2.4 Methodology…………………………………………………………………………………………………35

2.4.1 Sampling Design………………………………………………………...35

2.4.2 Survey………………………………………………………………………..35

2.4.3 Analysis……………………………………………………………………..36

2.5 Limitations of the study…………………………………………………………………………………36

3. ANALYSIS OF THE DATA

3.1 Dealer’s Profile………………………………………………………………………………………………38

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3.2 Graphical Analysis of the findings…………………………………………………………………..43

3.3 Statistical Analysis of the Problem Areas………………………………………………………..51

3.4 Statistical Analysis of the relation between the

Overall Satisfaction Score and the individual

Variable’s Ratings………………………………………………………………………………………….65

3.5 Measurement of the satisfaction level of the Beetel dealers…………………………..72

3.6 Graphical Analysis of the findings of the Relational outcome Section……………….74

3.7 Statistical Analysis of the relation between the

Likelihood of recommendation of telephones to do

Business with to friends/relatives, Profitability and

Overall quality of products and services…………………………………………………………76

4. FINDINGS……………………………………………………………………………………………………………79

5. CONCLUSION&RECOMMENDATION…………………………………………………………………….84

6. APPENDICES……………………………………………………………………………………………………….86

7. REFERENCES……………………………………………………………………………………………………………106

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LIST OF ILLUSTRATIONS

FIGURES

1. Increasing subscriber base of fixed line telephones between 2001-02 to 2005-06 …………………………..20 2. Fixed telephone lines per 100 inhabitants between 1997-2007………………………………………………………...21 3. Quality Policy of Beetel………………………………………………………………………………………………………………………24 4. Beetel Movement-A new beginning ………………………………………………………………………………………………….25 5. Beetel telephone handset: Basic Phone……………………………………………………………………………………………..27 6. Beetel telephone handset: CallerID Phone ………………………………………………………………………………………..27 7. Beetel telephone handset: Analog Cordless Phone ……………………………………………………………………………28 8. Beetel telephone handset: Combo Phone ………………………………………………………………………………………….29 9. Beetel telephone handset: Digital Cordless Phone …………………………………………………………………………….30 10. Classification according to distributors……………………………………………………………………………………………….38 11. Classification according to the telephone companies except Beetel in which the Beetel dealers deal..38 12. Classification according to companies with which dealer deals the most…………………………………………..39 13. Classification according to the sales of Beetel telephones to the overall telephone sales…………………..39 14. Comparison between sale and the deals most company……………………………………………………………………..40 15. Classification according to the most preferred supplier……………………………………………………………………..40 16. Classification according to the benchmark companies of Beetel ……………………………………………………….41 17. Classification according to the share of landline telephones to the overall business……..……………………41 18. Classification according to ‘other product categories’ with which dealers deal………………………………….42 19. Bar graph showing comparison of the overall quality of products & services…………………………………….43 20. Bar graph showing comparison of the overall value…………………………………………………………………………..44 21. Bar graph showing comparison of the overall quality of telephones…………………..................................45 22. Bar graph showing comparison of the overall quality of service provided by the distributor

sales representatives…………………………………………….……………………………………………………………………………45 23. Pie chart showing the frequency of visit by distributor sales representatives…………………………………...46 24. Bar graph showing comparison of the overall quality of service provided by the company

sales representatives…………………………………………………………………………………………………………………………..46 25. Pie chart showing the frequency of visit by company sales representatives……………………………………....47 26. Pie chart showing the expected frequency of visit by company sales executive………………………………….47 27. Bar graph showing comparison of the overall quality of the after sales service………………………………….48 28. Bar graph showing comparison of the overall quality of ordering & delivery……………………………………..48 29. Bar graph showing comparison of the overall quality of trade schemes…………………………………………….48 30. Bar graph showing comparison of the overall quality of marketing support & signage……………………..49 31. Bar graph showing comparison of the overall quality of billing & payment……………………………………….49 32. Bar graph showing comparison of the overall quality of relationship with the management…………….50 33. Bar graph showing comparison of the total profitability……………………………………………………………………50 34. Scree Plot of overall quality of the distributor sales representatives…………………………………………………53 35. Scree Plot of overall quality of the after sales services………………………………………………………………………58 36. Scree Plot of overall quality of the relationship with the management………..……………………………………62 37. Scree Plot of overall quality of the 10 independent variables…….………………………………………………………69 38. Bar graph of the frequency analysis of the overall quality of the products and services of Beetel…….72 39. Bar graph of the frequency analysis of the overall value of Beetel……………………………………………………73

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40. Bar graph showing comparison on the commitment level of Beetel dealers…………………………………….74 41. Bar graph showing comparison on the likeliness to recommend to friends to do business with………..74 42. Bar graph showing comparison on the likeliness to continue dealing with in the next 1 year……………74 43. Bar graph showing comparison on the likeliness to increase investment in the next 1 year……………..75 44. Pie chart showing the likeliness to recommend to customers Beetel First………………………………………….75 45. Estimated marginal means of recommendation to friends to do business with vs. telephone brand….76 46. Estimated marginal means of the recommendation to friends to do business with vs. overall

Quality of products and services………………………………………………………………………………………………………...77

CHARTS

1. KMO & Bartlett’s test of Overall quality of distributor sales representatives………………………………….51 2. Initial Communalities of Overall quality of distributor sales representatives ………………………………….52 3. Final Communalities of Overall quality of distributor sales representatives ……………………………………52 4. Eigen values of Overall quality of distributor sales representatives………………………............................53 5. Component matrix of Overall quality of distributor sales representatives ………………………………………53 6. Correlation matrix of Overall quality of distributor sales representatives & the sub parameters……55 7. KMO & Bartlett’s test of After sales service……………………………………………………………………………………..56 8. Initial Communalities of After sales service …………………………………………………………………………………….57 9. Final Communalities of After sales service ……………………………………………………………………………………..57 10. Eigen values of After sales service …………………………………………………………………………………………….......58 11. Rotated component matrix of After sales service …………………………………………………………………………..58 12. Correlation matrix of the quality of after sales service and the sub parameters………………………………60 13. KMO & Bartlett’s test of the quality of relationship with the management of Beetel………………………61 14. Communalities of the quality of relationship with the management of Beetel…………………………………61 15. Eigen values of the quality of relationship with the management of Beetel…………………………………….62 16. Correlation matrix of Overall quality of relationship with the management…………………………...........63 17. Correlation matrix of the total profitability………………………………………………………………………………………64 18. Correlation matrix of satisfaction score of Beetel handsets…………………………………………………………….66 19. KMO & Bartlett’s test of Satisfaction Score …………………………………………………………………………………….66 20. Eigen values of Satisfaction Score……………………………………………………………………………………………………66 21. Component matrix of Satisfaction Score………………………………………………………………………………………….67 22. KMO & Bartlett’s test of the 10 independent variables……………………………………………………………………67 23. Initial Communalities of the 10 independent variables……………………………………………………………………68 24. Final Communalities of the 10 independent variables…………………………………………………………………….68 25. Eigen values of the 10 independent variables………………………………………………………………………………….69 26. Rotated component matrix of the 10 independent variables………………………………………………………….69 27. Component matrix of the 10 independent variables……………………………………………………………………….70 28. Regression model of Satisfaction Score…………………………………………………………………………………………..70 29. Frequency table of the overall quality of the products and services of Beetel……..…………………………72 30. Frequency table of the overall value of Beetel………………………………………………………………………………..73 31. Anova table of telephone brand and profitability vs. likeliness to recommend to friends……………….76 32. Anova table of overall quality of the products and services vs. likeliness to recommend to friends…77 33. Correlation matrix of likeliness of recommending Beetel ……………………………………………………………….77 34. Correlation matrix of loyalty, profitability and quality of product & services……………………………………78

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ABSTRACT

My SIP project at IMRB International spanning a period of 14 weeks involved carrying out

field work of various research projects. My work included fixing up appointments with the

probable respondents, take their interviews and interact with them in order to understand their

perception regarding the subject of the research. Since February, 2009 I had the privilege to

work on 8 projects which are as follows:

1. Project: BUZZ-Dealer 2009

Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its

Competitors.

2. Project: Hocus Focus

Brand Awareness and customer perception on computers, laptops and It solutions of

HCL. The target group was people working in IT department of IT companies, people

working in IT department of Non-IT companies, CXO (the person who takes the ultimate

decision regarding which computers/laptops will be bought by the company or the

services of which brand/company‟s software will be used in the

company)/businessmen/owners/industrialists. The criteria for the CXO interview were:

The person has to take the ultimate decision regarding matters such as which

computers/laptops will be bought by the company.

The person has to be a senior level executive.

Any family member of the respondent should not work for

i. Advertising agency

ii. Market research agency

iii. Information & Technology Companies- Hardware, Software, IT Service

Providers

iv. Public relations agency

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The person should not be participated in any market research survey in the last 6

months.

The age of the respondent should be more than 35.

For the IT employees of IT and Non-IT companies the last 3 criteria were there.

Sample Size: For CXOs we had to interview 30 respondents

For IT employees of IT companies the sample size was 30

For IT employees of Non-IT companies the sample size was 10

A database was provided for CXOs. I had to call them at the board number and fix up an

appointment according to their convenience. Then I used to go to their preferred place at the

convenient time and conduct a face to face interview. But making an appointment with the

CXOs used to be a very difficult task as they used to remain busy in meetings and some of them

used to be out of station most of the times. It was very difficult to convince them to give an

appointment within their hectic schedule. During the interview the respondents used to feel

jittery seeing the length of the questionnaire and the „Personality‟ part of the questionnaire.

3. Mystery audits of Titan outlet within the branded apparel outlets of SHOPPER‟S STOP.

The sample size I covered for this study was 2. The Shopper‟s Stop outlet which I had to

cover was in City Center and in Forum shopping mall. The time of the interview should

have been

In day- 10.30-19.30 and/or

At night- 19.30 onwards.

The critical part of this audit was that I had to behave like a customer there but I had to

minutely observe the things which a normal customer does not observe like

Exterior management

The in store interior management

Interior display windows

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Customer interaction, Soft skills, Knowledge and selling skill of the Sales person

Then I had to fill up a Report card and put my remarks there.

4. Mystery audits of branded apparel outlets of WILLS LIFESTYLE and its competitors

namely United Colors of Benetton, Van Heusen, Tommy Hilfiger, Levi‟s, Louis Philippe

and Color Plus. I had to audit 2 competitor stores Levi‟s (in South City) and Color Plus

(in City Center). I was briefed to enter the store at 6P.M. and stay there at least for 30

minutes. For each store there was single as well as couple audits. For me, one of the

audits was single audit and the other one was couple audit. For the couple audit the

person accompanying me did not have to observe anything. The couple audit was

conducted to know if the behavior of the sales person changes when couple enters the

store. I had to observe

Condition of the Signage

Condition of the display window

Security guard & sales person

Ambience

Display of Visual Merchandise

Ambience of the trial room

Billing etc.

And then fill the ratings and the comments wherever asked for.

5. Project: Khiladi

Brand Awareness study of Levi‟s Button fly Jeans and Analysis of the prospective

market response to the launch of a new promotional campaign. This was a weekend

project and the duration was of 3 consecutive weeks.

Sample size: 240

In Store: 120

In Market: 120

The target group: Male/Female

Age-15-34

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SEC- A (A1, A2)

Purchased premium branded jeans since February 2009.

Should have worn jeans at the time of the interview.

For the „in market‟ interview I used to stand outside the mall and approach the people

fulfilling these criteria. And for „in store‟ interview I used to stand inside the Levi‟s store

and interview people when they are about to leave the store.

6. Project: Outlook

Comparative study on the brand image of the customers towards the Laptop brands in

India. This was a syndicate study carried out by IMRB. There was different criteria for

this study, they are

The laptop has to be purchased in the last six months.

The laptop have to be either low-end (between Rs 25001- Rs 35000) or high-end

(Rs 45001 and above)

The respondent have to be the purchase decision maker and above 18yrs of age.

The Respondents which we are supposed to select should be the owner of brands

of laptops, like Dell, Sony, Acer, HP, Compaq and Lenovo only.

The study was to find out whenever a customer takes decision of purchasing a laptop, which

aspect he prefers, like Technical, Price, Brand related, Dealer-Parameters or Based on any

promotion. The objective was also to find out which brands of laptops the customers feels are

superior, inferior and matching their level of expectation in the above stated parameters. And

also what the customers prefers most: The Brand or the Price of the product.

Sample Size: Low-end (Rs.25001-35000)

Acer-20, HP/Compaq-20, Dell-20, Lenovo-20

High-end (Rs.45001above)

Sony-20, HP/Compaq-20, Dell-20, Lenovo-20

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Of these “Measurement of Dealer Satisfaction and Performance Level of Beetel vis-à-vis its

Competitors” was selected to be analyzed in details by me.

This study is being conducted on behalf of IMRB International to measure the levels of

satisfaction of dealers with respect to the products and services provided by BEETEL,

profitability and the relationship with the company and to assess how the major competitors of

Beetel are performing. It also tries to find out what problems the dealers are facing while

dealing with Beetel so that the company can understand the areas in which improvement is

necessary to make a better Brand image and to capture a large market share.

A detailed questionnaire is used to analyze the overall perception/experience of existing dealers

of BEETEL about the brand, its telephone handsets, the distributors, the top management,

communication received from the company as well as from the distributors, the advertisements

and trade schemes of the company and so on. Moreover, the questionnaire is designed in such a

way, that, a comparison can be drawn among BEETEL and its competitors on the above

mentioned parameters. The company wanted to find out the perception of the existing

customers about certain specific parameters like:

Perception of the overall quality of products and services

Perception of the overall value

Perception of the brand

Total profitability

Commitment level

Likelihood of Recommendation and continuation of business

Perception of the overall quality of telephones

Perception of the overall quality of distributor‟s sales representatives

Perception of the overall quality of company sales representatives

Perception of the overall quality of after sales service

Perception of the overall quality of ordering and delivery

Perception of the overall quality of trade schemes

Perception of the overall quality of marketing support

Perception of the overall quality of invoicing and payments

Perception of the overall relationship with the management

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INTRODUCTION

At the very onset and before going into the intricacies of my project, I would like to give a brief

introduction about IMRB International, the organization I am working under for my internship.

Further, I would like to give a background of Bharti Teletech Limited, the client of IMRB

International for whom this market research project is being conducted and the Telephone

handset sector in India.

About IMRB International:

Established in 1971 and with over three decades of market research experience, IMRB

International is a pioneer in India in various research areas. Associated with a group of

international market companies such as the British Market Research Bureau (BMRB) and

Millard Brown International, IMRB International operates out of thirteen cities in India and has

associate offices in Sri Lanka, Bangladesh and Nepal.

The 500 member strong IMRB International promises high quality conceptualization, strategic

thinking, execution and interpretation skills on all its clients' research needs. In 1996, IMRB

International managed 2,500 projects and 4,000,000 interviews. IMRB International is the only

research company in India today that offers the entire range of research based services to its

clients. IMRB International's specialized areas are consumer markets, industrial marketing,

business to business marketing, social marketing and rural marketing.

IMRB International's specialized units:

IMRB International has been offering over 30 years of specialist research services to clients in

India and overseas on products and services covering the entire gamut of business and industry.

IMRB International today, operates out of its five full service offices in Mumbai, Delhi,

Calcutta, Chennai and Bangalore and is supported by 15 other regional centers for collection of

survey information that literally span the entire country.

We are able to provide the highest quality of professional services to the utmost satisfaction of

our clients which include the small medium and large scale industries, the government and

public sector units, multinational corporations and international companies that are eyeing the

highly promising Indian market.

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To serve the diverse needs of our clients, we also have five specialist units:-

Probe Qualitative Research (PQR)

Social and Rural Research Institute (SRI)

Media & Panel Research Group

Customer Satisfaction Management & Measurement (CSMM)

Business & Industrial Research Division (BIRD) and the eTechnology Group@IMRB

International

Probe Qualitative Research is one of India's leading qualitative research groups and has

executives specially trained in India and overseas in qualitative research methods. Drawing on

learning from ethnography, psychology and anthropology, PQR has created a validated tool-kit

for product, communication and brand development.

The Social and Rural Research Institute specializes in social research and in conducting

research on emerging rural markets. It has staff with special expertise in conducting

Knowledge, Attitudes & Practice (KAP), Studies on health and sanitation, water, environment

and other fields, in India as well as internationally.

The Media and Panel Group of IMRB International is a pioneer in the field of media research

in India. It has been conducting the National Readership Surveys in India since 1978. It has

been running India's only Television Rating Program (TRP) since 1986, the year in which

television went commercial in a major way. It has also developed its own people meters.

Customer Satisfaction Management & Measurement (CSMM) is part of the Walker

Information Global Network and is the first such specialist organization in India with an

exclusive focus on customer and employee satisfaction, reputation and stakeholder assessment.

Business & Industrial Research Division (BIRD) and the eTechnology Group @ IMRB

International: As industrial markets transformed from monopolies to competitive markets, the

need for research based consultancy services was demanded of IMRB International. IMRB

International spun off the Business & Industrial Research Division to meet the growing and

changing needs of the industrial marketer. Over a decade of research experience in

telecommunication, office automation, information technology and the convergence of these

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technologies has given the Technology Group of IMRB International, knowledge and

experience in a wide spectrum of hardware, software and services.

The project undertaken by me was under the CSMM division and a brief elaboration on CSMM

division is desirable.

IMRB International's Divisions: CSMM

Customer Satisfaction Management & Measurement (CSMM) is an independent, specialist unit

of IMRB International and the exclusive member of the Walker Information Global Network

(WIGN) in the Indian subcontinent.

As a specialist unit of IMRB International, CSMM provides the widest field coverage with five

full service offices and 13 field offices in Delhi, Calcutta, Mumbai, Chennai, Bangalore,

Hyderabad, Cochin, Pune, Patna, Ahmedabad, Guwahati, Bhubaneswar and Lucknow. CSMM

services clients in India and neighboring countries (Sri Lanka, Bangladesh, Pakistan and Nepal)

and this diverse network has made CSMM the leading provider of stakeholder products and

services in South Asia

CSMM provides a range of consulting products and services to manage external customer

satisfaction and employee commitment to integrate stakeholder measurement and management

efforts into the company's decision-making process at all levels.

Working with over 80 clients from diverse sectors, including financial services, hotels,

telecommunications, retailing, consumer products, automotive and engineering/industrial

goods, CSMM provides strategic information services to enhance customer loyalty amongst

both end customers and trade channel customers as well as to build employee commitment.

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About Indian Telecom Industry:

The telecom industry is one of the fastest growing industries in India. India has nearly 430

million (fixed and cellular) telephone lines making it the third largest network in the world

after China and USA, as on 31st March 2009. With a growth rate of 45%, Indian telecom

industry has the highest growth rate in the world. Number of fixed line subscribers in India is

38.0 m (as on 31.3.09).

Much of the growth in Asia Pacific Wireless Telecommunication Market is spurred by

the growth in demand in countries like India and China. India‟s phone subscriber base is

growing at a rate of 82.2%. China is the biggest market in Asia Pacific with a subscriber base

of 48% of the total subscribers in Asia Pacific. Compared to that India‟s share in Asia Pacific

Phone market is 6.4%. Considering the fact that India and China have almost

comparable Populations, India‟s low penetration level offers huge scope for growth.

In 1990s, telecommunications sector benefited from the general opening up of the economy.

Also, examples of telecom revolution in many other countries, which resulted in better quality

of service and lower tariffs, led Indian policy makers to initiate a change process finally

resulting in opening up of telecom services sector for the private sector. National Telecom

Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian

telecommunications sector. In 1997, Telecom Regulatory Authority of India (TRAI) was

created. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector.

New National Telecom Policy was adopted in 1999 and cellular services were also launched in

the same year.

Telecommunication sector in India can be divided into two segments: Fixed Service Provider

(FSPs), and Cellular Services. Fixed line services consist of basic services, national or

domestic long distance and international long distance services. The state operators (BSNL and

MTNL), account for almost 90 per cent of revenues from basic services. Private sector services

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are presently available in selective urban areas, and collectively account for less than 5 per

cent of subscriptions. However, private services focus on the business/corporate sector, and

offer reliable, high- end services, such as leased lines, ISDN, closed user group and

videoconferencing.

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About Indian Telephone Handset sector:

The telephone is a telecommunications device that is used to transmit and receive electronically

or digitally encoded sound (most commonly speech) between two or more people conversing. It

is one of the most common household appliances in the developed world today. Telephone

handsets are the inseparable device for the fixed line telephony. Fixed line telephony can be

further categorized as fixed wire line telephony and fixed wireless telephony (known as WLL

(F)).

For the past decade or so, telecommunication activities have gained momentum in India. India

has become the fastest-growing telecom market in the world. During the financial year 2005-06,

fixed line telephony segment in Indian telecom sector witnessed a growth of 8.64%. How the

total subscriber base of fixed lines has increased from 2001-02 to 2005-05 is shown in the

following bar graph:

Fig 1

0

10

20

30

40

50

2001-02 2002-03 2003-04 2004-05 2005-06

37 41 42 4550

Tota

l Su

bsc

rib

er B

ase

of

Fixe

d L

ines

(In

M

illio

ns)

Increasing subscriber base of Fixed Line Telephones

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The total subscriber base of fixed lines including WLL (F) touched the figure of 50.2 million

and was showing an upward trend. The total number of telephones in the country crossed the

300 million mark on June 18, 2008. The overall tele-density has increased to 31.5% in October

2008. In the wireless segment, 10.42 million subscribers have been added in October 2008

while 8.11 million subscribers were added in December 2007. The total wireless subscribers

(GSM, CDMA & WLL (F)) base is more than 363.95 million now.

The landline segment subscriber base stood at 38.22 million with a decline of 0.13 million in

October 2008. And on January 2009 it stood at 37.75 million.

Fig 2

So from the declining figures it can be inferred that the landline telephones are losing its

customer base. One of the reasons can be the preference of mobile phones over the landlines by

the customers. So to win back the telephone market the landline service has to become more

efficient. And this kind of dealer satisfaction measurement and analysis can help the telephone

handset companies to get an overview of their competitors and to be aware of their strengths

and weaknesses.

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About Bharti Teletech Limited:

Established in 1985, Bharti Teletech is a subsidiary of India‟s leading integrated

telecommunications group, Bharti Enterprises.

The Company is currently engaged into distribution & marketing of wide range of products that

include Motorola handsets and accessories, BlackBerry, Thomson, high quality cordless

phones, modems, audio / video conferencing products from Polycom, Free To Air Set Top

Boxes, Fixed Cellular Phones & Fixed Wireless Terminals. Apart from this, Bharti Teletech is

also engaged into manufacture of high quality landline telephones at its manufacturing

operations at Goa & Ludhiana under Beetel brand for Airtel, BSNL / MTNL as well as retail

market & exports to 30 countries across 5 continents.

Bharti Teletech has a dedicated Enterprise base of over 320 Regular Corporate Customers. The

company has a pan India footprint. Its distribution network comprises about 750 Distributors

and over 40000 Dealers which cover almost 4000 towns in the country.

A Pioneering Brand:

Beetel was the first Indian brand to launch caller ID phones and the first to bring down the price

of cordless phone to an affordable range at below Rs 2000.

In September 2007, Beetel launched cordless phones at Rs 995 - again a first.

Beetel has also pioneered SMS phones, the first in India as well as the first to launch along with

FM radio. Beetel has also been the first to introduce phone with battery backup, color displays,

polyphonic ring tones and combo phones.

For the consumer in India, Beetel is truly ringing in the future.

Market Share:

Beetel has garnered over 80% of the market. Beetel has remained the No.1 brand in the Indian

retail market, with a market share of almost 50%. The company‟s marketing network

encompasses over 750 distributors and over 42000 dealers taking Beetel phones to every corner

of one of the biggest and most complex markets in the world.

Overseas, the company has a richly diversified customer base in over 35 countries across 5

continents.

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Distribution:

Bharti Teletech Limited is emerging as a distribution powerhouse in India. With over

750 distributors, 42000 Dealer strong network and 29 godowns spanning across the

Length and Breadth of the Country. Bharti Teletech Limited is today one of the largest

distribution companies in India.

The first distribution tie up was for Blackberry. Bharti Teletech announced its tie up

with Motorola as their Strategic Channel Partners for Sales and Distribution of their

Handsets in November2005.

This tie up was followed by another strategic distribution alliance with Polycom-

World leader in the Audio & Video Conferencing Solutions

Lately, Bharti Teletech Limited has tied up with Casio for distribution of digital

cameras.

Bharti Teletech Limited has tied up with SANYO for distribution of Digital Still

Cameras & Camcorders.

Bharti Teletech further tied up with Transcend, Logitech, Apple iPhone for their entire

range of Memory Products.

Vision:

ENABLING TECHNOLOGY REACH MASSES

ENABLING – 'Beetel' brand and Dist Principles.

TECHNOLOGY – Communication & IT ( To start with)

REACH – Distribution Strength ( B2C, B2B Telco)

MASSES – Serving the large mass of the consumer.

Mission:

By 2012, Beetel Teletech will be India‟s finest distribution services company by:

Building a boundary less distribution scale across India

o Distribution spread to all towns and main villages in the country

o Across relevant target segments in B2B and B2C

o Thru-putting large volumes to achieve scale and cost effectiveness

o Benchmarking with the best to be the preferred partner

Page | 24

Delivering predictability and success for our partners

o Partnering closely with principals and consumers to understand needs, demand

levels, media habits and consumption patterns

o Long term partnerships with principals for enabling success in the Indian market

o Understand and influence channel partners

Making Beetel a loved, aspiration symbol of India‟s middle class

o Bring Beetel closer to the consumer with more relevant products

o Products which appeal to the masses

o Differentiated products which drive value for the consumers. Every Product we

launch will support our brand promise with a simple, focused and compelling

message.

Ensuring a performance driven and satisfied ecosystem of our people, partners and

consumers

o Individual and team performance within and across functions

o Constantly look at development needs to increase performance levels

o Look after needs of all stakeholders and work „with‟ all for long term success

o No abnormal profit for any stakeholder

Values:

Respect to the individual

Be a long term partner

Deliver on commitment

Process integrity

Strive for excellence

Quality Policy:

Fig 3

Page | 25

At Bharti Teletech quality has always been the top priority. Quality objectives (key result areas

affecting the process or product quality are identified as quality objectives) are made /

established to continually improve upon the organizations performance. These objectives can be

measured i.e. are data based so that these can be effectively and efficiently reviewed

To meet customers' requirements in terms of functionality, safety, aesthetics, life

expectancy and taking effective actions on their feedbacks.

To ensure planned results and continual improvements in all operations (processes and

products).

To increase productivity by reducing rejections & non-value adding activities, and

bringing automation

To effect continuous improvements in Customer Satisfaction Index.

To ensure training of employees as per defined targets, training needs and requirements.

To ensure that all statutory and regulatory requirements are complied with.

Beetel Movement:

Fig 4

Page | 26

Products Offered by Beetel:

1. Basic telephones

2. Caller ID phones

3. 2.4 GHz digital cordless phones

4. Analog cordless phones

5. Set top box

6. Broadband

In the past few months, Beetel has gone through a lot of changes in terms of its

management and the way it works. It is a complete transformation of the way

the company operates to gear up to face the future challenges.

Hence, the task is to create a sustained communication program for the change to

gather momentum an interest. Also, it is essential to make it easier for the employees

to understand the whole concept, accept it and subsequently, be a part of the change.

The need is to initiate a plan which captivates the entire organization and get them to

notice the change. Not only is it a form of transformation but a revolution which needs

to involve the entire company and inspire employees/members to actively take part in

taking the brand Beetel forward. The revolution will instill a strong sense association

and connect with the company, apart from instilling a strong sense of belief, making

the employees proud to be a part of Beetel.

The revolution is all about:

Changing the way Beetel is seen

Changing the way employees work

Changing the way decisions are made

Changing the entire work culture

Thinking big - limitless thinking

Being more aggressive

Being target oriented

Being passionate about Beetel: Proud to be Beetel

Challenging the unchallenged: Not fearing the impossible. They need to be

encouraged to try new things

Being youthful- young at heart-dress smart, stylish, change in attitude

Organizational objective- think of moving ahead together (collaborative efforts) and

changing for the better.

Page | 27

Basic Telephones:

Handset Model Name: Coral

Features:

● Redial ● Flash ● Pause ● Mute ● Ringer indicator LED ● Tone & pulse dialing ● Ringer volume control ● Color Range: Black, Light Grey & Red

Caller Id Phones:

Handset Model Name: DB 6200A phone

Features:

New Call, Repeat Call, Private Call, Out Of Area Call, Mail Box, Error Indication

Record 38 Incoming Message (12 Digits), 5 Outgoing Message (16 Digits), Records can be Reviewed, Speedily

Reviewed, Called Back and Deleted.

Auto-Filter Local Area Cord (5digits)

Pre-Dial Function 32 Digits)

3 Step Lock

Hands-free Dialing and Talking

Hands-free Volume Adjustable

LCD With Back-Lighted

Fig 5

Fig 6

Page | 28

3 Alarm Clocks

Analog Cordless phones:

Handset Model Name: CB 48000 plus

Features:

Auto add “ 0 “ during call back

Tone / Pulse Mode Selectable

Temporary Tone Dialing

Last Number Redial

Low Battery Visual Indication on Handset LCD Display

Low Battery Warning Tone at Handset

Charging & In-Use message on Handset LCD Display

30 – Channel Operation

Fig 7

Page | 29

Combo Phones:

Handset Model Name: CB 68000

Features:

2.4Ghz Digital Technology Cordless Combo

Phone

Dual Mode DTMF/FSK CALLER ID System Compatible

Blue Backlit LCD Display

Date & time setting for LCD Display

5 step LCD Contract Adjustable

30 Incoming Calls Memory

Phone book to store 50 No.s with name

Two way Speakerphone with 5-Steps Receive volume Control

5 Ring tones & three Polyphonic Ring Tones.

5-steps Ringer volume Control

Handset Ring On/OFF

Key Tone On/Off

Auto Talk On/Off

Pre-dialing & Clearing Function

Local Area code setting up to 6-digits

Auto adds '0' to call long distance incoming numbers.

Programmable Tone/Pulse Mode Selectable.

Last Number Redial

Out of range warning Tone.

Fig 8

Page | 30

Low battery Tone

battery Charging Level Indicator on LCD Display

Intercom Facility from Handset to Base Unit.

3-way call Conferencing (Among handset, Base Unit & external Party)

Digital Cordless Phones:

Handset Model Name: CB 67000

Features:

2.4 GHz Digital Technology Cordless

Dual Mode DTMF/FSK Caller 10 System

Compellable

Blue Black LCD Display

Illuminated Key Pad

Date Time Setting on LCD Display

50 Incoming Calls Memory

Phone Book tab 50 Numbers with name

Two-way Speaker phone with Adjustable Volume

5-Step Handset Receive Volume Control

Fig 9

Page | 31

Competitors of Beetel:

In the telephone handset industry there are many players other than Beetel. They are

Panasonic

Orpat

BPL

GE

Spacetel

TATA

Samay

Many other small companies like Binatone, Voxtel, Pacetel

But among all these Panasonic, BPL, Orpat, GE are the major competitors of Beetel. Among

these Panasonic is among the 5 highest selling brands with approximately 10% of the world’s

telephone handset’s market share and GE is among top 10 highest selling brands with

approximately 5% of the world’s telephone handset’s market share. But in India Beetel holds

the maximum market share.

But there is a very tough competition going on among these 5 companies. But, Bharti

Teletech claims to command a market share of 40 per cent in the retail market, 33 per cent in

the tender market (BSNL/MTNL), and 83 per cent in the private service provider segments.

Bharti Teletech currently exports to 30 countries across five continents. This market share of the

Beetel is as per year 2008 is about 50%.

Beetel markets its range of phones at over 15000 dealers across the country.

Page | 32

OVERVIEW OF THE STUDY

Objective of The Study:

Once in a year Beetel undertakes this kind of survey to understand how it is performing as well

as its competitors. The most important objective of IMRB is to satisfy their client Beetel

and to give them the most important information about the dealers‟ perception of the products

and services of Beetel.

The major objectives of this project are:

To know the dealer‟s profile who are dealing in Beetel

To measure the performance of Beetel as well as its competitors

To identify and prioritize the areas where Beetel needs to focus attention

To identify those factors which make the dealers satisfied

To find out the relation between the satisfaction level of the dealers and the individual

attributes like

Overall quality of telephones

Overall quality of distributor‟s sales representatives

Overall quality of company sales representatives

Overall quality of after sales service

Overall quality of ordering and delivery

Overall quality of trade schemes

Overall quality of marketing support

Overall quality of invoicing and payments

Overall relationship with the management

Total Profitability

To know the percentage of Beetel dealers who are satisfied with Beetel

Page | 33

To monitor the commitment aspect of the dealers

To monitor the „likelihood to recommend Beetel to friends to do business with‟ aspect

To assess the market of its own as well as its competitors

Scope of the Study:

The entire study at IMRB involves interviewing the retail dealers of Beetel telephone handsets.

The person who decides in the dealership what to order and how much to order and takes the

business related decisions is interviewed.

Need of the Study:

The project „BUZZ- DEALER2009‟ is a channel partner (dealer) satisfaction measurement.

It is very important to establish the dealers‟ perception, as a channel partner. It is a known

fact that the dealer is the main person who is in close contact with the customers. Since, the

customers are buying the products from the dealers not from the manufacturer company; the

customers usually report their problems regarding the quality or services of the product to the

respective dealers. So, the dealers are well aware of the customer problems. Dealers also have a

great influence over the customer‟s purchase of a certain brand. Because many of the customers

used to have trust on the word of mouth of the dealers and the customers also worth the dealer‟s

experience of the quality of a product of a particular brand.

So we can say that if the customers are satisfied then the dealer is also satisfied with the product

and also, if the dealer is satisfied with the customers‟ feedback about any particular brand then

he would recommend that brand to more customers and, thus the sales will increase.

Gaining Channel Partners‟ loyalty is very important, as a loyal channel partner will recommend

that particular brand only to which he is loyal. Moreover, researchers

Page | 34

claim that if a distributor doesn't like the product or service, he will recommend competitor-

brands to his customers.

So, to maintain or to increase the share of the market pie and revenues, to enhance the brand

value in this competitive market scenario, Channel Partner (dealers) satisfaction study has

become very important.

Conducting Channel Partner satisfaction research through a third party has the

advantage that the responses obtained are more reliable, as the respondents are more frank with

a third person. This is because in the case of third party research, the customer -

vendor relationship does not get affected.

Page | 35

Methodology:

Sampling Design:

Target Population:

The retail dealers of Beetel were the targets. The person who used to take major business related

decisions like what to order and how much to order, in the dealership was interviewed.

Sampling Frame:

Beetel had provided with a database of its existing dealers. The database was divided on the

basis of the distributor, Lalchand and Tascent, the two distributors in Kolkata.

Sampling Technique:

Quota sampling has been used.

Sample Size:

The study is carried out in NCR region (Delhi, Noida, Gurgaon, Greater Noida), Jaipur,

Lucknow, Chandigarh, Mumbai, Ahmedabad, Pune, Cochin, Hyderabad, Chennai, Bangalore

and Kolkata. Only Retail dealers, not the Institutional one have been targeted for Kolkata.

Institutional dealers are covered in locations like Delhi, Pune and Mumbai.

45 samples from Tascent and 100 samples from Lalchand, total 145 respondents were surveyed

in Kolkata. This report has been done on the basis of the samples collected from Kolkata.

Survey:

The survey is conducted by making prior appointments with the respondents and visiting the

respondents preferred location at his/her convenient timings. Then a face to face interview has

been conducted and the questionnaire is filled up to collect the primary data for analysis.

Page | 36

Analysis:

The analysis will be done on the basis of the primary data and secondary data collected from

internet. Then these data will be reviewed, correlated and analyzed to come to any result.

Limitations of the Study:

Non response error: It is difficult to get the responses of the respondents to all the

questions in the questionnaire and often some are left unanswered. Such questionnaires

could not be taken for further analysis. Time taken for each interview is around 45

minutes and it is often difficult to get appointments from the existing dealers as the

survey has been conducted during the financial year ending.

Small sample size: Since I am dealing with small size of 60 samples, getting a statistically

accurate picture of the scenario is very difficult. An attempt is being made to give a truest

representation of the population data with this small sample size.

Time and quota constraint: Due to lack of time more number of samples could not be

collected. I was one of the team members of the survey. So I had to abide by the target

give by the team leader. I could not cover sample size as many as possible. Higher

number of samples and a more elaborate understanding of the problem would have

generated better conclusions.

Invalid database: Some of the dealers name provided in the database was no more

continuing Beetel dealership. So we can say that the database was not properly updated.

Geographical constraint: Since I was part of this study only in the Kolkata segment, it

was not possible to analyze the scenario nation-wide.

Other constraints: Since the analysis is done based on the existing dealers of Beetel, the

brand awareness and perception of Beetel by the non-dealers could not be understood

which would have given me a better ground to understand the brand image. Most of the

dealers used to consider the survey process as a waste of time on their part because no

steps have been taken in the past after taking feedback. So they were not willing to give

time for the interview.

Considering the above limitations I have made an earnest and sincere effort to analyze and draw

inference based on the primary data collected.

Page | 37

ANALYSIS OF DATA

The most important part of the research was perhaps collection of the right data as that forms

the backbone of the entire study. It is hence very important to understand how the questionnaire

has been formed.

The aim of the questionnaire is to understand the satisfaction level experienced by the dealers at

each stage of the dealings with the distributor and the company. Hence, it contains the

following segments:

1) Overall quality of products and services

a) Overall quality of telephones

b) Overall quality of distributor‟s sales representatives

c) Overall quality of company sales representatives

d) Overall quality of after sales service

e) Overall quality of ordering and delivery

f) Overall quality of trade schemes

g) Overall quality of marketing support

h) Overall quality of invoicing and payments

2) Total Profitability and

3) Overall relationship with the management.

The questionnaire also has a section where the overall perception of the dealers towards Beetel

Brand and their commitment level to the brand is judged. Primary data is also collected on the

overall business scenario of each dealer so that on the basis of that data a dealer profiling/dealer

classification can be formed.

Page | 38

Dealers’ Profile

Classification according to the Most Preferred Supplier:

Classification according to the Telephone companies except Beetel in which the

Beetel Dealers deal

Lalchand70%

Tascent30%

Classification According To The Distributors

01020304050

4530

4233

12 6 6

Nu

mb

er o

f d

eale

rs

Competitors of Beetel

Dealings Of Telephone handsets except Beetel

The pie chart in Fig 10 indicates

that the most of the dealers have

Lalchand as their distributor.

70% of the dealers have

Lalchand as their distributor and

the remaining 30% dealers have

Tascent as their distributor.

So Lalchand has more number

of dealers under him than

Tascent.

Fig 10

Fig 11

The graph in Fig 11shows that

the dealers of Beetel telephone

also deal with telephone handsets

like BPL, Orpat, GE, Paasonic,

Pacetel, Samay, Voxtel etc.

From this bar graph we can

easily derive that out of 60

Beetel dealers 45 and 42 dealers

deal with BPL and GE

respectively. 33 deal with

Paasonic and 30 deal with Orpat.

So these are the major

competitors of Beetel.

Page | 39

Classification according to the Company with which the Dealer deals the Most:

Classifacation according to the Sales of Beetel Telephones to the Overall Telephone

Sales

0%20%40%60%80%

100%

85%

2% 3% 7% 2% 2%

Per

cen

tage

of

Bee

tel D

eale

rs

Companies with which Dealers deals the most

Companies with which the Dealer Deals Most

0%

10%

20%

30%

40%

<15

%

15-2

5%

26-5

0%

51-7

5%

76-

10

0%

5% 8%

35%

20%32%

Per

cen

tage

of

Bee

tel

dea

lers

Percentage of Beetel telephone sales to overall telephone sales

Sales of Beetel telephone

Fig 12

The graph in Fig 12indicates

that for most (85%) of the

dealers of Beetel, Beetel is the

company with which they deal

most. 7% of them mostly deal

with BPL. 3% of them mostly

deal with Panasonic. Then

Orpat, GE and Others

(Binatone, Voxtel,Pacetel) are

mostly dealt in by 2%, 2% and

2% of the dealers.

The graph in Fig 13indicates that for 8% of the

dealers the proportion of Beetel telephone

sales to overall telephone sales is 15-25%, for

35% of the dealers the proportion of Beetel

telephone sales to overall telephone sales is

26-50%, for 20% of the dealers the proportion

of Beetel telephone sales to overall telephone

sales is 51-75%, for 32% of the dealers the

proportion of Beetel telephone sales to overall

telephone sales is 76-100%. For 52% of the

dealers the contribution of Beetel telephone

sales to the overall telephone sales is more

than 50%. For 48% it‟s less than 50%. It

indicates that for a large number of Beetel

dealers Beetel sales is high.

Fig 13

Page | 40

Classification according to the Most preferrred Supplier:

0%10%20%30%40%

No

n B

ee

tel

Be

ete

l

No

n B

ee

tel

Be

ete

l

No

nB

ee

tel

Be

ete

l

No

n B

ee

tel

Be

ete

l

No

n B

ee

tel

Be

ete

l

5% 8% 35% 20% 32%<15% 15-25%26-50% 51-75%

76-100%

3%2% 4% 4% 8%

33%

0%

20%

0%

32%

Comparison between the Sales and the 'Deals most company'

0%

20%

40%

60%

80%

100%

78%

5% 7% 8% 2%

Per

cen

tage

of

Bee

tel D

eale

rs

Name of the Supplier Companies

The Most Preferred Supplier

Fig 15

The graph in Fig 15 indicates

that for most of the dealers

(78%) of Beetel, Beetel is the

most preferred supplier. 8% of

the respondents consider BPL

as the most preferred supplier.

7% of them considers Panasonic

as the most preferred supplier.

5% of them consider Orpat as

most preferred supplier.

The graph in fig 14 shows that 8%

of the dealers who do not deal with

Beetel most, have a sales of 26-

50% of Beetel phones. And also

2%+4% =6% of the dealers who

said that they deal with Beetel most

have less than 15% and 15%-26%

sales of Beetel phones.

From this we can say that some

dealers have given contradictory

statements. We can also infer that

some of the dealers deal with so

many companies that if the sale of

Beetel is within 25% also, it is „the

most dealt in company‟ in

comparison with others.

Fig 14

Page | 41

Classification according to the Benchmark Companies of Beetel:

Classification according to the Share of the Landline Telephone to the Overall

business:

OrpatPanaso

nicBPL GE Others

No Benchmark

Series1 17% 23% 23% 12% 5% 20%

0%

5%

10%

15%

20%

25%

Pe

rce

nta

ge o

f B

ee

tel D

eal

ers

Benchmark Companies

05

1015202530354045

42

8 73

0

Nu

mb

er O

f B

eete

l d

eale

rs

% Contribution of landline Telephones to overall business

Landline Telephone Share

Fig 16

The graph in Fig 16 indicates that

for most of the dealers of Beetel,

there is no Benchmark company

to compare the performance level

with. For 20% of the Beetel

dealers there is no benchmark

company. BPL and Panasonic

each are benchmark companies

in case of 23% of the dealers.

Orpat is the benchmark company

for 17% of the dealers. And for

12% of the dealers GE is the

benchmark company. Other

benchmark companies like

Binatone, Pacetel, Voxtel is

grouped in „Others‟. But they

appeared as benchmark

companies in 5% of the cases.

Fig 17

The graph in Fig 17 indicates that for no single

dealer the contribution of the landline

telephones to the overall business is more than

75%. And for most (70%) of the dealers the

contribution of the landline telephones to the

overall business is less than 15%. For 13% of

the dealers the percentage contribution of the

landline telephones to the overall business is

15-25%, for 12% of the dealers the percentage

contribution of the landline telephones to the

overall business is 26-50% and for 5% of the

dealers the percentage contribution of the

landline telephones to the overall business is

51-75%.We can infer from this graph that

Beetel dealers are more involved in other

business than telephone handset business.

Page | 42

Classification according to the product categories (Except telephone handsets) with

which Beetel dealers deal:

010203040

32 3519

3728

10 2

Nu

mb

er o

f B

eete

l d

eale

rs

Classification According To The Other product Categories

Fig 18

The graph in fig 18 indicates that

out of 60,37and 35 of the dealers

are in household/home appliances

business and Electronics/White

goods business respectively. 32

of the dealers are in

Telecom/Mobile phones. 28

dealers are in Other Electronic

Items business.19dealers are in

IT Products. 10dealers are in

Departmental/Gift Item business.

Remaining are in Other

Businesses. Beetel dealers are

mainly into telecom, electronics

and household business. So, more

than 60% of the dealers take

interest in dealing with home

appliances.

Page | 43

Graphical Analysis of the Findings:

The satisfaction level of the dealers are measured by the two parameters like

The Overall quality of Products and Services provided

The overall Value

Now, I want to compare the scores which Beetel and its major competitors (Benchmark

companies) have got in terms of the above mentioned parameters. As, the minor competitors

like Binatone, Voxtel, Pacetel which were grouped in „Others‟ category occurred as

competitors/benchmark companies in mere 5% of the cases, I am not considering the „Others‟

for further analysis.

68 66 66 5870

020406080

100

BEETEL BPL ORPAT GE PANASONIC

Sco

res

Beetel and its Benchmark Companies

Overall Quality of products and services

The graph in Fig 19

indicates that Beetel scored

68 out of 100, while

Panasonic scored the highest

(70) in overall quality of

products and services, BPL

and Orpat each scored 66 and

GE scored 58. So, Beetel is

in 2nd position and its

position in comparison with

its competitors is good.

Fig 19

Page | 44

The Overall Value to the dealers is dependent on the parameters like










Total Profitability

So, now to find out the reason behind the low score of Beetel in the Overall Value parameter

we should analyze all the above mentioned parameters.

52 56 55 53 54

020406080

100


Sco

res


Overall Value We can clearly understand from

the graph in fig 20 that the

dealers are not at all satisfied

with the Overall value (in terms

of making profits, products and

service received in return to the

investment of the dealer in

terms of space, stocks

purchased etc.) that they get

while dealing with Beetel.

Beetel scored very low on

overall value and it ranked the

last.

Fig 20

Page | 45

60 58 6054

73

0

20

40

60

80

100


Sco

res

Beetel and its Benchmark Comapnies

Overall Quality Of Telephones

56 52 54 58 57

0

20

40

60

80

100


Sco

res


Quality Of Service Provided by Distributor Sales Representatives

Fig 21

From the graph in Fig 21 we

can see that Panasonic scored

the highest in Telephone quality

and Beetel scored 60 and Orpat

also scored 60. The rank of

Beetel here is 2nd

. So we can

infer that in comparison with its

competitors Beetel scored

satisfactorily in this aspect.

Fig 22

We can clearly understand from

the graph in fig 22 that in the

Overall quality of Distributor

Sales Representative aspect

Beetel scored very low. It has

got only 56 out of 100 and

ranked after GE and Panasonic.

In comparison with its


unsatisfactorily in this aspect.

Page | 46

Current frequency of visit matched

with the Expected frequency

67%

Current frequency of visit did not match with

the Expected frequency

33%

Frequency Of Visit by Distributor Sales Representatives

5144 42

5748

0

20

40

60

80

100


Sco

res

Beetel and its Benchmark Comapnies

Quality Of Service Provided by Company Sales Representatives

Fig 23

Fig 23 shows that in case of

67% of the dealers the current

frequency of visit of distributor

sales representatives matched

with the expectation of the

dealers. This indicates that a

major portion of the dealers are

satisfied with the frequency of

visit by the distributor sales

representatives.

Fig 24 shows that Beetel scored

51 out of 100, just below GE

with score 57, and got 2nd

position compared to its

competitors. So, we can say that

in comparison with its


satisfactorily in this aspect.

Fig 24

Page | 47

Current frequency

of visit matched with the Expected frequency

41%

Current frequency of visit did not match with the Expected frequency

59%

Frequency Of Visit by Company Sales Representatives

24% 11

18%

2745%

1118%

712%

23%

Expected frequency of visit by Company Sales Representatives

once in 6 months

once in 3 months

once in a month

once in 15 days

once In a week

never

Fig 25

Fig 25 shows that in case of

41% of the dealers the current

frequency of visit of Company

sales representatives matched

with the expectation of the

dealers. This indicates that a

major portion of the dealers are

not satisfied with the frequency

of visit by the Company sales

representatives.

Fig 26 shows 45% of dealers

expect company sales executive

to visit once a month, 18%

dealers expect the company

sales executive to visit once in

15 days and once in 3

months.12% expect him to visit

once in a week.4% expect him

to visit the dealers‟ shop once in

6 months and 3%wants him to

never visit the shop.

Fig 26

Page | 48

58 58 62 60 63

0

20

40

60

80

100


Sco

res


Overall Quality of After Sales Service

6353

62 63 62

0

20

40

60

80

100


Sco

res


Overall Quality Of Ordering & Delivery

44 4026

43 43

0

20

40

60

80

100


Sco

res

Beetel and its Benchmark Comapanies

Overall Quality Of Trade Schemes

Fig 27

Fig 29 shows that Beetel got 44

out of 100 with respect to the

quality of the trade scheme

aspect. Panasonic and GE got

43 out of 100. After them

comes BPL with 40 score. In

this aspect also Beetel is

leading in comparison with

others.

Fig 27 shows that for quality of

after sales service, Panasonic

scored 63 out of 100, Orpat

scored 62, GE scored 60 and

Beetel and BPL both scored 58.

So Beetel has got the 4th rank.

So in comparison with the

competitors Beetel is lagging

behind in after sales service

quality.

Fig 28

Fig 28 shows for quality of

ordering and delivery Beetel

scored 63 out of 100. GE also

scored 63. Panasonic and Orpat

both scored 62. So Beetel has

occupied the 1st rank here. BPL

scored 53 out of 100. Beetel is

leading in comparison with

others here.

Fig 29

Page | 49

4833

54

37 43

0

20

40

60

80

100


Sco

res


Overall Quality Of Marketing Supprot & Signages

63 58 62 57 62

0

20

40

60

80

100


Sco

res


Overall Quality Of Billing & Payment

Fig 30

Fig 31

Fig 31 shows that if we analyze

the quality of billing and

payment then we can observe

that Beetel has got the highest,

63 out of 100 and Panasonic has

got 65 out of 100 and is on the

2nd

position. Then the other

competitors come. So in this

parameter, Beetel is leading.

Fig 30 shows, for the quality of

Marketing support and signage

Beetel has scored 48 out of 100

and got the 2nd

rank. Orpat is in

the 1st position with 54.

Panasonic scored 43 out of

100.So Beetel scored

satisfactorily in comparison

with its competitors.

Page | 50

44 4738

4552

0

20

40

60

80

100


Sco

res


Overall Relationship with the Management

57 5666

6070

0

20

40

60

80

100


Sco

res


Total Profitability

If we analyze the quality of

relationship with the

management then we get Fig

32 which shows that

Panasonic has scored 52 out of

100. BPL has scored 47out of

100. GE scored 45 out of 100

and Beetel scored 44 out of

100 and ranked 4th

. In this

parameter Beetel is far behind

its competitors.

Fig 32

Fig 33

Fig 33 shows in the total

profitability parameter,

Panasonic scores 70 out of 100,

Orpat scores 66 out of 100, BPL

scores 60 out of 100. Beetel is

on the 4th

position and got 57.

GE scored 60. So the dealers‟

perception of the total

profitability from Beetel

Handsets is low in comparison

with its competitors.

Page | 51

Thus we can clearly infer that, in comparison with the major competitors of Beetel, like BPL,

GE, Panasonic and Orpat, Beetel has low scores on Overall quality of Distributor Sales

Representative, Overall Quality of after Sales Service, Overall Quality of Relationship with the

Company‟s management and the Total Profitability.

A further statistical analysis of these 4 parameters would help to understand the underlying

problems in depth for Beetel.

Statistical Analysis of the Problem Areas:

Overall quality of Distributor Sales Representative-

The questionnaire has 11 particular attributes of the Distributor Sales Representative on which

the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair

(2), Poor (1).

1. Frequency and regularity of visit to the shop

2. Responsiveness of the sales executive

3. Ability to build rapport

4. Ability to understand requirement

5. Knowledge of the sales executive

6. Ability to keep commitment

7. Ability to act as a single window for all solutions

8. Ability to plan out shelf display

9. Ease of escalating issues to the distributor if required

10. Helpfulness

11. Knowledge of the product features

A factor analysis on the data collected on these 11 attributes for Beetel, would give us a clear

picture of the variables which are most important to the dealers.

Factor analysis:

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .944

Bartlett's Test of Sphericity

Approx. Chi-Square 840.280

df 55

Sig. .000

Chart 1

Chart 1 shows the KMO statistic of

sampling adequacy value is .944 viz.

greater than .5 and hence the sample can be

taken to be adequate for factor analysis.

Further Barlett‟s test of Sphericity also

yields a significant chi-square value of

840.3. This proves that the factoring has

been quite effective.

Page | 52

Communalities

Initial Extraction

frequency and regularity Beetel 1.000 .810

Responsiveness of the SE, Beetel 1.000 .915

rapport Beetel 1.000 .945

Understanding Requirements Beetel 1.000 .917

Knowledge of sales executive Beetel 1.000 .789

Ability to keep commitment Beetel 1.000 .791

Ability to solve problem Beetel 1.000 .806

Ease of escalating issues Beetel 1.000 .656

Helpfulness& politeness of DSR Beetel 1.000 .796

Knowledge of Product Features Beetel 1.000 .738

Plan out shelf display Beetel 1.000 .331

Extraction Method: Principal Component Analysis.

Communalities

Initial Extraction

frequency and regularity Beetel 1.000 .814

Responsiveness of the SE, Beetel 1.000 .917

rapport Beetel 1.000 .943

Understanding Requirements Beetel 1.000 .914

Knowledge of sales executive Beetel 1.000 .788

Ability to keep commitment Beetel 1.000 .800

Ability to solve problem Beetel 1.000 .804

Ease of escalating issues Beetel 1.000 .660

Helpfulness& politeness of DSR Beetel 1.000 .806

Knowledge of Product Features Beetel 1.000 .744


Chart 2 shows the communality value for

Ability to plan out shelf display is very low

and hence it does not fit very well in the

factor analysis. Dropping the variable and

again performing factor analysis would

generate better result.

The communality value indicates the

percentage of variance in the particular

variable that is explained by the factors

extracted.

Chart 3 shows removing Ability to plan

out shelf display makes the communalities

for all the other variables quite large.

Chart 2

Chart 3

Page | 53

Total Variance Explained


An analysis of the factor loadings would indicate which attributes fall under Factor 1.

Component Matrix (a)

Component

1

frequency and regularity Beetel .902

Responsiveness of the SE, Beetel .958

rapport Beetel .971

Understanding Requirements Beetel .956

Knowledge of sales executive Beetel .888

Ability to keep commitment Beetel .894

Ability to solve problem Beetel .896

Ease of escalating issues Beetel .812

Helpfulness& politeness of DSR Beetel .898

Knowledge of Product Features Beetel .863

Extraction Method: Principal Component Analysis. a 1 components extracted.

Component Number

10987654321

Eig

en

valu

e

10

8

6

4

2

0

Scree Plot

Component

Initial Eigen values

Total % of

Variance Total % of

Variance

1 7.408 82.308 7.408 82.308

2 .486 5.402

3 .324 3.595

4 .241 2.680

5 .183 2.038

6 .162 1.800

7 .122 1.360

8 .039 .436

9 .034 .380

The component matrix shows the factor

loadings for each variable on the unrotated

component/factor. We can see from the

chart5 that factor loading for each variable

on Componet1 is very high. So Factor 1

has significant proportion of the following

variables: frequency and regularity of

visit to the shop, responsiveness of the

sales executive, ability to build rapport,

ability to understand requirement,

knowledge of the sales executive, ability

to keep commitment, ability to act as a

single window for all solutions, Ease of

escalating issues to the distributor if

required, helpfulness, knowledge of the

product features.

Chart 5

Chart 4 and Fig 34 clearly shows that factor 1 having Eigen value 7.408 explains the

variance most significantly.

Figure34

33335

Chart 4

Page | 54

Now, we can do correlation analysis to know in which aspects Beetel has to improve to have a

satisfactory quality of Distributor sales representatives.

Correlation Analysis:

Further if we analyze the factor loadings for each variable on Factor1 then we get that

ability to build rapport has a factor loading of .971, followed by responsiveness of the

sales executive, understand requirement, frequency and regularity of visit to the shop

and so on.

Page | 55

Correlations

1 .887** .952** .944** .942** .864** .849** .856** .539** .719** .836** .806**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.887** 1 .916** .868** .852** .756** .767** .807** .469** .724** .753** .702**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.952** .916** 1 .947** .946** .825** .855** .821** .512** .760** .822** .749**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.944** .868** .947** 1 .950** .867** .864** .854** .548** .752** .836** .828**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.942** .852** .946** .950** 1 .844** .833** .820** .544** .760** .842** .783**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.864** .756** .825** .867** .844** 1 .739** .769** .493** .611** .794** .814**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.849** .767** .855** .864** .833** .739** 1 .765** .424** .731** .804** .726**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.856** .807** .821** .854** .820** .769** .765** 1 .511** .733** .770** .769**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.539** .469** .512** .548** .544** .493** .424** .511** 1 .413** .419** .425**

.000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.719** .724** .760** .752** .760** .611** .731** .733** .413** 1 .681** .622**

.000 .000 .000 .000 .000 .000 .000 .000 .001 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.836** .753** .822** .836** .842** .794** .804** .770** .419** .681** 1 .816**

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

.806** .702** .749** .828** .783** .814** .726** .769** .425** .622** .816** 1

.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

60 60 60 60 60 60 60 60 60 60 60 60

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Pearson Correlation

Sig. (1-tai led)

N

Overall quality Of DSR

Beetel

frequency and regularity

Beetel

Responsiveness of the

SE, Beetel

rapport Beetel

Understanding

Requirements Beetel

Knowledge of sales

executive Beetel

Abil i ty to keep

commitment Beetel

Abil i ty to solve problem

Beetel

Plan out shelf display

Beetel

Ease of escalating issues

Beetel

Helpful lness& politeness

of DSR Beetel

Knowledge of Product

Features Beetel

Overall

quality Of

DSR Beetel

frequency and

regularity

Beetel

Responsive

ness of the

SE, Beetel rapport Beetel

Understand

ing

Requireme

nts Beetel

Knowledge

of sales

executive

Beetel

Abil i ty to keep

commitment

Beetel

Abil i ty to solve

problem

Beetel

Plan out shelf

display Beetel

Ease of

escalating

issues Beetel

Helpful lness&

politeness of

DSR Beetel

Knowledge

of Product

Features

Beetel

Correlation is significant at the 0.01 level (1-tai led).**.

Chart 6 shows that the correlation value of the variable „Ease of escalating issues to the

distributor if required‟ & „Ability to plan out shelf display‟ are .719 & .539, with the overall

quality of distributor sales representatives. So these to variables are not strongly correlated

with the overall quality of the overall quality of distributor sales representatives. So except

these two variables Beetel should improve on the other 9 variables to satisfy dealers on the

quality of „service of the distributor sales representatives‟.

Chart 6

Page | 56

Overall quality of After Sales Service-

The questionnaire has 9 particular attributes of the After Sales Service on which the dealers‟

ratings were taken on a 5 point scale of Excellent (5), Very Good (4), Good(3),Fair (2), Poor

(1).

1. Efficiency of the distributor as the channel partner

2. Time taken to repair from the initial request

3. Responsiveness on status of replacement

4. Helpfulness of the distributor

5. Flexibility to accommodate dealer‟s request

6. Quality of repairs

7. Responsiveness to servicing needs

8. Ability to communicate the time involved with servicing

9. Cost of spares in out of warranty cases

A factor analysis on the data collected on these 9 attributes for Beetel, would give us a clear

picture of the attributes which are most important to the dealers of Beetel.

Factor analysis:





df 36

Sig. .000

Chart 7 shows the KMO statistic of

sampling adequacy value is .809 viz.

greater than .5 and hence the sample can be

taken to be adequate for factor analysis.





Chart 7

Page | 57

Communalities

Initial Extraction

Distributor as channel partner Beetel 1.000 .658

Time taken for repair after request, Beetel 1.000 .698

Status of replacement ,Beetel 1.000 .657

Helpfulness of the distributors in instrument solving within warranty, Beetel

1.000 .689

Request on out of warranty cases, beetel 1.000 .474

Quality of repair ,Beetel 1.000 .749

Responsiveness to servicing needs,Beetel 1.000 .865

Time involved in sevicing ,Beetel 1.000 .762

Cost of spares in out of warranty cases , Beetel 1.000 .415


. Communalities

Initial Extraction

Distributor as channel partner Beetel 1.000 .773

Time taken for repair after request, Beetel 1.000 .766

Status of replacement ,Beetel 1.000 .643


1.000 .788

Quality of repair ,Beetel 1.000 .879

Responsiveness to servicing needs,Beetel 1.000 .835

Time involved in sevicing ,Beetel 1.000 .765


Chart 8

Chart 9

Chart 8 shows the communality value for

Flexibility to accommodate dealer‟s

request in out of warranty cases and Cost

of spares in out of warranty cases are very

low and hence these do not fit very well in

the factor analysis. Dropping these

variables and again performing factor

analysis would generate better result.




extracted.

Chart 9 shows removing Flexibility to

accommodate dealer‟s request in out of

warranty cases and Cost of spares in out of

warranty cases makes the communalities

for all the other variables quite large.

Page | 58



An analysis of the factor loadings would indicate which attributes fall under Factor 1and Factor

2. Rotated Component Matrix (a)

Component

1 2

Distributor as channel partner Beetel .867 .144

Time taken for repair after request, Beetel .800 .355

Status of replacement ,Beetel .762 .250


.865 .199

Quality of repair ,Beetel .101 .932

Responsiveness to servicing needs,Beetel .351 .844

Time involved in sevicing ,Beetel .601 .636

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 3 iterations.

Component Number

7654321

Eig

en

va

lue

5

4

3

2

1

0

Scree Plot

Component

Initial Eigen values

Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings

Total

% of Varian

ce Total

% of Varian

ce Total

% of Varian

ce

1 4.345 62.065 4.345 62.065 3.215 45.922

2 1.104 15.770 1.104 15.770 2.234 31.913

3 .717 10.239

4 .295 4.221

5 .237 3.384

6 .182 2.596

7 .121 1.725

Chart 11 shows the final factor loadings of

the variables. It is noticeable that Factor 1

has significant proportion of the following

variables: Efficiency of the distributor as

the channel partner, Time taken to

repair from the initial request,

Responsiveness on status of replacement,

Helpfulness of the distributor. And

Factor 2 the following variables: Quality

of repairs, Responsiveness to servicing

needs, Ability to communicate the time

involved with servicing.

Chart11

Chart 10 and Fig 35 clearly shows that factor 1 having Eigen value 4.345 explains

the variance most significantly.

Figure35

33335

Chart 4

Chart10

Page | 59

Now a correlation matrix would give us a clear picture about the variables in the Overall quality

of after sales service in which Beetel should improve on to satisfy its dealers.


Further if we analyze the factor loadings of each attribute in Factor 1then we get that

Efficiency of the distributor as the channel partner with a factor loading of .867is the

most important aspect followed by Helpfulness of the distributor, Time taken to repair

from the initial request, Responsiveness on status of replacement, and in Factor 2

Quality of repairs with a factor loadings of .932 is the most important aspect followed by

Responsiveness to servicing needs, Ability to communicate the time involved with

servicing.

Page | 60

Correlations

1 .501** .576** .460** .488** .185 .713** .865** .712** .213

.000 .000 .000 .000 .079 .000 .000 .000 .051

60 60 60 60 60 60 60 60 60 60

.501** 1 .624** .518** .868** .364** .285* .490** .496** .330**

.000 .000 .000 .000 .002 .014 .000 .000 .005

60 60 60 60 60 60 60 60 60 60

.576** .624** 1 .715** .638** .336** .357** .555** .750** .264*

.000 .000 .000 .000 .004 .003 .000 .000 .021

60 60 60 60 60 60 60 60 60 60

.460** .518** .715** 1 .548** .390** .292* .413** .672** .438**

.000 .000 .000 .000 .001 .012 .001 .000 .000

60 60 60 60 60 60 60 60 60 60

.488** .868** .638** .548** 1 .379** .346** .493** .555** .322**

.000 .000 .000 .000 .001 .003 .000 .000 .006

60 60 60 60 60 60 60 60 60 60

.185 .364** .336** .390** .379** 1 .246* .165 .358** .394**

.079 .002 .004 .001 .001 .029 .104 .003 .001

60 60 60 60 60 60 60 60 60 60

.713** .285* .357** .292* .346** .246* 1 .746** .578** .237*

.000 .014 .003 .012 .003 .029 .000 .000 .034

60 60 60 60 60 60 60 60 60 60

.865** .490** .555** .413** .493** .165 .746** 1 .659** .212

.000 .000 .000 .001 .000 .104 .000 .000 .052

60 60 60 60 60 60 60 60 60 60

.712** .496** .750** .672** .555** .358** .578** .659** 1 .400**

.000 .000 .000 .000 .000 .003 .000 .000 .001

60 60 60 60 60 60 60 60 60 60

.213 .330** .264* .438** .322** .394** .237* .212 .400** 1

.051 .005 .021 .000 .006 .001 .034 .052 .001

60 60 60 60 60 60 60 60 60 60

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Overall quality of after

sales service, Beetel

Distributor as channel

partner Beetel

Time taken for repair

after request, Beetel

Status of replacement

,Beetel

Helpfulness of the

distributors in

instument solving

within warranty, BeetelRequest on out of

warranty cases, beetel

Quality of repair ,Beetel

Responsiveness to

servicing needs,Beetel

Time involved in

sevicing ,Beetel

Cost of spares in out of

warrenty cases , Beetel

Overall quality

of after sales

service,

Beetel

Distributor as

channel

partner Beetel

Time taken for

repair after

request,

Beetel

Status of

replacement

,Beetel

Helpfulness

of the

distributors in

instument

solving within

warranty,

Beetel

Request on

out of warranty

cases, beetel

Quality of

repair ,Beetel

Responsiven

ess to

servicing

needs,Beetel

Time involved

in sevicing

,Beetel

Cost of

spares in out

of warrenty

cases , Beetel

Correlation is significant at the 0.01 level (1-tailed).**.

Correlation is significant at the 0.05 level (1-tailed).*. Chart12

Chart 12 shows that the correlation values of the efficiency of the distributor in servicing,

time taken to repair, responsiveness on the status of repair, helpfulness of the distributor in

solving instrument problems in out of warranty cases, flexibility to keep dealer‟s request in

out of warranty cases and cost of spares in out of warranty cases with the overall quality of

after sales services are .501, .576, .460, .488, .185, .213 respectively. These low correlation

values indicate that Beetel should improve on the other 3 variables to make its dealers

satisfied with the quality of after sales service.

Page | 61

Overall quality of Relationship with the Company’s Management-

The questionnaire has 4 particular attributes of the Relationship with the Company‟s

Management on which the dealers‟ ratings were taken on a 5 point scale of Excellent (5), Very

Good (4), Good(3),Fair (2), Poor (1).

1. Availability/Accessibility of the top

2. Responsiveness

3. Understanding of dealer‟s problem

4. Attitude of Management

A factor analysis would give us a clear picture of the variables which are important to the

dealers in Overall quality of relationship with the management of Beetel.


.803

330.796

6

.000

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy.

Approx. Chi-Square

df

Sig.

Bartlett's Test of

Sphericity

Communalities

1.000 .923

1.000 .950

1.000 .890

1.000 .916

availability of accessing

top management Beetel

responsiveness Beetel

understanding of

dealer's problem &

requirement Beetel

attitude of management

Beetel

Initial Extraction


Chart 13 shows that the KMO statistic

of sampling adequacy value is .803,

greater than .5 and hence the sample

can be take to be adequate for factor

analysis.



330.796. This proves that the factoring

has been quite effective.

Chart 14 shows that the communality

value for each of the variables in

Quality of the relationship with the

management is very high. So we can

take all the variables for factor analysis.

The 3 variables are quality of repair, time required in servicing and responsiveness of the

distributor to the servicing needs.

Chart13

Chart14

Page | 62

As there is only 1 factor so all the 4 variables: Availability/Accessibility of the top

management, responsiveness, understanding of dealer‟s problems and requirements, attitude of

the management are under Factor 1.

A correlation analysis on the collected data would give us the clear picture of the attributes

which are most important to make the dealers dissatisfied. The following output has been

generated from the correlation analysis.

Correlation:


3.678 91.951 91.951 3.678 91.951 91.951

.157 3.937 95.888

.123 3.069 98.957

.042 1.043 100.000

Component

1

2

3

4

Total % of Variance Cumulative % Total % of Variance Cumulative %

Initial Eigenvalues Extraction Sums of Squared Loadings


Component Number

4321

Eig

en

va

lue

4

3

2

1

0

Scree Plot

Chart 15 and fig 36 shows that Factor 1 having Eigen value 3.678 explains 91.951% of the

variance.

Fig 36 Chart15

Page | 63

Correlations

overall quality of

relationship with beetel

availability of

accessing top

management Beetel

responsiveness Beetel

understanding of dealer's problem &

requirement Beetel

attitude of management

Beetel

overall quality of relationship with beetel

Pearson Correlation 1 .557(**) .575(**) .559(**) .624(**)

Sig. (1-tailed) .000 .000 .000 .000

N 60 60 60 60 60

availability of accessing top management Beetel

Pearson Correlation .557(**) 1 .929(**) .886(**) .868(**)

Sig. (1-tailed) .000 .000 .000 .000

N 60 60 60 60 60

responsiveness Beetel Pearson Correlation .575(**) .929(**) 1 .870(**) .937(**)

Sig. (1-tailed) .000 .000 .000 .000

N 60 60 60 60 60

understanding of dealer's problem & requirement Beetel

Pearson Correlation .559(**) .886(**) .870(**) 1 .865(**)

Sig. (1-tailed) .000 .000 .000 .000

N 60 60 60 60 60

attitude of management Beetel

Pearson Correlation .624(**) .868(**) .937(**) .865(**) 1

Sig. (1-tailed) .000 .000 .000 .000

N 60 60 60 60 60

** Correlation is significant at the 0.01 level (1-tailed).

Chart16

Chart 16 shows that the correlation value of the availability of the top management,

responsiveness, understanding of dealer‟s problem, attitude of management with the

Overall quality of the relationship with the company‟s management are

.557,.575,.559,.624 respectively. So we can say that all the 4 variables are weakly

correlated with the overall quality of the relationship with the management. So, for

Beetel the quality of relationship with the top management is not dependent on any of the

variables. So company need to search for the variables on which this parameter is

dependent.

.

Page | 64

Total Profitability-

The questionnaire has 3 particular attributes of the Relationship with the Company‟s

Management on which the dealers‟ ratings were taken on a 5 point scale of Very High (5),

High (4), Moderate(3),Low(2), Very Low(1).

1. Profit margins

2. Profit on schemes

3. Service margins

A correlation analysis on the collected data would give us the clear picture of the attributes

which are most important to the dealers. The following output has been generated from the

correlation analysis.

Correlation:

Correlations

Profitability of

Beetel Profit margin

beetel

profits on scheme, beetel

service margin, beetel

Profitability of Beetel Pearson Correlation 1 .886(**) .489(**) .184

Sig. (1-tailed) .000 .000 .079

N 60 60 60 60

Profit margin beetel Pearson Correlation .886(**) 1 .553(**) .038

Sig. (1-tailed) .000 .000 .387

N 60 60 60 60

profits on scheme, beetel Pearson Correlation .489(**) .553(**) 1 .094

Sig. (1-tailed) .000 .000 .239

N 60 60 60 60

service margin, beetel Pearson Correlation .184 .038 .094 1

Sig. (1-tailed) .079 .387 .239

N 60 60 60 60


Chart17

Chart 17 shows that only the profit margin has strong significant correlation with the

Total profitability. We find that Profit Margin has correlation of 0.886 with the Total

Profitability and hence the most important attribute. There is no significant correlation

between the total profitability and the service margin. Moreover, the correlation between

the Profit on schemes and Profitability is not strong. So, Beetel should improve the Profit

margin to make the dealers satisfied with the total profitability.

Page | 65

Statistical Analysis of the Relation between overall satisfaction score and individual

variables’ rating:

Having analyzed the problem areas in depth the next step would be to try to relate the

satisfaction level of the dealers with respect to Beetel with the individual parameters i.e.










Total Profitability

Now to understand the satisfaction level 2 questions have been identified in the questionnaire.

They are the following:

1. How would you rate the Overall quality of products and services provided by Beetel?

Excellent Very Good Good Fair Poor

5 4 3 2 1

2. How would you rate the Overall value provided by Beetel?

Excellent Very Good Good Fair Poor

5 4 3 2 1

Page | 66

The overall satisfaction level will be an overall effect of the answers to these 2 questions.

Now the responses to these questions may or may not be independent. A correlation matrix

along with the significance level will make it clear.

Correlation:

Correlations

Overall Quality of T&S

(BEETEL) overall value,

beetel

Overall Quality of T&S (BEETEL)

Pearson Correlation

1 .393(**)

Sig. (1-tailed) .001

N 60 60

overall value, beetel Pearson Correlation

.393(**) 1

Sig. (1-tailed) .001

N 60 60


The outputs of the factor analysis are as follows:





df 1

Sig. .002


Component Initial Eigen values

Total % of Variance Cumulative %

1 1.393 69.653 69.653

2 .607 30.347 100.000


Chart 18: The correlation matrix

clearly indicates that there exists

significant correlation between the

2 variables.

Hence a factor analysis would be

ideal to find the factor loading of

each variable and calculate the

overall satisfaction score.

Chart 18

Chart 19

Chart 19: The KMO statistic of sampling

adequacy value is .500 and hence the

sample can be taken to be adequate for

factor analysis.





Chart 20

Chart 20 factor 1 having Eigen value

1.393explains the variance most

significantly.

Page | 67


Component

1

Overall Quality of T&S (BEETEL) .835

overall value, beetel .835


Now to understand how the 10 variables effect this satisfaction score a regression model can be

fitted between the overall satisfaction score and the 10 variables.

But first it has to be checked whether the 10 variables are independent of each other.





df 45

Sig. .000

Chart 21

The factor loadings of each of the variable given

in chart 21 can be used as weights to calculate the

overall satisfaction score for each respondent.

The formula for the satisfaction score would be:

.835(rating of overall quality of products and

services of Beetel) + .835(rating of overall value

of Beetel)

Chart 22

Chart 22: The KMO statistic of sampling

adequacy value is .682 viz. greater than .5

and hence the sample can be taken to be

adequate for factor analysis.





Page | 68

Factor Analysis:

Communalities

Initial Extraction

Profitability of Beetel 1.000 .531

overall quality of telephone, Beetel 1.000 .685

Overall quality Of DSR Beetel 1.000 .695

Overall quality of CSR/MDO Beetel 1.000 .515

Overall quality of after sales service, Beetel 1.000 .476

Overall Quality of Ordering&Delivery ,Beetel 1.000 .507

Overall quality of Trade Schemes, Beetel 1.000 .618

overall quality of marketing support & signage Beetel 1.000 .706

overall quality of billing & payment Beetel 1.000 .634

overall quality of relationship with beetel 1.000 .670

Extraction Method: Principal Component Analysis. Communalities

Initial Extraction

overall quality of telephone, Beetel 1.000 .860

Overall quality Of DSR Beetel 1.000 .760

Overall quality of Trade Schemes, Beetel 1.000 .829

overall quality of marketing support & signage Beetel

1.000 .758

overall quality of billing & payment Beetel 1.000 .691

overall quality of relationship with beetel 1.000 .667


Chart 23

Chart 23: The communality value for

profitability, overall quality of company

sales representatives, overall quality of

after sales service, overall quality of

ordering and delivery are very low and

hence these do not fit very well in the

factor analysis. Dropping these variables

and again performing factor analysis would

generate better result.




extracted.

Chart 24: Removing profitability, overall

quality of company sales representatives,

overall quality of after sales service, overall

quality of ordering and delivery make the

communalities for all the other variables

quite large.

Chart 24

Page | 69



Rotated Component Matrix (a)

Component

1 2 3

overall quality of telephone, Beetel -.055 .047 .924

Overall quality Of DSR Beetel .861 .115 .066

Overall quality of Trade Schemes, Beetel .008 .911 .015


.295 .814 .092

overall quality of billing & payment Beetel .503 .067 .659

overall quality of relationship with beetel .802 .145 .060

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 5 iterations.

Component Number

654321

Eig

en

va

lue

2.5

2.0

1.5

1.0

0.5

0.0

Scree PlotComponent Initial Eigen values Extraction Sums of Squared Loadings

Total % of

Variance Total % of

Variance

1 2.326 38.766 2.326 38.766

2 1.223 20.388 1.223 20.388

3 1.015 16.921 1.015 16.921

4 .597 9.951

5 .439 7.317

6 .399 6.656

Chart 25 and Fig 37 clearly shows that Factor 1 having Eigen value 2.326 explains the

variance most significantly followed by Factor 2 and Factor 3.

Fig37

Chart 26

Chart 26: The factor 1 has more

significant proportion of the following

variables: overall quality of distributor

sales representatives and the overall

quality of relationship with Beetel,

Factor 2 the following variables: overall

quality of trade schemes, and overall

quality of marketing support and

Factor 3 the following variables:

Overall quality of telephones and the

overall quality of billing and payment.

Chart 25

Page | 70


Component

1 2 3

overall quality of telephone, Beetel .356 .524 .677

Overall quality Of DSR Beetel .720 .151 -.467

Overall quality of Trade Schemes, Beetel .514 -.673 .334


.702 -.487 .167

overall quality of billing & payment Beetel .668 .472 .146

overall quality of relationship with beetel .690 .112 -.422


By the above two Factor analysis I have removed the problem of multicollinearity. Hence I can

apply multiple regression model taking the factor scores of these 3 Factors as 3 independent

variables and the Factor score of the overall satisfaction as the dependent variable.

For this purpose Regression using backward selection method has been used.

Multiple Regression:

Model Summary

Model R R Square Adjusted R

Square Std. Error of the Estimate

1 .433(a) .188 .174 .90889612

2 .613(b) .376 .354 .80396119

3 .690(c) .477 .449 .74256814

a Predictors: (Constant), REGR factor score 2 for analysis 2 b Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1 c Predictors: (Constant), REGR factor score 2 for analysis 2, REGR factor score 3 for analysis 1, REGR factor score 1 for analysis 2

Chart 28: The third regression model formed using all the 3 Factors with variables overall

quality of distributor sales representatives, overall quality of relationship with Beetel,

overall quality of trade schemes, overall quality of marketing support, overall quality

of telephones and overall quality of billing and payment significantly explain the

variance in the satisfaction score. The strength of the regression is strong with R square

value being .477.

Chart 28

Chart 27: The factor loadings of each of

the variable can be used as weights to

calculate the overall satisfaction score for

each respondent.

The formula for the satisfaction score

would be:

.720(overall quality of distributor sales

representatives) + .690(overall quality of

relationship with Beetel)- .673(overall

quality of trade schemes)-.487( overall

quality of marketing

support)+.667(Overall quality of

telephones)+.146(overall quality of billing

and payment)

Chart 27

Page | 71

It can be concluded that it is statistically possible to establish a strong regression between the

satisfaction score and the 3 factors extracted from the 10 independent variables.

Page | 72

Measurement of the satisfaction level of Beetel dealers:

Now, we want to know that how many Beetel dealers are satisfied with Beetel. The basic

frequency analysis would give us the clear picture.

Frequency Analysis:

Overall Quality of Product&Services (BEETEL)

2 3.3 3.3

6 10.0 13.3

27 45.0 58.3

13 21.7 80.0

12 20.0 100.0

60 100.0

Poor

Fair

Good

Very Good

Excellent

Total

Valid

Frequency Percent

Cumulative

Percent

Overall Quality of P&S (BEETEL)

ExcellentVery Good

GoodFairPoor

Pe

rce

nt

50

40

30

20

10

0

Overall Quality of P&S (BEETEL)

Chart 29 and Fig 38; show

that 52 dealers out of 60 i.e.

45% +21.7%+ 20%=86.7%

of the dealers described

overall quality of products

and services as Good, Very

Good ad Excellent. 86.7% is

a good quantity to say that

the majority of the dealers

are satisfied with the overall

quality of the products and

services of Beetel.

Fig 38

Chart 29

Page | 73

Frequency Analysis:

overall value, beetel

ExcellentVery Good

GoodFairPoor

Per

cen

t

60

50

40

30

20

10

0

overall value, beeteloverall value, beetel

5 8.3 8.3

19 31.7 40.0

32 53.3 93.3

3 5.0 98.3

1 1.7 100.0

60 100.0

Poor

Fair

Good

Very Good

Excellent

Total

Valid

Frequency Percent

Cumulati

ve

Percent

Chart 30 Fig 39

Chart 30 and Fig 39; show that 32+3+1=36 out of 60 respondents, i.e.

53.3%+5%+1.7%=60% of the respondents think that the overall value (in terms of making

profits, products and service received in return to the investment of the dealer in terms of

space, stocks purchased etc.) of Beetel telephone handsets are Excellent, Very Good and

Good respectively. 60% is not a satisfactory figure for the company Beetel. So, we can say

that dealers of Beetel are not satisfied with the Overall value provided by Beetel.

Analyzing the primary data I have got that 70% of the dealers are satisfied with the overall

value of Orpat, 57% are satisfied with the overall value of Panasonic and GE each.

Page | 74

Graphical Analysis of the Findings of the Relational Outcome Section:

7767 62 66 71

020406080

100


Sco

res


Recommendation to friends to do Business with

80 80 78 80 77

0

20

40

60

80

100


Sco

res


Likeliness to continue dealings

Fig 41

Fig 41 shows that Beetel has

got a score of 77 out of 100

when it comes to the

‘likelihood of

recommending Beetel to

friends/relatives to do

business with’. Competitors

are lagging behind Beetel in

this aspect.

Fig 42

Fig 42 shows that Beetel has

got a score of 80 out of 100

when it comes to the

‘likeliness to continue

dealings with in the next 1

year’. BPL and GE also

scored 80 out of 100 in this

case. Although, Beetel scored

well,it is facing tough

competition from its close

competitors in this aspect.

73 73 76 7768

0

20

40

60

80

100


Sco

res

Beetel and its Benchmark companies

Commitment Index Fig 40 shows that Beetel

has got a score of 73 out of

100 when it comes to the

commitment aspect. GE

and Orpat have got 77 and

76 out of 100. So, we can

say that Beetel has scored

low in this aspect in

comparison with its

competitors.

Fig 40

Page | 75

67 64 6757

90

0

20

40

60

80

100


Sco

res


Likeliness to Increase Investment

Beetel78%

Others22%

Recommendation to Customers

Fig 43

Fig 43 shows that Panasonic

has got 90 out of 100, while

Beetel scored 67 when it

comes to the „likeliness to

increase investment in the

next 1 year‟. Though Beetel

is in the 2nd

position but there

is a huge difference between

Panasonic and Beetel. So

Beetel should take care of its

performance level so that the

likelihood of increasing

investment increases.

Fig 44

The graph in Fig 44 indicates

that Most of the Beetel dealers

(78%) recommend Beetel first

to the customers, when they

come to the shop for purchase.

Only 22% of the dealers do not

recommend Beetel first to the

customers. The result is

satisfactory.

Page | 76

Statistical Analysis of the relation between the likelihood to recommend telephone to

friend/relatives, profitability, and Overall quality of products and services:

Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives

varies with different brands and different profitability. To know that Anova should be

performed.

Anova:

Tests of Between-Subjects Effects Dependent Variable: recommendation to friends

Source Type III Sum of Squares df

Mean Square F Sig.

Corrected Model 19.917(b) 12 1.660 2.686 .004

Intercept 293.045 1 293.045

474.280

.000

TelCode 12.602 4 3.151 5.099 .001

profitability 4.141 4 1.035 1.676 .162

TelCode * profitability

11.302 4 2.825 4.573 .002

Error 56.844 92 .618

Total 1452.000 105

Corrected Total 76.762 104

b R Squared = .259 (Adjusted R Squared = .163)

Tel Code

GEBPLPanasonicorpatBeetel

Es

tim

ate

d M

arg

ina

l M

ea

ns 5

4.5

4

3.5

3

2.5

excellent

very good

good

fair

poor

profitability

Estimated Marginal Means of recommendation to friends

Non-estimable means are not plotted

Chart 31: The telephone brands and

the profitability are the two

independent variables here for this

Anova analysis. The significance

level for Telephone code and

Telephone code*profitability are

.001 and .002, much less than .05. So

the likelihood to recommend a

telephone varies with different

brands only but not with the

profitability aspect. But the

likelihood to recommend a telephone

varies with different brands and

Profitability combinations.

Chart 31

Fig 45

Fig 45 shows how the likeliness to

recommend telephone varies with

different brands of Telephone

handsets but not with the

profitability.

Page | 77

Now I want to know if the dealers‟ likelihood to recommend a telephone to friend/relatives

varies with Overall quality of products and services. To know that one way Anova should be

performed.

Now, to know the reasons of a high score of Beetel in the „recommendation to friends to do

business with‟ instead of its low score in „profitability‟ variable we can do correlation analysis.


Tests of Between-Subjects Effects

Dependent Variable: recommendation to friends

17.807a 4 4.452 7.6 .000

436.096 1 436.096 740 .000

17.807 4 4.452 7.6 .000

58.955 100 .590

1452.000 105

76.762 104

Source

Corrected Model

Intercept

OverallQualityofTS

Error

Total

Corrected Total

Type III Sum

of Squares df

Mean

Square F Sig.

R Squared = .232 (Adjusted R Squared = .201)a.

Overall Quality of T&S

excellentvery good

goodfairpoor

Esti

mate

d

Marg

inal M

ean

s

4.5

4

3.5

3

2.5

Estimated Marginal Means of recommendation to friends

Correlations

1 .536** .343** .166 .484**

.000 .004 .102 .000

60 60 60 60 60

.536** 1 .306** .207 .395**

.000 .009 .057 .001

60 60 60 60 60

.343** .306** 1 .034 .268*

.004 .009 .399 .019

60 60 60 60 60

.166 .207 .034 1 .253*

.102 .057 .399 .026

60 60 60 60 60

.484** .395** .268* .253* 1

.000 .001 .019 .026

60 60 60 60 60

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

recommendation

beetel to friends

Loyalty beetel

continuation Beetel

Profitability of Beetel

Overall Quality of

T&S (BEETEL)

recommend

ation beetel

to friends Loyalty beetel

continuation

Beetel

Profitability

of Beetel

Overall Quality

of T&S

(BEETEL)


Correlation is significant at the 0.05 level (1-tailed).*.

Fig 46 Chart 32

Chart 32 and Fig 46 shows that the significance level for overall quality of products and

services is very low (.000). So the likeliness to recommend telephone brands to friends to

do business with varies with the overall quality of the products and services.

Chart 33

Page | 78

Correlations

1 .207 .395**

.057 .001

60 60 60

.207 1 .253*

.057 .026

60 60 60

.395** .253* 1

.001 .026

60 60 60

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Pearson Correlation

Sig. (1-tailed)

N

Loyalty beetel

Profitability of Beetel

Overall Quality of

T&S (BEETEL)

Loyalty beetel

Profitability

of Beetel

Overall Quality

of T&S

(BEETEL)


Correlation is significant at the 0.05 level (1-tailed).*.

From chart 33 we can see that the likeliness to recommend Beetel to friends is significantly

positively correlated with the „loyalty to Beetel‟, „likeliness to continue with Beetel‟, and

the „overall quality of the products & services‟. But the correlation values are not much

strong. There is no significant correlation between the likeliness to recommend Beetel to

friends and the total profitability.

So the likeliness to recommend to friends to do business with Beetel does not depend at all

on the „Profitability‟ of Beetel.

Chart 34 shows that the loyalty to Beetel is not significantly correlated with the

profitability. So to improve the loyalty towards Beetel, the company should pay

attention to increase the overall quality of the products and services aspect as it is

positively correlated with loyalty of Beetel dealers towards it.

Chart 34

Page | 79

FINDINGS

1) Major Competitors:

Other than Beetel, it has been found that 45, 42 and 33 dealers are dealing in BPL, GE

and Panasonic. So we can say these three companies are the competent competitors of

Beetel.

2) Share of landline phone business:

In the total business of the dealers including Telecom/mobile phones, Electronic white

goods, Home appliances, IT products etc., it has been found that 70% of the dealers are

having fixed phone business contributing less than 15% of their total business, and not a

single dealer have fixed phone business of more than 75% of the total business. These

figures indicate that the overall landline telephone business is on the declining stage of

its product life cycle.

3) Sales of Beetel in proportion with its Competitors:

Among the total landline phone business in the market among 60 dealers, 52% of the

dealers agreeing to the fact that Beetel is contributing more than 50% of the total landline

phone business in their store. So we can say that for majority of the Beetel dealers the

sales volume of Beetel is satisfactory.

4) Satisfaction Score:

It has been found that the satisfaction score of Beetel dealers is dependent on the overall

quality of telephones, overall quality of the distributor sales representatives, overall

quality of the marketing support & signage, overall quality of the trade schemes, overall

quality of billing and payment and lastly on overall quality of the relationship with the

management. Among these Beetel scored low in overall quality of the distributor sales

representatives and in overall quality of the relationship with the management. To score

high in the first one Beetel should improve on the frequency of visiting shop,

responsiveness, rapport, ability to understand requirement, knowledge, ability to keep

commitment, ability to solve problems, helpfulness, knowledge of the distributor sales

representatives. It has been found that only 67% of the dealers are satisfied with the

current frequency of visit by the Distributor Sales Representatives.

Page | 80

5 ) Expected frequency of the Company sales representatives:

45% of the dealers said that they want the company sales representative to visit their shop

once in a month. On the other hand 3% of the dealers said that they don‟t want the

company sales representative to visit their shop. This may be because some of the dealers

think that the distributor sales representative is enough for serving them.

6) Overall Quality of the Products and services of Beetel:

It has been found that out of that Beetel dealers are satisfied with the feedback that they

get from the customers about the quality of telephone handsets and the services. 87% of

the Beetel dealers are satisfied with the products and services of Beetel. But Panasonic is

its close competitor.

7) Overall Value of Beetel:

It was found that the total value i.e. what the dealers get in terms of making profits,

products and services received, as well as the relationship enjoyed, in relation to what

they give in terms of their investment in space, stocks purchased, people employed as

well as their own time and effort, they get from the companies, dealers are not satisfied

with Beetel. Dealers are satisfied with BPL most. Only 60 % of the Beetel dealers have

rated the overall value they get from Beetel as Excellent, Very good and Good. In this

parameter Beetel did not score well also.

8) Quality of After Sales Service of Beetel:

The dealers are not at all satisfied in comparison with its competitors in case of the

overall quality of after sales service. Dealers are mostly satisfied with Panasonic and

Orpat. To improve the quality of after sales service Beetel needs to improve on the

quality of repair, responsiveness and ability to communicate the time involved.

9) Overall Profitability of Beetel:

As per the total profitability i.e. the profit masrgin, profit on schemes or the service

margin is concerned, dealers are not at all satisfied with the total profitability they get

from Beetel products with comparison with its competitors. Panasonic gives the highest

satisfaction. To improve the profitability of the dealers Beetel have to increase the profit

margin.

Page | 81

10) Loyalty and Commitment towards Beetel:

Most of the dealers are not feeling much loyal or committed towards Beetel in

comparison with its competitors, as a company. Beetel dealers are much loyal to Orpat

and GE. It has been found out that to increase the loyalty towards Beetel, the overall

quality of products and services should be much better.

11) Likeliness to continue with Beetel for the next one year:

Most of the dealers want to continue dealings with Beetel in the next 1 year.

12) Likeliness to increase the share of investment in Beetel products:

Dealers are interested to increase the share of investment in Beetel products, but most of

them also want to increase their share in Panasonic products.

13) Likelihood of Recommending Beetel to friend to do business with:

Likelihood of recommending Beetel to friends to do business with is more than its

competitors. It has been found that there is no dependence of the recommendation aspect

and the total profitability aspect. The likelihood of recommending Beetel to do business

with is more than any of its competitors while the dealers are not at all satisfied with its

profitability. From the analysis it has been found out that the likelihood of

recommendation is different for different quality of products and services. Respondents

who feel the quality of product & services poor for Beetel, for them the likelihood of

recommendation of Beetel is lowest. It increases with the quality not with profitability.

As the concern of the customer is the product and service quality, and Beetel scores high

in this aspect, so the sales volume is high for Beetel in comparison with its competitors.

Hence, the likelihood of recommending Beetel to do business with is also high.

Likelihood of recommending Beetel is also dependent on the loyalty and likeliness of

continuing business.

14) Likeliness of recommending Beetel to customers first:

It has been found that every dealer recommend phones to their customers. Among them,

78% recommend Beetel to their customers first when they come to the shop. It‟s a good

proportion.

Page | 82

15) Others:

It was found from the primary source that GE happens to be one of the major competitors

of Beetel in the current market scenario, but according to the secondary data it was found

that Beetel have signed an agreement with Atlinks company, the world‟s largest phone

manufacturers who manufactures GE phones. From 2005 Beetel is manufacturing and

marketing GE phone in India.

SWOT Analysis:

Strengths:

85% of the dealers think Beetel to be financially strong.

85% of the dealers think Beetel to be leading telephone manufacturer in India.

78%of the dealers think Beetel to be superior technology user.

87% of the dealers think Beetel to be customer-oriented company.

91%of the dealers think Beetel has fair trade practices.

78% of the dealers think Beetel is an innovative company.

91%of the dealers think Beetel manufactures telephones suitable for all.

Strong goodwill for more than 15 years.

78% of the dealers mostly prefer to deal with Beetel.

85% of the dealers mostly deal with Beetel.

52% of the Beetel dealers sell Beetel more than 50% of their total telephone sales.

78% of the dealers recommend Beetel to the customers first.

Dealers are satisfied with the quality of overall quality of trade schemes, overall quality

of marketing support, overall quality of telephones and overall quality of billing and

payment.

High likeliness to recommend Beetel, likeliness to continue dealings and likeliness to

increase investment in next 1 year.

Weaknesses:

Have two distributors in Kolkata itself, who supplies to same dealers. Thus dealers are

getting biased about the distributors and the revenue generation of the company is getting

hampered.

Page | 83

Unsatisfactory responsiveness, poor understanding of the dealer‟s requirement, poor

ability to keep commitment, poor knowledge of the product of the distributor sales

representatives.

Unsatisfactory responsiveness & helpfulness of the distributor, poor quality of repairs,

and inability to communicate the time for after sales service.

Dissatisfactory credit facility.

Low level of loyalty of dealers to Beetel telephone.

Low profitability and value that the dealers get.

Dissatisfactory relationship with the management.

Opportunities:

A market share of 50% in the current scenario.

Around 78% of the dealers likely to recommend Beetel to the customer first.

Highly demanding scheme of one year replacement guarantee.

Growing wireless land phones market.

Dealers do agree that if the company comes up with other new products like IT products

or mobile phones it will do well in the market.

High demand of the basic phones of Beetel.

Threats:

Growing market share of the strong competitors like BPL, Panasonic and GE.

Controversies between the two distributors affecting the sales volume of handsets to the

dealers.

Telephone handset business is in the declining stage of its life cycle.

Low profit margin.

The time taken for repairing the handsets is very long than normal time period.

Telephone handsets, imported from China, could not be repaired easily by the company.

Many dealers winded up their business being dissatisfied with the overall value of Beetel.

BCG Matrix:

In the BCG matrix Beetel telephone handset would come in the „Cash Cow‟ division. Because

Beetel telephone handset has got a relatively large market share. But the market growth is low.

So, the proper steps can be to enter into new market where the product can be sold or to harvest

the asset of this business and with that cash flows invest into another business.

Page | 84

CONCLUSION AND RECOMMENDATIONS

From the above analysis the following things are clear:

Beetel currently has the highest market share among its telephone dealers. However Panasonic,

BPL, GE and Orpat are the major competitors who are growing fast and slowly eating away

from Beetel‟s market share pie.

The problems that Beetel‟s dealers are complaining about are the overall quality of the

distributor sales representatives, overall quality of after sales service, overall quality of

relationship with the management, and the total profitability.

But later from the analysis we can infer that the overall quality of after sales service and the

total profitability has got no effect on the overall satisfaction score of the dealers of Beetel. So

my recommendations to improve the performance and satisfaction level of Beetel dealers are as

follows:

To delight the dealers Beetel should emphasize on the overall quality of distributor sales

representatives, overall quality of relationship with Beetel, overall quality of trade

schemes, overall quality of marketing support, overall quality of telephones and overall

quality of billing and payment.

Distributors have to recruit responsive sales executive, who can build rapport, understand

requirement, knowledgeable, helpful and can keep commitment.

As the landline set business is in its declining stage, so Beetel have to use Push strategy

(with the help of sales promotions like POP materials, free gifts, contests, lucrative trade

schemes etc.) to induce dealers to carry, promote & sell the products to end users. In this

highly competitive market, where demand is low and supply is high, in the short run

Beetel should lower the price of its basic phones instead of increasing it to penetrate the

market.

The company should more emphasis on the fast moving phones in the market i.e. the

fixed base phones than the feature or the cordless phones.

The company should appoint one strong distributor per city to avoid the competition

between the distributors to sell the same products.

Although the company is marketing GE products, it should concentrate on its parent

brand as it loosing importance.

Page | 85

The company should improve its after sales service by improving on the quality of repair,

responsiveness on the servicing needs, and communication of the time involved with

servicing.

27% of the Beetel dealers suggested to improve the behavior of the distributor sales

representatives, as in they should be more interactive.

To increase the likeliness to recommend to friends to do business with and the loyalty

towards Beetel, Beetel should improve on the „overall quality of products and services‟.

25% of the dealers suggested improving the quality of the materials used for telephone

parts.

25% of the Beetel dealers said that the battery quality should be improved.

55% of the dealers suggested that the company sales representatives should visit the

dealer at least once a month.

34% of the dealers suggested that the time taken to service the telephone should be less

(not more than 2 days).

30%of the dealers suggested that the delivery should be provided as per the order given.

30% of the dealers suggested that the promotional activities of Beetel should increase.

37% of the dealers suggested that Beetel should provide more POP materials (danglers,

posters, streamers, glow sign board).

43% of the dealers suggested that Beetel should provide credit facility to them.

38% of the dealers suggested that Beetel should advertise more to attract customers,

among which57% of the dealers said that they want advertisement in the local news paper

and on the hoardings.

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APPENDICES

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REFERENCES

www.wikipedia.org

www.imrbint.com

http://beetel.net/?page=profile_modified

http://www.panasonic.co.in/web/productssolutions/communications/telephone/analoguecordlesspho

ne

http://www.geappliances.com/electronics/

http://www.blonnet.com/2003/09/09/stories/2003090901671700.htm

http://www.hindu,com/2007/07/19/stories/2007071955200500.htm

www.rediff.com

Naresh K. Malhotra. Market Research An Applied Orientation, Fifth Edition, Delhi: Pearson Education

(Singapore) Pte. Ltd.,2005

Darren George and Paul Mallery. SPSS for Windows Step by Step, Sixth edition, Delhi: Pearson

Education (Singapore) Pte. Ltd.,2005

Principles of Marketing – Philip Kotler and Garry Amstrong, a Tata McGraw publication.

http://www.wikipedia.org/

http://www.imrbint.com/

http://beetel.net/?page=profile_modified

http://www.panasonic.co.in/web/productssolutions/communications/telephone/analoguecordlessphone

http://www.panasonic.co.in/web/productssolutions/communications/telephone/analoguecordlessphone


http://www.blonnet.com/2003/09/09/stories/2003090901671700.htm


http://www.rediff.com/

A Report On Measurement Of Dealer Satisfaction And Performance Level Of Beetel Vis à Vis Its Competitors

Documents

beetel telephone handset

competitors of beetel

beetel movement

performancelevel of

sales of beetel telephones

beetel dealers deal

benchmark companies

overall business