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BENCHMARKING,&CONSUMER AND PURCHASE BEHAVIOR ANALYSIS
IN MODERN TRADE &PRESSURE WASHERS INDUSTRYFOR
By
Rahul Gupta
Vinod Gupta School of Management, IIT Kharagpur
SBD - 2012
Under the guidance of
Mr. Abhinav Mathur
Head
Strategic Solutions and Marketing,Stanley Black & Decker
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Table of ContentsAcknowledgement ........................................................................................................................................ 4
Executive Summary ....................................................................................................................................... 5
About Stanley Black & Decker ....................................................................................................................... 7
Project 1 ................................................................................................................................................... 10
Objective, Scope and Methodology ............................................................................................................ 10
Objective ................................................................................................................................................. 10
Scope ....................................................................................................................................................... 10
Methodology ........................................................................................................................................... 10
Phase 1 ..................................................................................................................................................... 15
Questiionaire ............................................................................................................................................... 15
Segments of Market (Cleaning Range) ....................................................................................................... 15Market Size ................................................................................................................................................. 15
Demographics of Respondents ................................................................................................................... 16
Findings from Questionnaire (USERS - Demographics) .............................................................................. 17
Findings from Questionnaire (USERS Place of Purchase) ........................................................................ 17
Findings from Questionnaire (USERS Place of Purchase) .................................................................... 18
................................................................................................................................................................ 18
Findings from Questionnaire (USERS Preference during Purchase) .................................................... 18
Findings from Questionnaire (USERS Most Liked Attribute) ............................................................... 19
Product Benchmarking ............................................................................................................................ 21
Methodology for Scoring ........................................................................................................................ 21
Analysis of Each Category of SKUs .............................................................................................................. 22
Handy Corded ......................................................................................................................................... 22
Car Vacuum Cleaner ................................................................................................................................ 22
Small & Medium Corded ......................................................................................................................... 23
................................................................................................................................................................ 23
Large Corded ........................................................................................................................................... 23
Wet N Dry Vacuum Cleaners ................................................................................................................... 24
Results & Recommendations from Questionnaire and Benchmarking ...................................................... 25
Live Project Implementation ....................................................................................................................... 26
Survey.......................................................................................................................................................... 26
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Steam Mop .................................................................................................................................................. 26
Findings ....................................................................................................................................................... 27
Recommendations & Way Forward: ........................................................................................................... 28
Appendix ..................................................................................................................................................... 37
Glossary ....................................................................................................................................................... 38
References .................................................................................................................................................. 39
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Acknowledgement
I would like to take this opportunity to extend my sincere thanks to Stanley Black and Decker for offering
a unique platform to earn exposure and garner knowledge in the field of Pre-sales, marketing and sales
strategy. I am able to say with conviction that I have immensely benefited from my association as a
summer intern with Stanley Black & Decker.
I am deeply indebted to my project guide Mr. Abhinav Mathur, Head Strategic Solutions and
Marketing, Stanley Black and Decker for guiding me throughout the project and providing valuable
inputs and insights. His knowledge and experience served as a continuous source of encouragement and
motivation for me.
Special thanks are also due to Mr. Balajee Husker, and Mr. Nirupam Dutta who helped me on various
aspects at different points of time. Being a part of Stanley Black and Decker for the past eight weeks has
been exciting, enriching and fun.
Rahul Gupta
VGSOM, IIT Kharagpur
SBD 2012
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Executive Summary
The project was done at Stanley Black & Decker, Bangalore. The project was carried out to understand
and the study the
Perpetually declining ARPU Loss of subscribers (Chord cutting effect) Emergence of the disruptive OTTs Emergence of technologies like IPTV Emerging trends in TV everywhere, multi-play and bundled offerings
In such a heavily technology dependent service industry, as the C&S industry, it is very important to
identify the future service trends and adapt to those by changing and adopting in order to survive. The
C&S companies have already started strategically investing in developing their services to be future
ready and in this process choosing the right IT vendor is of utmost importance. The companies are not
only looking for outsourcing partners but IT partners who can provide future roadmap consultancy aswell. And there lies a huge opportunity for SBD. The C&S industry in North America is estimated to be
around $ 66 Billion1. Currently SBD has engagements with four big C&S players:
Dish TV DirecTV Comcast Sky Network
These engagements have given SBD an exposure to the C&S industry and have helped to gain valuable
insights. However, the engagements did not have any managed services or major end to end enterprise
solution implementation projects. They mainly consisted of a cluster of smaller outsourced projects andthus SBD has still not been able to establish itself as a reliable and capable end to end IT services vendor
within the C&S community.
Leveraging on these engagements and the current portfolio of solutions that SBD has to offer, the GCSP
hunting team has focused its efforts towards identifying the large C&S accounts in Europe and North
America which are most lucrative for SBD.
As a result of this focus, the scope of the current project was decided to be as follows:
To identify the accounts to target from North America and Europe; perform a deep dive analysis on each
of the accounts and find out the most attractive accounts from amongst them.One of the most important outcomes of this project is the Attack Plan that SBD is going to adopt for
the different targeted accounts. The Attack Plan would essentially consist a mapping of SBD s products
and services with the specific account needs - The needs for every account is individually identified by
1According to - IDC US SMB Telecom Vice and Data Services 2011-2014 forecast
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analyzing and understanding their pain points and the various cost, revenue and growth initiatives taken
by them.
The final deliverables of this project includes the following:
Framework to Evaluate Hunting Accounts Attractiveness Deep dive Account Analysis PPT Comprehensive Attack Plan for Each Account Solution Mapping Defining Tiers and Segmenting the Accounts into Tiers Final Recommendations
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About Stanley Black & Decker
When you trace it all the way back, it comes down to three individuals: Frederick Stanley, Duncan Black,
and Alonzo Decker. Three passionate individuals who built powerful companies that they were so proud
they put their names on them.
In 1843, Frederick Stanley started a small shop in New Britain, Connecticut, to manufacture bolts,
hinges, and other hardware from wrought iron. With superior quality, consistent innovation, and
rigorous operational improvement, Stanleys company defined excellence, and so did his products.
In 1910, S. Duncan Black and Alonzo G. Decker started their shop, similar in size at first, in Baltimore,
Maryland. Six years later they changed the world by obtaining the worlds first patent for a portable
power tool, and the company they built has been changing the world ever since.
Both companies grew in parallel over the ensuing decades, amassing an unparalleled family of brands
and products and an even more impressive wealth of industry expertise.
In 2010, the two companies combined to form Stanley Black & Decker, to deliver the tools and solutions
that industrial companies, professionals, and consumers count on to be successful when it really
matters.
Globally Stanley Black & Decker have the following divisions:
Hardware
1. Baldwin Acquired in 2010.2. Emhart Teknologies Fastening and assembly. Acquired in 2010.3. National Hardware General hardware. Acquired in 2005.4. Precision Hardware Panic and fire exit hardware.5. Pfister Faucets and other plumbing hardware. Acquired in 2010.6. Stanley Hardware7. Vidmar Industrial storage. Acquired in 1966.
Health care
1. Senior Technologies2. Stanley Health Care Solutions3. InnerSpace Health care supply storage.
Security
1. Best Access Systems Door hardware and locks. Acquired in 2002.2. C.J. Rush Industries (Canada) Revolving doors and entrance systems.3. EVS (Canada)4. Frisco Bay Industries Ltd. (Canada)
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5. Frisco-ATMS (Canada)6. Gnrale de Protection (France)7. HSM Security services.8. Intivid Solutions Video electronics.9. Kwikset Door locks and door hardware. Acquired in 2010.10.Safemasters11.Sargent and Greenleaf, Inc.12.Stanley Access Technologies13.Stanley Door Closers14.Stanley Security Solutions15.Stanley Correctional Services Security systems for correctional industry. Formerly Integrator.16.Weiser Lock Door locks and door hardware. Acquired in 2010.17.Niscayah AB. Acquired in 2011
Tools
1. Black & Decker Acquired (via merger) in 2010.2. DeVilbiss Air Power Pneumatic tools. B & D acquired in 2004.[14]3. DeWalt Power tools. B & D acquired in 1960.4. Oldham Saw Company Circular saw blade & wood router bit products. B & D acquired in
2004[14]
5. Porter-Cable Power tools. B & D acquired in 2004[14]/5.[15]6. Bostitch Fastening tools. Acquired in 1986.7. Facom (France) Professional tools. Acquired in 2006.8. Mac Tools Professional tools. Acquired in 1980.9.
Oldham Blades Saw blades. Acquired in 2010.
10.Proto Industrial hand tools. Acquired in 1984.11.Blackhawk Mechanic's tools. Acquired in 1986.12.Sidchrome (Australia/New Zealand) Mechanic's tools. Acquired in 1990.13.Stanley Assembly Technologies14.Stanley Hand Tools Carpentry and construction hand tools.15.Craftsman Private-label hand tools for Sears, up until the mid-1980s.16.Husky Private-label hand tools for The Home Depot. Acquired in 1986, later transferred to
Home Depot.
17.Kobalt Private-label hand tools for Lowes. Later made by Danaher Corporation18.Stanley Hydraulic Tools19. InnerSpace - A provider of healthcare storage solutions and inventory management analysis.
InnerSpace also provides web-based supply management software that utilizes barcoding
technology to increase charge capture, reduce excess inventory, and eliminate waste. Acquired
in 2006
20.Stanley Supply & Services MRO products and services. Formerly Contact East and Jensen Tools renamed in 2006.
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21.Vector Products Battery chargers, power inverters, and similar power products. Acquired in2007.
22.Virax (France) Plumbing tools. Acquired in 2006.
In India Stanley Black & Decker has headquarter in Bangalore and manage the following brand portfolio:
Black & Decker Stanley DeWalt Proto
Facom
Stanley Hydraulic Tools
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Project 1
Objective, Scope and Methodology
Objective
Understand the cleaning range market. Analyze consumersBuying pattern.
Usage Behavior
Feature Preference
Listing and comparing our offering to the competitive companies. Develop action plans keeping in mind the target market and our constraints w.r.t. to our
competitors
Finally, implement a live project on the field which entailedlaunch of a new product
implementation of an offer
gauge the effectiveness of offer
Analyse and interpret the sales pattern and consumer behaviour.
Scope
MethodologyThe entire project was divided into two Phases which are detailed as follows:
Phase 1:
Visits were made to the following Retail outlets in Bangalore and Mumbai to understand the
consumer behavior in modern retail, understand the functioning of retail chains and measure consumer
behavior for available cleaning range products from different vendors.
Hypercity Hometown Croma Reliance Digital eZone Giriyas Pai
Interview: Product manager: Parul Singh (Ex Eureka Forbes) to get a knowhow of
Current scenario of cleaning range market in India Comparison of vacuum cleaners sales with other home appliance sales growth in India.
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Opportunities in the cleaning range market. Consumer psyche when buying vacuum cleaners. Range of vacuum cleaners available in India.
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Deployment and Analysis : Questionnaire
For Both Users and Non UsersQuestions to ascertain the demography of both users/non users:
1. How old is the typical customer? (18-24, 25-30, 30-40, 40 and above)2. What gender is the typical customer? ( M/ F)3. What is the highest degree they have received? (Graduate / Post Graduate / Ph. D)4. What is the typical customer's employment status? (Employed / Self Business /
Homemaker)
5. What is the customer's yearly household income? (3-5, 5-10, 10 and above)6. Is the customer currently married or single?7. Does the typical customer have children, or not?8. Does the typical customer own a two - wheeler or four - wheeler?9. The customer lives in an independent house or flat?10.What influences your purchase behaviour the most?
1. TV Ad2. Newspaper Ad3. Demo at home4. Word of mouth5. Online reviews
11.How familiar are you with vacuum cleaners?(/ Never Used/ Dont Know/ Knows but notused / used but not owned / owner)
Question for Non Users:
1. Which brand do you know about in vacuum cleaning?2. Have you ever had a demo of vacuum cleaner?3. Reason for not buying: Maid does a better job, not suitable for my requirement, expensive,
never thought about it
1. If not suitable why?1. Too Bulky for storage2. Unwieldy for everyday use3. Not suitable to my environment
4. How would you rank these features (1 being the highest)?1. Brand2. Price3. After Sales Service4. Ease of usage
5. Which of these additional feature will positively influence you to buy a vacuum cleaner1. Blower
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2. Cordless3. Robotic4. Compact
6. How likely are you to buy vacuum cleaners in the future (1 being highly unlikely)?7. Have you heard of steam mops?8. Have you ever used a product of Black and Decker?
1. Yes - >If Black & Deckers new Vacuum Cleaners were available today, how likelywould you be to use it?
Questions for Users:
1. Why did you buy vacuum cleaner?2. What factors influenced your purchase decisions?
1. TV Ad2. Newspaper Ad3. Online ad4. PoP Marketing5. Word of Mouth6. Brand
3. Where did you buy vacuum cleaner Retail Marts, Unorganised Retail, Online, TV Shoppingor Direct Selling by company, Gifted, CC points redemption?
1. Why did you choose this place of purchase?4. When did you buy?5. How frequently do you use vacuum cleaners?6. Overall, are you satisfied with your experience using vacuum cleaners? (Neither satisfied or
dissatisfied with it, or dissatisfied with it or completely satisfied/ somewhat satisfied)?
7. What changes would most improve your current vacuum cleaner?8. How would you rank these features on the scale of 1-10?
1. Brand - 22. Price - 33. After Sales Service 4 (spare availability)4. Ease of usage - 1
9. What do you like most about your Vacuum Cleaner?1. Ease of cleaning the vacuum cleaner (Bag-less / Bagged)2. Blower / Inflator3. Accessories and Attachments4. Convenience of use (size, functionality of attachments, ease of using attachments)
10.Do you want new features in Vacuum Cleaner?1. If yes, specify?
11.Have you tried cordless vacuum cleaner for quick cleaning?1. If not why?
12. Have you tried car vacuum cleaners?1. If not why?
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13.Have you heard of steam mops?14.Have you ever used a product of Black and Decker?
1. Yes - >IfBlack & Deckers new Vacuum Cleaners were available today, how likelywould you be to use it instead of competing Vacuum Cleaners currently available
from other companies?
Phase 2:
Using the information acquired in the phase 1 of the project, to launch a product in modern retail:
Interviewing the promoter for the launch period of one week.
Set Up the launch platform in the retail place (Hypercity) taking care of place and position to
capture max attention of consumers.
Analyze the effectiveness of the freebie on offer.
Obtain Consumer feedback about the new product launched(Steam Mop) and make
recommendations.
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Phase 1
Questiionaire
Segments of Market (Cleaning Range)
Traditional Segments of Vacuum Cleaner
1. Handy2. Small & Mid Size3. Large
Pupose Specific Vacuum Cleaner
1. Wet N Dry2.
Car
Market SizeWe estimated the market size by interviewing Parul Singh, she intimated the data Eureka Forbes
Marketing management team used for guesstimating the launch strategy and sales estimation and
forecast.
Value in Rs. Crores
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Demographics of Respondents
0%
50%
100%
Respondents
35
77Non Users
Users
0 100 200
71
41 Married
Unmarried
65
49 Four Wheeler
Two wheeler
10
102
Independent
Flats
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Findings from Questionnaire (USERS - Demographics)
Majority Users
Age 25-40. Married Four wheeler owners. Lived in Flats Claimed Dexterity of usage with Vacuum cleaners. Vacuum cleaners used sporadically
Most frequent users: weekly.
Most infrequent: annual
Findings from Questionnaire (USERS
Place of Purchase)
Retail Marts 62%
Direct Selling 23%
Gifts 8%
OnlineShopping 5%
CC Points2%
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Findings from Questionnaire (USERS Place of Purchase)
While Blower function in itself wont drive purchase decision, but its considered an important feature.
Usage to blow the dust away from windows, porch, balconies etc.
Findings from Questionnaire (USERS Preference during Purchase)
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Findings from Questionnaire (USERS Most Liked Attribute)
Summary:
85% - somewhat satisfied with their experience of vacuum cleaners.Around 70% of respondents - Satisfied with the features of vacuum cleaners.
Desired Feature
Cleanup glass surfaces
Work on floors spilled with water (unaware of wet n dry).
95% of respondents concurred cordless cleaning will be much easier and desired.
But wary of available time of operation.
Over 80% of respondents : unaware of Black & Decker brand
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Product Benchmarking
Significant features were compared, and score derived for each SKU, and then mapped withtheir price.
Body Type ( Metal / Plastic )
Bag less / Bagged
Power (watts)
Suction power (air-watts)
Cord Length
Cyclonic action
Auto-cleaning filter tech.
Variable speed control
Filter type
Dust capacity
Number of stage filter system
Fully rotary hose socket
Cable rewind
Blower function
Methodology for Scoring
Every feature was given a weight in accordance to the consumer perspective and experts opinion. Then
the scores were normalized on a scale of 10, and then final score was analyzed and ranked against the
other SKUs and mapped versus the price to get a perceived value chain result.
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Analysis of Each Category of SKUs
Handy Corded
(VCs that are compact and designed to be handheld while usage)
Car Vacuum Cleaner
VCs used exclusively for cars
Eureka
Morphy
Panasonic
4300 B&D
4000
3700
3400
3100
2800
2500
2200
1 2 3 4 5 6 7 8 9 10
Pricing
(INR)
Product Value Rating
VH781/80
Pets
MCDL201
Easy Clean
Comfi Clean
Sensi Clean
2700
Croma
2400 B&D
2100
1800
1500
1200
900
600
300
1 2 3 4 5 6 7 8 9 10
Pricing
(INR)
Product Value Rating
AV1205
CRV0029
ACV1205
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Small & Medium Corded
Large Corded
Optima
Eureka
9500 Panasonic
Croma8500 Black & Decker
LG
7500 Morphy Richards
6500
5500
4500
3500
2500
1500
1 2 3 4 5 6 7 8 9 10
Pricing
(INR)
Product Value Rating
CRV0032
VC1400
T Nano
VM1430
MCCG 303
VCD281NTY
ESSCompact SmartClean
VC1600W
Eureka
Panasonic
10500 B&DOptima
9500
8500
7500
6500
5500
4500
3500
2500
1 2 3 4 5 6 7 8 9 10
Pricing
(INR)
Product Value Rating
VM2040
VC2000W
VM1630
T SteelT XeonMCCG 304
VM2200B
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Wet N Dry Vacuum Cleaners
45000
Eureka
15000 Einhell
Karcher
13500 B&D
Bosch
12000
10500
9000
7500
6000
4500
3000
1 2 3 4 5 6 7 8 9 10
Pricing
(INR)
Product Value Rating
WV1400
Einhell WD
WD 3.300
T Wet N Dry
GAS 11-21
GAS 25
GAS 50
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Results & Recommendations from Questionnaire and Benchmarking
Initial reluctance to use Penetration very less, compared to appliances like microwaves, washing machines etc. in HIG
and MIG households. Not considered suitable for daily cleaning:Sweeping
Scrubbing
Toilet
(Chores for Maid) Hence is used occasionally.
Misconception higher the motor power better or more powerful the vacuum cleaner is. Other major influencers:cord-length
no of accessories
Compactness.
Pricing : Following range when buyingHandi Vacs - < 3000
Mid-Size 3000 5,500
Large Vacs - > 5,500
Purchase decision based on the definition of cleaning:What meets the eye.
Attitude, nature and personality of the home owner.
Only curtains, sofa and carpets need vacuuming.
Vacuuming is laborious and time consuming.
Car vacuum cleaner is the star product for SBD in the vacuum cleaner range.
------------------------------------------------------------------------------------------------------------------------------------------
Creating selling opportunities for the same:Knowledge sessions
Online Contests
Most Important festivals like Diwali, or the holiday season.
Vacuum cleaner is used mostly by men (loved by husbands).Promote it as a family product for their own convenience and safety.
More attachments increase the visible usability.
Training to couples, homemakers at residences/apartments.
Knowledge Enrichment:
Human cleaning not precise and thorough.(Vacuum Cleaners to the rescue.)
Compare western living where cleaning is done only via vacuum cleaners.
Demo : Cordless Dustbusters Insta CleaningInstantly take care ofyour cleaning needs, with no hassles and storage issue.
Marketing auto vacuum cleaner directly at car dealerships
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Live Project Implementation
Survey A small survey of Hypercity was done prior to launch of live project. It was observed that Hypercity had enough footfalls even on weekdays to do a week long
continued activity.
90% of the people questioned were unaware of Black and Decker as a brand. Eureka Forbes is the generic brand for vacuum cleaners / cleaning range. But our biggest competition is maid not Eureka. Our target group the urban middle class and upper class feels cleaning is taken care of by maid,
and will not give expensive tools to her.
Steam Mop
Decided to position Steam Mop as a lifestyle product taking care of family health by sanitizingthe floors, rather than just a cleaning product.
Focus on its ability to kill 99.9% of bacteria and No Chemical Natural Cleaning. Features highlighted that Steam Mop is dexterous enough to work on every kind of floor and
requires only 30 sec to get ready and steaming.
X
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Findings
People are intrigued by a new product. Still doesnt feel the need. Wary of buying a product they havent seen being used anywhere else. Not excited by the free gift provided. Product not considered expensive as we presumed because no relative benchmarking in
consumers psyche.
Key Targets:
Mother with young kids:
Pet Owners:
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Recommendations & Way Forward:
3 months Pilot involving Direct sales team for Steam Mops.
Market to Professional Crches, Play Groups and Day Nursery schools.
Market to High End HotelsBranding @ Pet Stores
Explore Collaboration with clinics like Apollo Clinic and other pediatric clinics in town, and
project and reinforce the pro-health image of steam mops.
Demo of Steam Mops directly at residences and apartments : Likely to generate more sale.
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Project 2
Objective and Approach Understand Market Spheres of Pressure Washers. Understand and analyse existing business processes. Compare the value proposition of SB&Ds products against the competition. Suggest the steps necessary to close the performance gap
Approach:
In Kerala Interview and Discussion with
Dealers, Sub-Dealers, Field Agents & CONSUMERS
Dealers Visited Tool Group Jai Shankar Power Tools
Sub Dealers Visited Kwality Machine Tools Venus Machine Tools Delta Machine Tools Machinery and Spares Prince Engineering Elite Machine Tools Industrial Trade Corporation
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The Market and The Players
Expected Rate of Growth 25% SKUs Price Range Rs. 5000 to Rs. 40000 Users of Pressure washers:
More than 90% of sales to professionals (Painters, Automobile Cleaning) Fraction of sale to Home Users
Players:
Bosch National market leader. Brand awareness maximum in the category. Presence in every channel
Organized Retail Unorganized Retail Cash N Carry Online Direct
More Service Centers (10 in Bangalore alone) Powermax
Major player among Indian brands Low Pricing USP Bangalore presence:
Cash N Carry Retail Organized and Unorganized both.
Kerala presence Minimal More Service Centers
Location : Non urban nodes Onsite service for priority consumers
Karcher Growing fast after launch Minimal Presence in Kerala Preferred by heavy and professional users. Accessories sold separately at cash n carry Featured HighlightBucket Suction (Unavailable in B&D) Leverage the brand and German lineage
Einhell Cost Effective International Brand Higher Pressure for lower price More customer complaints.
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Eureka Forbes Offers three models (online). Not available in any of the channels studied. Still a recognized brands with consumers.
Woodpecker USP pricing and widest range. Oldest player in Kerala Presence in other markets minimal. Downside expensive spares
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Benchmarking
Significant features were compared, and score derived for each SKU, and then mapped withtheir price.
Motor power Max. pressure Max. flow rate Weight Warranty Accessories Hose Pipe Length
SKUs benchmarked:
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Benchmarking Analysis
Pressure Washers 90-110 Bar
Pressure Washers : > 110 bar
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Product Comparison
B&D 6 SKUs (100 to 140 bars) Bosch 5 SKUs (100 to 160 bars) Karcher - 2 SKUs (120 and 150 bars) Einhell only one SKU (160 bars). Woodpecker 6 SKUs (90 to 200 bars)
Price Comparison
Bosch Our MOP at par with Bosch Adopts High MRP High Discount
Einhell One SKU available 160 bar Priced way below competition
Karcher Premium Priced Product Both SKUs priced higher than competition
Woodpecker Low price - USP
Promotion Comparison
Bosch Significant expense on brand building
Branding on every store - Kerala Bosch Posters at Sub Dealers store Greater no of Standees at Metro Demo : In and Out of Metro Reserved spaces
Better online promotion Top 8 result in Google search for PW Dealer Managed websites
Karcher Promotion limited to Cash N Carry Stores Branding Bigger Scale at cnc stores. Use of Promoters Knowledgeable Smartly Dressed Working exclusively for Karcher
Einhell Promoted as designed in Italy.
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B&D perceived as a made in china brand by new consumers iBell New Launch
Road shows, demos and car-cleaning. Offer of onsite servicing.
SWOT
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Kerala Market Analysis and Findings
Sales based incentives to Dealers - quite successful. Two service training programs at sub-dealer level. Ingenious solution to Spare shortage. Kerala Strength:
Brand Equity Good Pricing, value for money. Dealers are satisfied. Good sales, marketing and service team, perceived from the response of dealers, sub-
dealers and consumers.
Good dealer network, covering whole of Kerala Sub-Dealers satisfied with the product. Considered better service provider than Bosch and other competitors.
Scope of Improvement
Shorter product life time as compared to competition. So the availability of spares is less. (B&D5yrs, Others 7-8 yrs.)
Quality and availability of parts, questioned. Hoses
Carbon Brush Lid (breakage)
Price of accessories higher than competition. Specific parts not available.(Consumer has to buy the full kit) Dealers expectation from HO
Increased frequency of Demo van Parts/Spares availability
Service turnaround time is high 4-5 days (Dealers claim 48 hrs)
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Conclusion:
Avoid being complacent at both dealer and company level.(Kerala) Higher sales target and gifts will help in sales at both retail and dealer level. Sales based incentive for both dealers, sub dealers and ground sales staff. Launch of higher bar pressure washers (industrial use). Direct Selling Channel should be explored Ensure availability of spares and parts. Carry out phased, focused campaigns with promotional activities like:
1. Demo vans,2. Sub-dealer service training programs (In markets like Mumbai, Pune, Delhi).3. Tools Mela,- push on sales - Attractive discount.
Adopt A Dealer A Pilot In the Regions Around Kerala & Punjabo Mentorship on marketing/branding, servicing and supply chain issues.o Rewards for Mentors
Increase branding at exclusive stores, cash n carry and retailers.
Appendix
# Documents Attachment
1 Product Benchmarking Matrix
Matrix(Autosaved).xlsx
2 Modern Trade - PPT
Modern Trade -New.ppt
3 Pressure Washers - PPT
Pressure Washers -New.ppt
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Glossary
SKU: Strategic Key Unit
MSO: Multiple System Operators
LATAM: Latin America
ARPU: Average Revenue per User
DRM: Digital Rights Management
DAM: Digital Asset Management
ICT: Information and Communications Technology
CEM: Customer Experience Management
TTM: Time to Market
CRM: Customer Relation Management
IT: Information Technology
LTE: Long Term Evolution
OTT: Over the Top
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References
1. SBD subscribed Forrester Reports2. SBD subscribed Gartner Reports3. SBD subscribed Ovum Reports4. SBD subscribed Discoverorg Reports5. SBD subscribed Crush Reports6. Personally subscribed S&P Reports7. LinkedIn (For getting contact details of CXOs)8. Annual Reports of MSOs9. Quarterly Presentation of MSOs10.SBD Internal Reports and Presentatio.11.The individual MSO websites12.Financial Reports and snapshots from:http://ycharts.com/13.Blogs and Articles from:http://www.salesbenchmarkindex.com/
http://ycharts.com/http://ycharts.com/http://ycharts.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://ycharts.com/