Global Positioning Infrastructure

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CHAPTER 1

1. INTRODUCTION

1.1IntroductionIn todays globalizing and continuously developing economies, the competition among

enterprises grows quickly, the market share gets narrower; and in order to gain new markets,

companies are trying to create superiority over their rivals by positioning new products aimed at

consumer behaviors and perceptions. In this sense, product positioning strategy in marketing

management has emerged and now companies conduct studies on this strategy. In this research,

product positioning strategy is emphasized and related examples are given on the basis of Safe

Software and Integrated Solutions Pvt Ltd, Palakkad, Kerala.

Opens by exploring the changing relationship between customer value and how it has been

traditionally interpreted within the organization. Business leaders today acknowledge that the

traditional 4Ps approach to brand marketing needs to be transformed in order to realize a broader

vision of customer value across the organization. Argues that it is the business leader who should

be leading this transformation, as manager of the organizations brand and its values, as well as

challenging the marketing department to redefine its role as brand custodians. Outlines a

framework which enables senior management to develop superior customer value throughbranding and positioning their organization and to deliver this value through its business

processes. Uses practical examples to illustrate the use of this framework and concludes by

considering whether or not the traditional marketing department is acting as a barrier when it

comes to positioning and branding their organization.


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1.2 Introduction to Global Positioning

Positioning is the fight for the consumers mind. The different marketers want to secure a

place in the mind of the target consumer. To do this the marketers use "positioning". What this

means is that the marketers want their product to come to mind when the consumer thinks about

purchasing that product type.

For example: The marketers of "Liril" soap want the people to think "Liril" when they think

soap. The marketers of "Colgate" want the consumers to think "Colgate" when they think

toothpaste etc.

In India, "Xerox" is what comes to mind when people think of "photo-copying". "Colgate"

comes to the mind of people when they think toothpaste. However, now with intensive

competition things are changing.

Positioning a product in the minds of the consumer is becoming harder. However, positioning is

going to play a very important role in marketing in an overly competitive environment.

Product positioning is closely related to market segment focus. Product positioning involves

creating a unique, consistent, and recognized customer perception about a firms offering and

image. A product or service may be positioned on the basis of an attitude or benefit, use or

application, user, class, price, or level of quality. It targets a product for specific market segments

and product needs at specific prices. The same product can be positioned in many different ways.

The figure below is taken from Philip Kotlers book, Marketing Managementpublished by

Prentice Hall.This two-dimensional perception map shows how Kotler analyses the positioning

of an instant breakfast drink relative to variables of the price of the product and the speed of

preparation.

Another common framework for product positioning is taken from a series of questions. You can

position a product using a positioning statement that answers these important questions:

For whom is the product designed? What kind of product is it?


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What is the single most important benefit it offers? Who is its most important competitor? How is your product different from that competitor? What is the significant customer benefit of that difference?

Positioning sins by Microsoft

During the Vista rollout, Microsoft committed several positioning sins. Redmond's

mistakes begin with the deadly transgression of creating a positioning conflict within its own

product lines. It's a surprising mistake. During the history of the Windows 9.X vs. NT product

lines, Microsoft was frequently tormented by customers confused by which product to buy, a

mistake highlighted by the firm's creation of one of high-tech's dumbest ads, the two nags racing

piece which you can see preserved on www.insearchofstupidity.com in the Museum of Stupid

High-Tech Marketing. While 9.X and NT both existed, Microsoft frequently had to explain why

a customer should buy one product over the other when both were called Windows, looked very

much the same, did very much the same thing, and cost pretty much the same. But Microsoft was

lucky in that during this period its chief jousting opponent was IBM and OS/2.

But with Vista Microsoft pointed the lance at its own foot, kicked its marketing war horse into

action, and firmly pinned its toes to the ground. There are no less than six (actually seven,

counting the OEM version. Wait, isn't that eight if you count academic packages? Are we

missing some other variants? Probably. Does Windows CE count?) versions of Vista currently

available for sale:

Vista Starter (which you can't buy unless you live in the Third World, apparently.) Vista Home Basic (which, amazingly, does not include the new UI.) Vista Home Premium

Vista Business Vista Enterprise Vista Ultimate

This plethora of choices leads customers to naturally ask a deadly question: Which one do I buy?

Before, a consumer only had to compare between Windows XP Home and Professional
http://www.insearchofstupidity.com/http://www.insearchofstupidity.com/


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(Windows Media Edition came along too late in the life cycle of the product to become well-

known enough to confuse anyone).

11..33 AAbboouutt GGlloobbaall PPoossiittiioonniinngg aanndd iittss SSttrraatteeggiieess

Positioning is a concept in marketing which was first popularized by AAll RRiieess aanndd JJaacckk

TTrroouutt in their bestseller book PPoossiittiioonniinngg -- aa bbaattttllee ffoorr yyoouurr mmiinndd". According to them

Positioning is what you do to mind of the prospect. They iterate that any brand is valued by the

perception it carries in the prospect or customer's mind. Each brand has thus to be 'Positioned' in

a particular class or segment. Example: Mercedes is positioned for luxury segment, Volvo is

positioned for safety.

The position of a product is the sum of those attributes normally ascribed to it by the consumers

its standing, its quality, the type of people who use it, its strengths, its weaknesses, any other

unusual or memorable characteristics it may possess, its price and the value it represents.

Although there are different definitions of Positioning, probably the most common is: "A

product's position is how potential buyers see the product", and is expressed relative to the

position of competitors. Positioning is a platform for the brand. It facilitates the brand to get

through to the mind of the target consumer.

The position of the brand has thus to be carefully maintained and managed. Example: when

Malboro cut down its prices, its sales dropped immediately, as it began being associated with the

generic segment. Watches like Rolex are positioned as luxury segment watches, thus they being

one of the most expensive have become a symbol for accomplishment in life. If Rolex reduces its

prices, it loses its perceived image and hence is in danger of losing its customers. This differs

slightly from the context in which the term was first published in 1969 by Al Ries and Jack

Trout in the paper"Positioning" is a game people play in todays me-too market place" in the

publication

Industrial Marketing, in which the case is made that the typical consumer is overwhelmed with

unwanted advertising, and has a natural tendency to discard all information that does not

immediately find a comfortable (and empty) slot in the consumers mind. It was then expanded
http://en.wikipedia.org/wiki/Al_Rieshttp://en.wikipedia.org/wiki/Al_Rieshttp://en.wikipedia.org/wiki/Jack_Trouthttp://en.wikipedia.org/wiki/Jack_Trouthttp://en.wikipedia.org/wiki/Jack_Trouthttp://en.wikipedia.org/wiki/Jack_Trouthttp://en.wikipedia.org/wiki/Al_Ries


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into their ground-breaking first book, "PPoossiittiioonniinngg:: TThhee BBaattttllee ffoorr YYoouurr MMiinndd", in which they

define Positioning as "an organized system for finding a window in the mind. It is based on the

concept that communication can only take place at the right time and under the right

circumstances."

PPOOSSIITTIIOONNIINNGG CCOONNCCEEPPTTSSGenerally, there are three types of positioning concepts:

FFuunnccttiioonnaall ppoossiittiioonnss Solve problems. Provide benefits to customers. Get favorable perception by customers and lenders. SSyymmbboolliicc ppoossiittiioonnss Self-image enhancement. Ego identification. Belongingness and social meaningfulness. Affective fulfillment. EExxppeerriieennttiiaall ppoossiittiioonnss Provide sensory stimulation. Provide cognitive stimulation. AAPPPPRROOAACCHHEESS OOFF PPOOSSIITTIIOONNIINNGG ::--TThhee mmaaiinnpositioning strategy is to either developing or reinforcing a particular image for the

brand in the mind of the customer. The main approaches to positioning strategy are:-

CCuussttoommeerrbbeenneeffiittss aapppprrooaacchh.. TThhee pprriiccee--qquuaalliittyy aapppprrooaacchh..


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TThhee uussee oorraapppplliiccaattiioonn aapppprrooaacchh.. TThhee pprroodduucctt uusseerraapppprrooaacchh.. TThhee pprroodduucctt ccllaassss aapppprrooaacchh.. TThhee ccuullttuurraall ssyymmbbooll aapppprrooaacchh.. TThhee ccoommppeettiittoorraapppprrooaacchh..11.. CCuussttoommeerr bbeenneeffiitt aapppprrooaacchh: -This is an important positioning strategy. It involves putting the brand above competitors, based

on specific brand attributes and customer benefit. In the automobiles sector we can see many car

manufacturer give emphasis on different technical aspects such as fuel efficiency, safety, engineperformance, power windows etc. Generally marketers identify positioning in respect of product

characteristics that have been ignored by the competitor. Often we can see that firms attempts to

position their brands along with two or more characteristic simultaneously, this is done to give an

extra edge to the product from its rival and also helps increase the products life cycle. Thus a

single product can solve many problem is the main theme behind the product. Example:: FFiinnaaccllee

bbaannkkiinngg ssooffttwwaarree ssoolluuttiioonnss ooffIInnffoossyyss..

Finacle aass EERRPP ssoolluuttiioonn iinn BBaannkkss


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22.. PPrriiccee qquuaalliittyy aapppprrooaacchh:: --Sometimes brands attempts to offer more in term of service, feature, quality, or performance.

Manufacturer of such brands charge higher prices partly to cover the cost and partly to

communicate the fact that they are of high quality. In fact in the same product category there are

brands, through comparable in qualities, which appeal on the basis of price. For example brands

like Rado and Timex use quality and price positioning technique respectively. Rado competes

for quality and Timex competes for price. It is difficult to use both quality and price positioning

together because there is a risk that high quality-low price positioning technique may infer the

image of the product in the mind of the consumer.

RRaaddoo OOrriiggiinnaall CChhrroonnooggrraapphh

PPrriicceedd aatt UUSSDD 66551166..0000


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TTiimmeexx lluuxxuurryy wwaattcchh pprriicceedd aarroouunndd RRss..11880000

EExxaammppllee ooffpprriiccee qquuaalliittyy aapppprrooaacchh

33.. TThhee uussee aanndd aapppplliiccaattiioonn aapppprrooaacchh:: --In this strategy the product is positioned with ause or application approach. For example: - Largest Mobile manufacturer in the world Nokia

positioned its few variant of N-series mobiles as music phones with enhanced memory and

multimedia capabilities.

NNookkiiaa NN--7700 MMuussiicc eeddiittiioonn NNookkiiaa NN--7733 MMuussiicc eeddiittiioonn

WWiitthh 11GGBB mmeemmoorryy wwiitthh 11GGBB mmeemmoorryy

44.. TThhee pprroodduucctt uusseerr aapppprrooaacchh::--In this approach, the brand identifies and determines thetarget segement for which the product will be positioned. Many brand uses a model or a celebrity


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to position their product. The expectation are that a model or a celebrity is likely to influence the

products image by reflecting their own image to it. For example:- Dabur Chyvanprash is

positioned for all age groups.

55.. TThhee pprroodduucctt ccllaassss aapppprrooaacchh::--This approach is use so that the brand is associated with aparticular product category. This is generally used when a category is too crowded. For

example:- HLL has positioned Dove toilet soap as a cleansing cream product for young womwn

with dry skin and its is positioned as a premium segment toilet soap.

66.. TThhee ccuullttuurraall ssyymmbbooll aapppprrooaacchh::-- The positioning strategy is based on deeplyentrenched cultural symbol. The use of cultural symbol can help to differentiate the brand from

competitors brands. For example:- The positioning technique of MMaarrllbboorroo cigarettes use the

image of typical American cowboy .

MMaarrllbboorroo ggiivveess iittss cciiggaarreettttee bbrraanndd aa AAmmeerriiccaann ccoowwbbooyy iimmaaggee

EExxaammppllee ooffccuullttuurraall ssyymmbbooll aapppprrooaacchh


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77.. TThhee ccoommppeettiittoorr aapppprrooaacchh::-- Many brands use competitor as a dominant plank in theircampaign. These brands are positioned following its competitor. This is an offensive strategy.

DDIIFFFFEERREENNTT PPOOSSIITTIIOONNIINNGG PPLLAANNKKSS // BBAASSEESS::--Different types of positioning planks/bases are used by the marketers are:-

11.. EEccoonnoommyy::-- Product positioned toward a particular segment keeping in mind iteconomy.Example-MMaarruuttii 880000,, TTaattaa NNaannoo,, NNiirrmmaadetergent powder etc are positioned for the

economy segment

2. BBeenneeffiitt::-- Product positioned with some beneficial features. Example-CCoollggaattee ttoottaall,,CClliinniicc pplluuss etc.

3. GGeennddeerr::- Product positioned for a particular segment. Example- SSccoooottyy PPeepp,, TTiittaannRRaaggaa.

44.. Luxury and exclusiveness:- Product or services positioned toward luxury segment.Example-TTaajj ggrroouupp ooffhhootteell,, MMeerrcceeddeess BBeennzz EE--ccllaassss eettcc..

Mercedes Car -- symbol of luxury and exclusiveness


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The number of relevant parameters is normally low. Most often, they can be described with a

two- or three-dimensional matrix. This tool to visually depict customers perceptions of a

product and its position is called perceptual mapping.

Normally, most suppliers in a market or in a market segment will be positioned along the

diagonal. This diagonal is called the Value-Equivalence-Line (VEL), since value and price are

balanced there.

In our example, product A is positioned unfavourably. It is too expensive for the mass market

and its quality is not good enough for the premium segment. In general, there are the following

strategies for repositioning; however, their feasibility will depend on the particular situation.

CChhaannggee tthhee rreellaattiioonn ooff pprriiccee aanndd qquuaalliittyy ffoorr tthhee eexxiissttiinngg bbrraanndd;; ee..gg.. pprroodduucctt rreellaauunncchh wwiitthh

iimmpprroovveedd cchhaarraacctteerriissttiiccss


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CChhaannggee tthhee rreellaattiioonn ooffpprriiccee aanndd qquuaalliittyy bbyy iinnttrroodduucciinngg aa nneeww bbrraanndd;; ee..gg.. iinnttrroodduuccttiioonn ooffcclloonnee uunnddeerraacchheeaapp bbrraanndd oorraa rreettaaiilleerrss oowwnn bbrraanndd

AAlltteerrbbeelliieevveess aabboouutt tthhee bbrraanndd;; ee..gg.. iimmaaggee ccaammppaaiiggnn,, ccrreeaattiioonn ooffaahhyyppee AAlltteerrbbeelliieevveess aabboouutt ccoommppeettiittiivvee bbrraannddss;; ee..gg.. ccoommppaarriinngg aaddvveerrttiisseemmeennttss AAlltteerr ccuussttoommeerrss rraannkkiinnggss ooff iimmppoorrttaanntt ffaaccttoorrss;; ee..gg.. ffooccuuss oonn aaddddiittiioonnaall ffeeaattuurreess aannddcchhaarraacctteerriissttiiccss ((eexxaammppllee:: ccaarr mmaannuuffaaccttuurreerrss ffooccuuss oonn vveerryy ddiiffffeerreenntt pprroodduucctt cchhaarraacctteerriissttiiccss iinn

tthheeiirrccoommmmeerrcciiaallss,, ffoorriinnssttaannccee sseeccuurriittyy,, ffuueell ccoonnssuummppttiioonn,, iimmaaggee,, lluuxxuurryy iinntteerriioorr,, ffuunn))

IInnttrroodduuccttiioonn ooffnneeww oorrnneegglleecctteedd aattttrriibbuutteess;; ee..gg.. pprroodduucctt rreellaauunncchh wwiitthh nneeww ffeeaattuurreess tthhaatt aarreenneeww ffoorrtthhee wwhhoollee mmaarrkkeett sseeggmmeenntt..

When planning such activities it is critical to think about possible reactions of competitors. A

shift of a product into a more favourable position in the price-quality-map above the diagonal

(e.g. into position B) will normally lead to in shift of market shares in favour of this product.

Competitors could react with a reduction of general price level, thus moving the VEL to the left.

Product B would lose its superior position.

Moreover, it is advisable to keep in mind that customer and their individual preferences of a

price-quality-combination are not distributed equally along the VEL. Neglecting the distribution

of customers could lead to the following problems:

Positioning in a segment with very few potential customers (e.g. positioning in a middle-segment in a market where customers prefer either the budget-product or the premium product)

Positioning in a too low or too high price-value-combination (segments a and b in ourexample). This product does not appeal to a large proportion of the market, since customers

either expect a higher quality (a) or are not willing to pay that high price.

SSTTEEPPSS FFOORRPPOOSSIITTIIOONNIINNGG AA PPRROODDUUCCTT


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Dibb et al recommend the following steps for determining and implementing the positioning of a

product. Although they focus on new product development, these steps are applicable to a

relaunch with new features or for a repositioning of an existing product too.

11.. DDeeffiinnee tthhee sseeggmmeennttss iinn aa ppaarrttiiccuullaarrmmaarrkkeett..22.. DDeecciiddee wwhhiicchh sseeggmmeennttss ttoo ttaarrggeett..33.. UUnnddeerrssttaanndd wwhhaatt tthhee ttaarrggeett ccoonnssuummeerrss eexxppeecctt aanndd bbeelliieevvee ttoo bbee tthhee mmoosstt iimmppoorrttaannttccoonnssiiddeerraattiioonnss wwhheenn ddeecciiddiinngg oonn tthhee ppuurrcchhaassee..

44.. DDeevveelloopp aa pprroodduucctt ((oorrpprroodduuccttss)) tthhaatt ccaatteerrssppeecciiffiiccaallllyy ffoorrtthheessee nneeeeddss aanndd eexxppeeccttaattiioonnss..

55.. EEvvaalluuaattee tthhee ppoossiittiioonniinngg aanndd iimmaaggeess,, aass ppeerrcceeiivveedd bbyy tthhee ttaarrggeett ccuussttoommeerrss,, ooff ccoommppeettiinngg

pprroodduuccttss iinn tthhee sseelleecctteedd mmaarrkkeett sseeggmmeennttss..

66.. EEvvaalluuaattee tthhee mmaarrkkeett lleeaaddeerrss ppoossiittiioonn;; lleeaaddiinngg bbrraanndd tthhaatt ooccccuuppiieess aa ssppeecciiaall ppoossiittiioonn iinn tthhee

ccoonnssuummeerrss mmiinndd ((ccaaddbbuurryyss iinn cchhooccoollaatteess));; ootthheerrbbrraannddss hhaavvee ttoo nneecceessssaarryy rreellaattee tthheemmsseellvveess iinn

ssoommee wwaayyttoo tthhee lleeaaddeerrss ppoossiittiioonn;; tthheeyy ccaannnnoott iiggnnoorree tthhee ppoossiittiioonn ooff tthhee lleeaaddeerr,, nnoorr wwiisshh iitt

aawwaayy..

77.. SSeelleecctt aann iimmaaggee tthhaatt sseettss tthhee pprroodduucctt aappaarrtt ffrroomm tthhee ccoommppeettiinngg pprroodduuccttss,, tthhuuss eennssuurriinngg tthhaatt

tthhee cchhoosseenn iimmaaggee mmaattcchheess tthhee aassppiirraattiioonnss oofftthhee ttaarrggeett ccuussttoommeerrss..

8. IInnffoorrmm ttaarrggeett ccuussttoommeerrss aabboouutt tthhee pprroodduucctt ((pprroommoottiioonn))..

PPRROODDUUCCTT PPOOSSIITTIIOONNIINNGG AANNDD BBRRAANNDD PPOOSSIITTIIOONNIINNGG


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It is essential to understand the relationship betweenproduct positioning and brand positioning.

The two terms are synonymously and interchangeably used, technically they are different.

Product positioning denotes the specific product category / product class in which the given

product is opting to compete. And brand positioning denotes the positioning of the brand viz-a-

viz the competing brands in the chosen product category.

IISSSSUUEESS IINN PPRROODDUUCCTT PPOOSSIITTIIOONNIINNGGThe main issues in product positioning are:

11.. WWhheerree iiss tthhee nneeww ooffffeerrggooiinngg ttoo ccoommppeettee?? AAss wwhhaatt??22.. WWhhiicchh pprroodduucctt ffuunnccttiioonn//ccuussttoommeerrnneeeedd iiss iitt ttrryyiinngg ttoo mmeeeett??33.. WWhhaatt ootthheerr pprroodduucctt ccaatteeggoorriieess sseerrvvee tthhiiss nneeeedd?? IInn ootthheerr wwoorrddss,, wwhhaatt aarree tthhee ssuubbssttiittuutteepprroodduuccttss tthhaatt sseerrvvee tthhee ssaammee nneeeedd??

44.. WWhheerree tthhee rreeaall ggaapp iiss,, wwhheerree iiss ssuucchh aa nneeww ooffffeerrwweellccoommee aanndd wwaanntteedd bbyy tthhee mmaarrkkeett??55.. WWhhaatt aarree tthhee ccoommppaannyyss ccoommppeetteenncciieess ttoo ffiigghhtt hheerree??In fact, these are the issues the firm agitates in target market decision selection too. The linkage

is only natural because in product positioning, the firm is actually bridging the product offer with

the right target market.

IISSSSUUEESS IINN BBRRAANNDD PPOOSSIITTIIOONNIINNGGTThhee iissssuueess iinn bbrraanndd ppoossiittiioonniinngg aarree::--

11.. WWhhiicchh aarree tthhee ccoommppeettiinngg bbrraannddss iinn tthhee cchhoosseenn pprroodduucctt ccaatteeggoorryy??22.. WWhhaatt aarree tthhee uunniiqquuee ccllaaiimmss//ssttrreennggtthh oofftthhee vvaarriioouuss bbrraannddss??33.. WWhhaatt ppoossiittiioonn ddoo tthheeyy eennjjooyy iinn ccoonnssuummeerrss eevvaalluuaattiioonn aanndd ppeerrcceeppttiioonn??44.. AAccccoorrddiinngg ttoo tthhee ccoonnssuummeerr rraattiinngg ooff tthhee bbrraannddss,, iiss tthheerree aa wwiiddee ggaapp iinn eexxppeeccttaattiioonnppeerrffoorrmmaannccee?? WWhhaatt kkiinndd ooffaa pprroodduucctt//nneeww aattttrriibbuuttee//nneeww ffuunnccttiioonnss wwiillll aattttrraacctt tthhee ccoonnssuummeerr??

55.. WWhhaatt iiss tthhee mmoosstt ffaavvoouurreedd ppoossiittiioonn aanndd yyeett vvaaccaanntt??66.. CCaann tthhee nneeww bbrraanndd ccllaaiimm tthhee nneeeeddeedd ddiissttiinnccttiioonn aanndd ttaakkee tthhee ppoossiittiioonn aanndd ssaattiissffyy tthhaattnneeeedd??


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CCRRIITTEERRIIAASS FFOORRSSUUCCCCEESSSSFFUULL PPOOSSIITTIIOONNIINNGGCCeerrtain criteria are needed to be fulfilled for successful positioning are:-

aa.. CCllaarriittyy:: -- While positioning its brand the firm must be able to position itself in bothdistinct value, proposition, and to its target audience.

bb.. CCoonnssiisstteennccyy:: - Consistency in positioning means keeping the positioning plank/basesintact for longtime. Planks should be carefully chosen while positioning. But it does not mean

that the firm must change its positioning bases even though its survival is at stake. The firm must

be flexible to the changing environment.

cc.. CCrreeddiibbiilliittyy:: --The firm must deliver trustworthy and believable value proposition. Thereshould be perfect match between promise and action.

d. CCoommppeettiittiivveenneessss:: -- FFoorr surviving in this competitive and changing environmentinnovative resources, talent pool, competitive advantage, strong financial backup etc are very

important.

Customer value and the organization

Todays customers are highly sophisticated and confident in their own ability to decide

between products and suppliers offers; these days they need much less brand reassurance to

validate their choices. In most markets, the customer can choose between a large number of

high-quality products made by renowned companies. In the modern economy, value is no longer

exclusively created by marketers branding what their organization wishes to produce. From the

customers point of view, value is created when the benefits (perceived quality) they receive

exceed the costs of owning it (perceived sacrifice). These components of customer value can be

disaggregated further into the benefits derived from the core product and customized service

against the purchase price and the consumers transaction costs. In many consumer goods

markets, brands can no longer command premium prices or even shelf space by virtue of

advertising-generated awareness and affinity since the price of a brand is no longer what

customers pay for it.


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The real price includes everything the customer has to do to realise its value: time and money

spent searching for the right product and sales outlet, travel and purchasing costs, consumption

and disposal costs (Mitchell, 1998).

If you have a particular product or service, then you want people to think of you when they think

of buying the kind of product or service you sell. In India there are few stores that hold a strong

positioning in the mind of the consumers. In other countries, there are special stores where you

can go only to go to do your laundry. There are special stores where you can go only to "Xerox".

There are special stores that are dedicated only for the buying of candles, perfumes etc. These

stores have a strong positioning in the minds of the consumers. When the consumer thinks

candles he goes to the candles store. When the consumer thinks "Xerox" he goes to the copying

stores.

Positioning has to be specific. The more specific, the better will the positioning. For

example, consider three stores:

A huge shopping complex that also has a foot ware department A store specially dedicated to foot ware A store specially dedicated to womens foot ware.

If a woman was to think about buying new shoes and she knew about these above stated options,

then she would most likely go to the third store. That is the store that will come to her mind

when she thinks about buying shoes.

People are more likely to trust specialists than generalists. If you are to have an open heart

surgery, who would you trust, a general surgeon or a specialist heart surgeon?

This is what positioning is all about. Its about finding a place in the minds of the consumers.

Making the consumers think of you when they want something you are selling. The best way to

achieve this is to clearly differentiate yourself from you competition in what you are offering and

clearly tell the consumer exactly what you are offering.


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How is positioning related to product management?

Many products are essentially the same thing. There may be hundreds of different detergents.

However, all the detergents essentially do the same thing. They clean the clothes. Still all the

detergents are sold telling the consumer many different things. Detergents are sold telling the

consumer that their clothes will be whiter if the use this detergent. Some detergents are sold

telling the consumer that the color of the clothes will be retained or that the clothes will have a

fresh smell etc. This is basically product management for positioning.

As discussed, in positioning the marketer tries to occupy a place in the mind of the consumer.

Once the marketer decides the place he wishes to occupy, he has to change his product to reflect

the position he has chosen.

To get a complete idea consider this, suppose that there is a store selling pizza. However, the

store is not doing that well in comparison to the pizza selling giants. So the store identifies who

its target market is.

It sees that maybe its target market might find it convenient to have the pizza home delivered

quickly. So it decides to position itself in the minds of the consumers as the "quick home

delivery of pizza" store. Next the store changes its pizza and the packaging, labeling, brand

name, price, distribution policy etc. to represent its home delivery of pizza positioning.

Finally it launches an advertising campaign to tell the people about its unique offer and position

its self in the minds of the consumers. Sales go up and the store grows. This is more or less the

story of how Dominoes came to be.

TEN MAJOR RULES IN PRODUCT POSITIONING

a. Establish a definition of positioning,

b. Keep it simple,

c. Make it unique,

d. Excavate product benefits and market needs,


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e. Construct a credible position,

f. Ensure strong support by starting early,

g. Follow the market dynamics,

h. Make positioning visible in all communications,

i. Quantitavely test alternative positioning options,

j. Do not test the positioning statement itself.

1.4 Scope of Study

Product positioning is derived from segmentation and similar marketing studies. Research of this

type will determine the different reactions of distinct and measurable groupings of consumers.

Some will have a high level of enthusiasm, others will be indifferent. The largest grouping

returning a favorable opinion is then selected as the target market; the marketing message is

tailored to appeal most specifically to this group and will be shown most frequently in media this

group routinely uses. Positioning, of course, may extend to several secondary groups as well, so

that a product may be launched with somewhat different emphases and approaches in different

media depending on who is watching, listening, or reading. Positioning becomes a very complex

process in that attempts are made to coordinate all aspects of the symbology, to echo the very

words people used in focus groups, and to select those images, packages, and lifestyle linkages

identified earlier.

1.5 Objectives of Study

The main objective of the study is to understand Global Positioning and the present position of

the banking software of Safe software and Integrated solution Palakkad, kerala.

Global Positioning is an important activity because:

1. It gives the customers and consumers of a business a specific reason to choose that businesss

products or services over competition.

2. It gives the organization a clear and visible point of reference.


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The research was designed to:

enable Safe to have a better understanding of its existing position in the market

identify and test new routes for moving the brand forward

check the effectiveness of the chosen route.

Study Includes :

1. Study about the customers.

3. Study the problem - What is the problem safe need to solve

4. Define the secondary problem or other symptoms of the problem

5. Emotions - List the emotions of the customer as they think about the problem. What is the

primary emotion associated with the pain?

6. Market characteristics - Breakdown the characteristics of your primary customer. What do

they buy? How do they buy it? What are their hot buttons? What do they worry about when

they think of their competition?

7. Channels - Describe the other companies that the customer works with in solving similar

problems. Decide if these companies are good partners for you. What is their primary

business? How are their sales people compensated? What is their biggest pain at this moment.

What can your product offer them?

8. Elevator pitch - Describe the customer, their pain, and how you solve it differently then

anything else on the market. Provide just enough information for the listener to want to know

more. Target the message to your primary customer and bring their emotions into the pitch.

9. Competitors - List your competitors and their strengths and weaknesses in comparison to

your offering.


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CHAPTER 2

2.0 PROFILE

2.1 Industry Profile

History of Global Positioning

Positioning is perceived by some researchers as the last stage, after product and image

stages, in the historical development of marketing communications. According to this view, the

product cycle is more dominant in late 1950s and early 60's, the basic features of this stage are

being less competitive, and each product is seen as almost a discovery. At this some stage

'unique sales proposal' (USP) strategy had complete domination. In USP strategy the product

features and benefits become the most important stuff in communications themes. Period ofimage is known to emerge when me too products are developed against the powerful market -

leading brands. This new entrant to the market products strived to hold with the market with their

image, the company's image is placed on the focus of communication efforts.

Some examples about market positioning or product position in the market can be given: Vakko

is fashion'; 'Dress from Beymen, and you will be noticed'; Avis, one of the world's famous U.S.

rental companies, applied a positioning against its larger rival Hertz, 'in this field we are the

second, therefore, we exert more efforts, in such a market that giant cola beveragemanufacturers prevail, '7-UP ' firm of the United States, presents itself as 7 -UP, un-cola

beverage (highlights its discrepant aspect).

The concept of positioning / perspective was firstly appointed to the marketing communication

agenda by Ries and Trout (1972-1978). In 1972 Jack Trout and Al Ries released their articles

describing the basic positioning approach in Advertising Age. In 1978 they published an article

about 10-year assessment of their approach. Based on these two articles, the concept of

positioning features can be summarized under these headings.

Market position of a product in this case, is its relative location in customer's mind among

opponent products. Positioning can be formed according to the specific features, benefits or the

usage of the product, and also a positioning can be developed as directly against the major

opponent or as being different from the opponent.


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Strategies that worked in the past have lost validity. Competition is increasing and with

improving communication and the increasing, noise communication has become ineffective. In

this ambiance, which Ries and Trout call communication jungle, one must be selective and, head

towards narrowed goals.

With increased communication volume, consumers took a defensive-mind position. Lots of

information presented are being denied by customers which makes communication ineffective.

In general, the consumer mind uses the information which match previous knowledge and

experience.

Positioning, as a new approach, creates a full change of the mind of consumers, so that it brings

the acception of what is configured in the consumer's mind and work on this stuff.

The factual expression in advertising text strategy has lost validity. In 70s, this sense of

creativity had no meaning. A basic positioning description must be defined clearly with a poetic

and artistic style. 'In positioning period, the key to success is avoiding the wrath of creativity for

simple and clear positioning statements. '

In positioning phase, the importance of the company's and its products name (brand) will

increase even more. The ensured position for the brand is to be protected.

To determine the positioning strategy, first, it is necessary to identify the properties and the

images of each of the major rivals completely and correctly. Then, the business will determine its

position for its products, at this point, it must put forward the combination of the benefits of

customers that are not offered by competitors but are desired by the target market. So, customers

will be affected by emphasizing the advantage of buying their companys products, not the

opponents. of them the that why opponents of the customers, not products, to buy their products

that are highlighted for their benefit, they will be affected. In other words, in the beginning, for

the goods or services to be presented to the market, it must be determined by the managementthat what kind of differences and superiorities they would have, 'why they should be preferred

against competitors, systematically and as a strategy planning.

Ries and Trout's positioning approach explains the role of competitors with resembling

marketing and war each other. Ries and Trout indicate that without taking competitors into


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consideration the war of marketing cannot be won. They developed this concept in books

('Marketing Warfare', 'Battle of Your Mind'), and recommended marketers to read war history

and famous commanders. Another important assumption of the positioning approach is that

many products are perceived/evaluated with others-competitors. At the same time as a result of

developing communication, the impact of communication is reduced for the consumers under the

bombardment of messages. Additionally, it will not be realistic to tend to consumers who do not

demand much information. As a result of all these assumptions, real differences of a product will

be revealed with positioning.

The concept of positioning, with its emergence has been a great interest. Today, in marketing

communication applications and in academic circles it still has importance in maintaining its

freshness. Ries and Trouts basic approach to positioning has been basis for later developed

definitions and approaches and has changed very little.

This general framework of positioning approach is also the messenger of the important position

of the brand today. Positioning as a process making marketing functions easy, is a strategic tool

that can be applied at macro and micro levels. Positioning is a process that tries to identify

consumers' perceptions, attitudes and product use patterns in order to determine the best place for

product or organization from the point of competitive conditions and company opportunities.

Because product or market positioning is dependent on the attitudes of the target market,

marketing management, either tries to change product specifications according to that attitudes,

or tries to change the attitudes of the market. In general, changing goods is easier and cheaper

than changing

consumers. But sometimes the attitude of the market is so negative that the product may be

required to re-position. For example, for Czech "Skoda" brand cars, it was hard to break the

impression that they have former Eastern European origin, the company did not want the bad

workmanship and unreliable perception of 'Yugo', 'Lada', and 'Poliski Fiat' cars. Skoda makesso much effort for its customers to realize that Volkswagen bought its company and its cars are

very much like of Volkswagen's.


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Positioning, especially with the market segment of products, can be defined as placing the

product into the consumers reference frame of product category. Ideally, it is accepted that all

marketing / communication plans should include a positioning strategy.

This strategy includes,

(a) Positioning objectives,

(b) The product's positioning statement

(c) The positioning of any featured benefit on the target consumers,

(d) An understanding of this position in the market.

Positioning tries to obtain new positions in the minds of consumers and to move the products

into new positions. Thus, developing a superiority over competitors is intended. This is

especially important in high competitive conditions and in markets with mobility barriers.

In 1983, when Swatch company of Switzerland produced very colorful, and everyone can buy

watches, it changed the concept of what the customers see when they look at watches. The

company positioned watches as "fashion accessory and brought up an innovation in the

distribution through segmented and high in quality stores. Swatch's success led Timex, Seiko and

other firms search on consumer preferences more. For example, in 1996, Timex launched Indiglo

watches which have lighted dials in Turkey.

2.2 Company Profile

SAFE SOFTWARE AND INTEGRATED SOLUTION Pvt Ltd , Palakkad, has been in

the Co-operative Banking Computerization field for the past 16 years. Now they are one of the

leading Private Limited companies providing Total Solution (Banking Software, system

software, computer hardware, networking, training & Consultancy) for computerization in Co-

operative Banking Sector in Kerala. Their expertise in Software, Hardware & Networking

Maintenance reach many satisfied customer Banks in all over kerala and Andaman nicobar .

Most of their customer- Banks are looking for single point maintenance for their Software,

Hardware and Networking related problems. They confidently took up this responsibility and

satisfactorily provided Total Computer Solution to all their Customers. they have full-fledged


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and well-equipped computer software, hardware and network training and maintenance facility

in Palakkad town. Safes training and maintenance centre has a group of highly qualified and

experienced personnel.

2.2.1 History of the Organization

The Company being a Specialized and Complete Banking Solution Provider has Heads,

Skilled Professionals having Experience of more than 30 years in Banking and Auditing and

more than 13 years of Experience in Co-operative Banking Computerization and cater all the IT

requirements of Banks.

Established in 1993 in Palakkad.

Started as a Cooperative Banking Software Development Company. Support Centers at Kochi,Thrissur, Kannur ,Kahjanjad and Kasargod. Full-fledged Software Development & High-end HW/SW Maintenance Centers. High-end Software, Hardware and Networking Training Centers in Palakkad. Leading Total Solution Providers in Co-operative Banking Sector in Kerala. More Than Thirteen Years of Experience in Cooperative Banking computerization. Fastest Growing Total Solution provider. Highly Professional and Dedicated Personnel.Operating in Kerala and Outside.

Total Solution Providers

They have been in the Co-operative Banking Computerization field for the past 16 years. Now

they are one of the leading Private Limited companies providing Total Solution (Banking

Software, system software, computer hardware, networking & Consultancy) for computerization

in Co-operative Banking Sector in Kerala. Their expertise in Software, Hardware & Networking

Maintenance reach more than 100 satisfied customer Banks in Palakkad, Trichur and Kannur.

Most of their customer- Banks are looking for a single point maintenance for their Software ,

Hardware and Networking related problems. Safe confidently under took this responsibility and

satisfactorily provided Total Computer Solution to all their Customers. They have full-fledged

and well-equipped computer software, hardware and network training andmaintenance facility

in Palakkad town. Their training and maintenance centre has a group of highly qualified and


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experienced personnel. Also, Safe make available to their clientele all standard computer

hardware, peripherals and stationary items at very competitive rates.

2.2.2 Vision

Our vision is to become reliable and cost effective it solution providers and it enabled service

providers in India.

Values

Values are beliefs which your company tries to put into practice. These values guide your

employees throughout their daily tasks. You should ask, "What are the basic beliefs that we share

as a company?

SAFE Core Values

Valued, empowered and informed people make it happen

Honesty and integrity guide all our actions and relationships

We value, support and contribute to the growth of our communities

SAFE Competitive Values

Innovation and quality are core to our existence

The market and our customers drive our business

Customer satisfaction is the measure of our success

The Business Statement

The Business Statement outlines the methodology your organization chooses to accomplish its

purpose. Specifically, you must answer, "What will we do to complete our mission?".

2.2.3 Mission

To be the most preferred Total Solution Provider delivering High-end TBA and a suite of value -

added services to Co-operative Banking Our mission is to provide best custom software solutions

for our customer requirement, correct hardware solutions and quality customer support always

combining the latest in technology with best practices and methodologies for on-time delivery of

high-quality, cost-effective, and user-efficient products. which in turn : Enhances Co-operative

institutions competitiveness and ability to capitalize on customer opportunities Improves

customer service and retention Helps the institution develop more profitable, long-term customer


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relationship Increases lead referral volume by turning everyday customer interactions into

revenue generating opportunities Delivers incremental revenue from day-one! Also we intend to

be one of the most preferred destination for all outsourced IT activities like consultancy,

documentation and software development.

2.2.4 Quality policy

Quality is doing things first

We at SAFE are committed to ensure Continuous Customer Delight by maintaining International

Standard in quality in our solutions and services and delivering them in Right time and at Right

cost through Continuous Improvement in all our activities and following Ethics and Good

Business practices.

We are committed to these objectives:

Total customer satisfaction (Measured by customer feedback).

Increasing skill levels of all employees (Enhancing employee ability to perform within the

QMS).

Involving employees in workplace decisions (Individual initiative to improve the QMS).

Creating partnerships with our suppliers (Working closely with our suppliers to meet our

customers needs).

2.2.5 AN ISO 9001:2008 CERTIFIED COMPANY

ISO 9001:2008 is the standard that provides a set of standardized requirements for a

quality management system, regardless of what the user organization does, its size, or

whether it is in the private, or public sector. It is the only standard in the family against which

organizations can be certified although certification is not a compulsory requirement of

the standard.


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The other standards in the family cover specific aspects such as fundamentals and

vocabulary, performance improvements, documentation, training, and financial and

economic aspects.

Why SAFE implemented ISO 9001:2008

Without satisfied customers, an organization is in peril! To keep customers satisfied, the

organization needs to meet their requirements. The ISO 9001:2008 standard provides a tried

and tested frameworkfor taking a systematic approach to managing the organization's

processes so that they consistently turn out product that satisfies customers' expectations.

How the ISO 9001:2008 model works

The requirements for a quality system have been standardized - but many organizations like

to think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say,

on the one hand, a "Mr. and Mrs." enterprise, and on the other, to a multinational

manufacturing company with service components, or a public utility, or a government

administration?

The answer is that ISO 9001:2008 lays down what requirements your quality system must

meet, but does not dictate how they should be met in any particular organization. This

leaves great scope and flexibility for implementation in different business sectors and

business cultures, as well as in different national cultures.

Checking that it works

1. The standard requires the organization itself to audit its ISO 9001:2008-based qualitysystem to verify that it is managing its processes effectively - or, to put it another way, to check

that it is fully in control of its activities.


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2. In addition, the organization may invite its clients to audit the quality system in order togive them confidence that the organization is capable of delivering products or services that will

meet their requirements.

3. Lastly, the organization may engage the services of an independent quality systemcertification body to obtain an ISO 9001:2008 certificate of conformity. This last option has

proved extremely popular in the market-place because of the perceived credibility of an

independent assessment.

The organization may thus avoid multiple audits by its clients, orreduce the frequency or

duration of client audits.The certificate can also serve as a business referencebetween the

organization and potential clients, especially when supplier and client are new to each other,

or far removed geographically, as in an export context.

2.2.6 Specialization in Banking Software

M/s Safe Software & Integrated Solutions Pvt. Ltd., Palakkad, have exhaustive experience in

computerization of District Co-Operative Bank), Co-operative Urban Bank) and Primary Co-

Operative Banks (Kannur, Palakkad, Trichur & Ernakulam) in Kerala. Safe have more than

hundred successful installations to Their credit in Kerala State. Safe have very reliable and time-

tested switching solutions for high-end retail banking. These switching solutions are widelyaccepted by number of large banks and software companies. Safe have detailed the features and

implementation plan of the software in the enclosed manual. Their Banking Software is being

made use of by a number of Co-operative Banks in Palakkad, Trissur, Kannur and Ernakulam

districts.

High-end Banking Delivery Channels

Safe implement switching solutions for high-end retail banking. This technology is widely

accepted by number of large banks and software companies. Safe confidently propose this

relatively inexpensive and highly reliable solution to District Cooperative banks and to Urban

banks for various Retail Banking Delivery Channels like- Any Branch Banking, ATM, Web

Banking and Tele Banking


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Disaster Recovery

Latest requirement in the banking sector is for a reliable and legal DISASTER RECOVERY

plan. Safe have various confirmed and time-tested Disaster Recovery and Backup Solutions for

banking sector, which Safe provide to the end-user through authorized DIGITAL SIGNATURE

Service Providers. Safe also provide complete Data Transfer solutions for inter-branch

consolidation and other activities.

2.2.7 Hardware support center

Safe have the pleasure to introduce their newly organized Hardware Maintenance team. A well-

experienced communications engineer who has number of years of maintenance experience in

the fields of Communications and Computer to his credit heads the team. The team also consists

of an experienced Microsoft Certified Systems Engineers. Their maintenance engineers are

innovative in their attitude and are guided by the latest available maintenance management

techniques to achieve a high level of QOS. Safe have already undertaken Hardware & Network

Annual Maintenance Contract in many Co-operative banks in Palakkad Dist. and have provided

an impressive level of service and reliability to the satisfaction of all Their customer banks.

2.2.8 A Particular Section of the company

SIBS - THE PRODUCT

SIBS HISTORY

Since the early -1990s the market for Co-operative banking Application software has

been one of the major areas of interest for the software vendors. This need has been felt

equally by banking officials resulting in many of software vendors trying to develop Co-

op Banking Software. Unfortunately most of the vendors could not offer any tangible

solutions. The primary reason could be attributed to the lack of knowledge of Co-op

Banking Operations on the part of the software vendors. Secondly there are No

specialized cooperative Banking Software Vendors who has given due importance to


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develop a complete co-operative banking package which brings overall development to

the bank.

Obviously the opportunities exist for a product which meets a wide range of requirements

in the co-operative banking sector. This product should be able to grow, or downsize

dependent for the bank's circumstances and be flexible enough for quick and cost

effective modification. Above all the system has to meet the needs of the individual

banks and be supplied by a company where customer satisfaction takes the top most

priority.

At last a banking software solution that utilizes the latest technology couples with

expertise of banking professionals who have enough experience in co-operative banking

sector has arrived which meets all the accounting, managerial auditing and customer

requirements and which conforms to open system standards.

After scores of software products that lacked the backing of thorough banking knowledge

or good tools and technology, finally here is SIBS. The Complete Co-operative Banking

Software that combines the latest technology with the banking expertise of professionals

who have been with the co-operative banking system for the past 9 years brought to you

by SAFE, a company whose top priority is customer Satisfaction.

With the banks growing business, the need for an exhaustive, scalable and user friendly

software becomes clear. We firmly believe that the IT requirements of the bank will be

successfully catered into by SIBS.

SIBS Features

Banks Overall Development Customer Satisfaction. Complete M.I.S for Analyzing, Decision Making & Administrative Purpose. Up gradation & Implementations of Latest Technologies to increase the overalleffectiveness of the system

Cost Saving through Over All Progress, Minimum Maintenance and IncreasedProductivity


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The Need for a Complete Banking Software Under 3 Tier Client/ServerArchitecture that would take the Bank into 21st Century with Confidence and

Without becoming obsolete or inflexible.

The group has developed a Complete Banking Software Package-SIBS using State-of-the Art

Client/Server Technology. The Product has over 20 Core Modules and Other Add on Modules

covering all the Essential Operations of a Branch and Head Office including

Branch Automation :- Share Capital & Dividend , Deposit (SB,CA, Fixed ), Loans and

Advances, Gold /Jewell Loan , Investment & Borrowings , Suspense Accounting , Bills

Collection ,Clearing Remittance , Cash Credit, Over Draft, Locker, Kurries /Chitties, Cash

Management, Miscellaneous, Inventory /Consumer (Sales,Purchase,Stock) , HO Transaction .

Branch MIS., Loan Recovery & Monitoring System

Head Office Automation :- HO & Consolidation , Pay Roll , Investment &

Borrowing inter Branch and Bank Reconciliation .

Add on Modules :- Performance Monitoring & Resource Management, ALM

Asset Tracking ,Contact Management, Budgeting, Extension Counter , ATM Interface, Internet

Banking, Wap Banking , Tele Banking Interface , Basic Statistical Returns , Balance Sheet

Analysis , Branch Performance., Dispatching. Customer Terminal , Audit Terminal

SIBS Advantages

User Friendly More than 600 Reports (Accounting , MIS & Graphical) Screen Layout Resembles the Normal Banking Transaction Simple Day Begin & Day End Procedure Elimination of Redundant effort Improved Management control Enhanced Customer services Facility to monitor individual customers and accounts Monitoring Systems for Different Sections


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Branch MIS for Performance Analysis Capacity to generate Adhoc Internal reports Automatic generation of MIS & Statutory reports Automatic generation of MIS & Statutory reports Complete MIS

SIBS has a Graphical user interface and uses Multi-tasking capability of Windows. Besides these

it has security features, automated signature verification, photograph storage and retrieval.

2.3 Product profile

1. SIBS

The group has developed a Complete Banking Software Package-SIBS (SAFE

INTEGRATE BANKING SOFTWARE) using State-of-the Art Client/Server Technology.

The Product has over 20 Core Modules and Other Add on Modules covering all the

Essential Operations of a Branch and Head Office

2. SIHAS

SIHAS, SAFE Integrated Hospital Automation Software, The Complete Co-

operative Hospital Software that combines the latest technology with the Hospital

expertise of professionals who have been with the co-operative Hospital system for the

past 5 years brought to you by SAFE, a company whose top priority is customer

Satisfaction.

3. SCHOLAR - Smart school Management System

We recognize that education, knowledge, information and communication are at the core of

human progress, endeavour and well-beingThe success of this system lies in correct knowledge

dissemination process blended with smooth and efficient functioning of management

systemScholarThe Complete School Management system is specially made for Educational

Institutions for hassle free Management of the Institution. It provides a fully automated system

from admission of a student and tracks it up to the TC. Everything in school from academic to


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extra curricular and even health records of the students are constantly a click away in this

software

4. SAMSAttendance Monitoring and Access control are the key factors to be focused for the comfortable

and efficient working of any establishment. This is the area where Smart card/Biometric

solutions play a significant role. SAMS has the advantage of both these interfaces for achieving

this purpose.The Payroll section will use the data collected through the attendance monitoring

system to calculate the pay of each employee.

Features

Employee Registration ,Shift pattern creation, Maintenance of employee wise shifts pattern and

weekly offs ,Automatic attendance Processing ,Monitoring of over time ,Monitoring of

Permissions depending on the company policy.

5. EASY SHOP

Easy Shop is an integrated solution for retail management with Location wise inventory

management, Purchase order generation, Reorder level maintenance and variety of reports.

Easy Shop also takes care of all Stock maintenance on the store and accounts report based on the

purchase, sales and other expenses

6. SMS Solutions

In todays work environment, daily deadlines, appointments and meetings are predictable. And

often, one is hard pressed for time. In such a situation SMS Solution comes as a great

convenience. SMS service allows you to do transactions on your mobile phone without making a

call, using the SMS facility. It keeps you informed about the significant transactions in your

account. All one needs to do is type out a short text message on the mobile and send it out to a

pre-designated number. The response is sent back as an SMS message. With our SMS system,

the mobile becomes a powerful input/output device through which all kinds of transactions can

be performed with assured security and data integrity.


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7. IVRS SolutionsInteractive Voice Response System is a runtime application in the state-of-art communication

system that facilitates 24-hours-a-day, 365-days-a-year communication between Service

Provider and its customers. Customers can make call over a telephone line, and the Service

provider can provide information over the same telephone line. With our IVR, the simple

telephone instrument becomes a powerful input/output device through which all kinds of

transactions can be performed with assured security and data integrity.


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CHAPTER 3

3. RESEARCH METHODOLOGY

A variety of methods of study have been adopted by the researcher to fulfill the objectives of the

study.

In order to have a better study, the researcher chose to become a keen observer,studying the various aspects of the organization.

With a view to understand the crunch of the matter and to find out the groundrealities, the researcher formed a schedule specifically for the set of respondents. The researcher

met the respondents personally, interviewed them and made them to fill the questionnaire.

The researcher has done the research in the following manner;

a) Type of the research undertaken is analytical.b) Technique used is random sampling.c) Sample size taken is 100.d) Sources of data used include both primary as well as secondary data.e) Tool used for the research is questionnaire.f) Plan of analysis are tables and graphs.Data Collection Methods

In this study, the foremost data collection instrument used is the questionnaire method. The

questionnaire has been designed with both open ended and closed ended questions. Apart from

this, the research instrument consists of primary and secondary data collected for the study.

Primary Data:

Here first hand information is obtained by distributing printed questionnaire to the marketing

executives of the company. Data was also obtained from the observation and interview technique

adopted by the researcher. Moreover, information was disseminated by the departmental heads.


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Secondary Data:

Here the information is obtained from the office , books, websites, newsletter, journals,

magazines, newspapers, etc.

SOURCES OF DATA

Primary Data Secondary Data

Questionnaire Newsletter

Observation Journals

Interviews Magazines

Visits to other Newspapers

Companies Information Books

Through Departmental heads Websites


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0

5

10

15

20

25

30

35

40

45

50

Banking Hospitals Others

Respondents

Percentage

CHAPTER 4

4.DATA ANALYSIS & INTERPRETATION

1. Your market area?

Interpretation

45% of the market is in Banking area, 15% from Hospitals and 40% from other market area

Area Respondents Percentage

Banking 45 45

Hospitals 15 15

Others 40 40

Total 100 100


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0

5

10

15

20

25

30

35

40

45

Honesty Reliability Contribution Service

Support

Respondents

Percentage

2.What are the values of your customers?

Merits Respondents Percentage

Honesty 10 10

Reliability 30 30

Contribution 20 20

Service Support 40 40

Interpretation

10% of the customers behave honestly, 30% of the customers are reliable, 20% of the customers

contribute very well and 40% of the customers have the quality of good service support. From

the above table it is clear that Service support is the most important value of the customers.


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0

5

10

15

20

25

30

35

40

45

Reliability Maintenance Service

Support

Customer

satisfaction

Respondents

Percentage

3.What are the most important issues to them as a whole?


Reliability 10 10

Maintenance 30 30


Customer

satisfaction 40 40

Interpretation

30% of the customers feels that maintenance is themost important issues.20% of the customers

feels that service support is the most important issues, 10% of the customers feels that

Reliability is themost important issues.40% of the customers feels that Customer satisfaction is

themost important issues.


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0

5

10

15

20

25

30

35

Service

Support

Product

Features

Security Prize

Respondents

Percentage

5. What do they value above all else in a purchasing decision?



Product Features 28 28

Security 30 30

Prize 17 17

Interpretation

Security plays an important role in the purchasing decision, which they value the most. Prize

value is the least factor in purchase decision.


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0

5

10

15

20

25

30

Front End Back End Windows Security

Respondents

Percentage

5. What are the unique advantages of the product?


Front End 26 26

Back End 24 24

Windows 20 20

Security 30 30

Interpretation

26% feels that front end is the unique advantages of the product.24% feels that front end is the

unique advantages of the product.20% feels that front end is the unique advantages of the

product and 30% feels that security is the unique advantages of the product.


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0

5

10

15

20

25

30

User

friendly

Product

Design

Product

Features

Prize Security

Respondents

Percentage

6. What specifics are they looking for when they look for your type of product?


User friendly 25 25

Product Design 18 18

Product Features 22 22

Prize 15 15

Security 20 20

Interpretation

25% feels that the product is user friendly.18% looks product design.22% of the customers looks

product features.15% of the customers looks Prize and 20% security. User friendly products have

great response compared to other products.


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0

5

10

15

20

25

30

35

Security Operating

system

Service

Support

Prize Database

RespondentsPercentage

7. What are the values they look for in products such as yours? What are the top of

mind questions when you are first contacted?


Security 31 31

Operating system 19 19


Prize 18 18

Database 22 22

Interpretation

31% of the customers look for security of the product.19% looks operating system.20% of the

customers demands good service support .18% of the customers looks Prize and 22%

database.From the above table it is clear that Customers value for the security of the product.

They give more importance to the security of the product


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0

5

10

15

20

25

30

Firm

Experience

Turn over Service

Support

Prize

Respondents

Percentage

8. What concern do they have before purchasing? What problem does the product solve for

the consumer?


Firm Experience 16 16

Turn over 13 13


Prize 23 23

Other installation 23 23

Interpretation

16% of the customers are concern because of firm experience, 13% because of turn over, 25%

because of service support, 23% because of prize and 23% concern about other

installations.They mainly aims the service support to the customers.


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0

5

10

15

20

25

30

Demo Product

integration

Price Service

Support

Respondents

Percentage

9. What is the decision-making process customers use (rational or not)

When they purchase your brand?


Demo 28 28

Product integration 22 22

Price 24 24


Interpretation

28% of the customers use demonstration processes for decision-making to purchase the

product.22% of the customers decide to purchase the product because of product integration.24%

of the customers decide to purchase by knowing the price of the product.26% of the customers

decide to purchase the product by knowing the Service support.


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0

10

20

30

40

50

60

Excellent Average Not satisfied

Respondents

Percentage

10.What does your brand stand for in the customers mind?


Excellent 40 40

Average 52 52

Not satisfied 8 8

Interpretation

40% of the customers feels excellent for the Brand.52% feels average and 8% are not satisfied.

From the above table it is clear that our brand stands average in the customers mind.


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0

5

10

15

20

25

30

35

40

Product

integration

Price Standards

Respondents

Percentage

11. What are your key differentiators?


Product integration 38 38

Price 30 30

Standards 32 32

Interpretation

38% of peoples differentiate the Product with the Integration and 30% of peoples with the price

and 32% of them with the Standards. From the above table it is clear that Product integration is

the key differentiator.


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12.What is your products competition and who are the competitors?


Sesame software

Solution 26 26

Perfect limited 20 20

Accent 5 5

Others 49 49

Interpretation:

There are many other competitors for our product. Among that Sesame software solution shares

26%,Perfect with 20%,Accent with 5%.Others totally shares 49%.

0

10

20

30

40

50

60

Sesame

software

Solution

Perfect

limited

Accent Others

Respondents

Percentage


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0

10

20

30

40

50

60

70

80

90

Respondents Percentage

Banks

Finance enterprise

13.Who will be buying the product?


Banks 85 85

Finance enterprise 15 15

Interpretation:

Banking sectors are the main customers and it shares 85% of volume and Finance enterprise

shares 15%.


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0

10

20

30

40

50

60

70

80

Cooperative banks District co-

operative Banks

Others

Respondents

Percentage

14.Who will be actually using the product?


Cooperative banks 70 70

District co-operative Banks 5 5

Others 25 25

Interpretation:

Cooperative banks are the main users of the product. It shares 70% of the volume and District

cooperative banks with 5% share. Remaining 25% is shared by others.


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0

5

10

15

20

25

3035

40

45

Price lack of awareness promotional

systems

Respondents

Percentage

15.Why wouldnt someone buy the product?


Price 20 20

lack of awareness 38 38

promotional systems 42 42

Interpretation:

Lack of awareness and promotional systems are the main reasons for buying a product. Price is

the secondary reason.


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CHAPTER 5

5. FINDINGS, SUGGESTIONS & CONCLUSIONS

5.1 Findings

The findings indicated that the company SAFE had substantial strengths based on the

reliability of its products and the belief that the company develops new and exciting products.

Research also indicated a clear gap in the market where safe need to improve its marketing skills

. However, the research findings also indicated some weaknesses, in particular:

consumers felt that Safe does not lead on innovation

professionals felt that SAFE did not have as clear a sense of direction as some of its rivals.

The findings therefore presented Safe with the challenge of developing a clear and focused

position for its brand.


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5.2Suggestions

Strong brands begin with strong positioning. And strong positioning begins with

powerful market segmentation. Once we understand the market segments that drive profitability,

we use product positioning in conjunction with market segmentation to maximize your

competitive advantage.

Strategic Insights helps organizations maintain this customer focus by measuring and

tracking customer satisfaction. Our approach combines top-level modeling techniques with

carefully developed, standardized measures of satisfaction and its drivers. Our analysis explores

the roots of satisfaction and dissatisfaction, including the preferences and drivers that influence

the behavior of your current customers, your former customers and your competitors' customers.


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5.3Conclusion

Companies developing their positioning strategies should first determine attributes and

images of competitor companies exactly and accurately. Then they must designate a positioning

strategy for their own produced product. The main purpose is to head towards products that are

not produced by competitor companies but are desired by consumers and carry out a positioning

strategy in this way. What kind of differences products and services offered to target market have

from rival products, their superiorities and preference reasons must be planned thoroughly in the

beginning. Because the market share is too narrow and products are abundantly offered to target

market, it should be always kept in mind that an arduous competition ambiance would arise and

a strategic plan should be put in force accordingly and also brands which had lost their market

share must be repositioned. In further studies, it is thought that it will be proper to make research

on brand positioning strategies and example applications.


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CHAPTER 6

6.BIBILOGRAPHY

MARKETING MANAGEMENT Philip Kotler &

ESSENTIALS OF MODERN Mrityun Joy

MARKETING Banerjee

Gary Amstrong

FUNDAMENTALS OF MARKETING William. J. Stanton

MANAGEMENT Michael. J. Etzel

Bruce. J. Walker

RESEARCH METHODOLOGY C.R. Kothari

MARKETING MANAGEMENT Philip Kotler

www.google.com

www.quickmba.com
http://www.google.com/http://www.google.com/http://www.quickmba.com/http://www.quickmba.com/http://www.quickmba.com/http://www.google.com/


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CHAPTER 7

7.0APPENDIX

7.1 Screenshots

Login


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Splash screen


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MDI


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Marketing Department


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Project Details


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Project evaluation


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Marketing Department


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Project details


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Project evaluation


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7.2 Code Design

Marketing department

PublicClass Enquiry

Dim sql AsNew sqlcommmandsDim cn As OleDb.OleDbConnectionDim sel As OleDb.OleDbCommand

Dim dr1 As OleDb.OleDbDataReader

Dim adapter As OleDb.OleDbDataAdapter

Dim insert, delete, modify AsBoolean

PrivateSub Enquiry_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) HandlesMe.KeyPressIf e.KeyChar = Chr(13) Then

SendKeys.Send("{Tab}")EndIf

EndSub

PrivateSub Enquiry_Load(ByVal sender As System.Object, ByVal e As

System.EventArgs) HandlesMyBase.Loadcn = sql.establishconnection

cmdInsert.Enabled = FalsecmdModify.Enabled = FalsecmdDelete.Enabled = False

EndSub

PrivateSub cmdNew_Click(ByVal sender As System.Object, ByVal e AsSystem.EventArgs) Handles cmdNew.Click

clear_fun()

cmbEnquiry_ID.Items.Clear()cmbMark_ID.Items.Clear()

cmbGender.Items.Clear()cmdInsert.Enabled = TruecmdDelete.Enabled = False

cmdModify.Enabled = FalseDim i AsInteger

i = 1Dim dr2 As OleDb.OleDbDataReaderDim se As OleDb.OleDbCommand = New OleDb.OleDbCommand("select

max(enquiry_id) from enquiry", cn)dr2 = se.ExecuteReader

TryWhileNot IsDBNull(dr2.Read)

cmbEnquiry_ID.Text = dr2.Item(0) + 1

i = 0EndWhile

Catch ex As ExceptionIf i = 1 Then

cmbEnquiry_ID.Text = 1

EndIfEndTry

dr2.Close()


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cmbGender.Items.Add("Male")

cmbGender.Items.Add("Female")

dr1 = sql.fillthedatareader("select mark_id from marketing")While dr1.Read

cmbMark_ID.Items.Add(dr1.Item("mark_id"))EndWhiledr1.Close()

EndSub

PublicSub clear_fun()cmbEnquiry_ID.Text = ""

txtName.Text = ""

cmbGender.Text = ""

txtAddress.Text = ""txtLandNO.Text = ""txtMobileNO.Text = ""

txtEmail.Text = ""cmbMark_ID.Text = ""

txtMarkName.Text = ""

EndSub

PrivateSub cmbMark_ID_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles cmbMark_ID.KeyPress

e.KeyChar = valid.numcheck(Asc(e.KeyChar))EndSub

PrivateSub cmbMark_ID_SelectedIndexChanged(ByVal sender AsSystem.Object, ByVal e As System.EventArgs) Handles

cmbMark_ID.SelectedIndexChangeddr1 = sql.fillthedatareader("select * from marketing where mark_id='"

& cmbMark_ID.Text & "'")

If dr1.Read Then

txtMarkName.Text = dr1.Item("empname")

EndIfdr1.Close()

EndSub

PrivateSub cmdFind_Click(ByVal sender As System.Object, ByVal e As

System.EventArgs) Handles cmdFind.Clickclear_fun()cmbEnquiry_ID.Items.Clear()

cmbGender.Items.Clear()cmbMark_ID.Items.Clear()

cmdInsert.Enabled = False

cmdModify.Enabled = TruecmdDelete.Enabled = True

cmbMark_ID.Items.Clear()dr1 = sql.fillthedatareader("select enquiry_id from enquiry ")

While dr1.ReadcmbEnquiry_ID.Items.Add(dr1.Item("enquiry_ID"))

EndWhile

dr1.Close()EndSub

PublicSub display_fun()


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dr1 = sql.fillthedatareader("select * from enquiry where

enquiry_id='" & cmbEnquiry_ID.Text & "'")

If dr1.Read ThentxtName.Text = dr1.Item("name")

dtpDate.Text = dr1.Item("date")cmbGender.Text = dr1.Item("gender")txtAddress.Text = dr1.Item("address")

txtLandNO.Text = dr1.Item("landno")txtMobileNO.Text = dr1.Item("mobileno")

txtEmail.Text = dr1.Item("email")cmbMark_ID.Text = dr1.Item("mark_id")txtMarkName.Text = dr1.Item("marname")

EndIf

dr1.Close()

EndSub

PrivateSub cmdModify_Click(ByVal sender As System.Object, ByVal e AsSystem.EventArgs) Handles cmdModify.Click

If cmbEnquiry_ID.Text = ""Or txtName.Text = ""Or cmbGender.Text =

""Or txtAddress.Text = ""Or txtLandNO.Text = ""Or txtMobileNO.Text = ""OrtxtEmail.Text = ""Or cmbMark_ID.Text = ""Or txtMarkName.Text = ""Then

MsgBox("Select the desired record", MsgBoxStyle.Exclamation)

Else

Dim choice AsStringchoice = MsgBox("Do you want to modify the record",

MsgBoxStyle.YesNo)

If choice = vbYes Thenmodify = sql.executesql("update enquiry set name='" &

txtName.Text & "',date='" & dtpDate.Value & "',gender='" & cmbGender.Text &"',address='" & txtAddress.Text & "',landno='" & txtLandNO.Text &"',mobileno='" & txtMobileNO.Text & "',email='" & txtEmail.Text &

"',mark_id='" & cmbMark_ID.Text & "',marname='" & txtMarkName.Text & "' where

enquiry_id='" & cmbEnquiry_ID.Text & "'")

MsgBox("Record modified", MsgBoxStyle.Information,"Modification")

EndIf

EndIfEndSub

PrivateSub cmdExit_Click(ByVal sender As System.Object, ByVal e AsSystem.EventArgs) Handles cmdExit.Click

clear_fun()

Me.Hide()EndSub

PrivateSub txtName_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtName.KeyPresse.KeyChar = valid.namecheck(Asc(e.KeyChar))

EndSub

PrivateSub cmbGender_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles cmbGender.KeyPresse.KeyChar = valid.charcheck(Asc(e.KeyChar))

EndSub


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PrivateSub txtAddress_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtAddress.KeyPresse.KeyChar = valid.Char_num(Asc(e.KeyChar))

EndSub

PrivateSub txtLandNO_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtLandNO.KeyPresse.KeyChar = valid.numcheck(Asc(e.KeyChar))

EndSub

PrivateSub txtMobileNO_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtMobileNO.KeyPress

e.KeyChar = valid.numcheck(Asc(e.KeyChar))

EndSub

PrivateSub txtEmail_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtEmail.KeyPresse.KeyChar = valid.emailcheck(Asc(e.KeyChar))

EndSub

PrivateSub txtMarkName_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles txtMarkName.KeyPress

e.KeyChar = valid.namecheck(Asc(e.KeyChar))

EndSub

EndClassProject Details

PublicClass Marketing

Dim sql AsNew sqlcommmandsDim cn As OleDb.OleDbConnectionDim sel As OleDb.OleDbCommand

Dim dr1 As OleDb.OleDbDataReader

Dim adapter As OleDb.OleDbDataAdapterDim insert, delete, modify AsBoolean

PrivateSub Marketing_KeyPress(ByVal sender AsObject, ByVal e AsSystem.Windows.Forms.KeyPressEventArgs) HandlesMe.KeyPress

If e.KeyChar = Chr(13) ThenSendKeys.Send("{Tab}")

EndIfEndSub

PrivateSub Marketing_Load(ByVal sender As System.Object, ByVal e AsSystem.EventArgs) HandlesMyBase.Load

cn = sql.establishconnectioncmdInsert.Enabled = FalsecmdModify.Enabled = False

cmdDelete.Enabled = FalseEndSub

PrivateSub cmbEmp_ID_KeyPress(ByVal sender AsObject, ByVal e As

System.Windows.Forms.KeyPressEventArgs) Handles cmbEmp_ID.KeyPress


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e.KeyChar = valid.numcheck(Asc(e.KeyChar))

EndSub

PrivateSub cmbEmp_ID_SelectedIndexChanged(ByVal sender As System.Object,

ByVal e As System.EventArgs) Handles cmbEmp_ID.SelectedIndexChangeddr1 = sql.fillthedatareader("select * from

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