A

PROJECT REPORT

ON

“MARKETING STRATEGIES OF ABB Ltd.

AT

ABB Ltd, SATPUR MIDC, NASHIK.

SUBMITTED TO

THE UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

BY

Mr. SAMEER S.PARDESHI

Under the guidance of

Prof. N. N. DIGHE

AMRUTVAHINI INSTITUTE OF MANAGEMENT AND BUSINESS ADMINISTRATION

SANGAMNER.

2008-2010

DECLARATION

I, the under signed hereby declare that the project report which is entitled “Marketing Strategies Of ABB Ltd.” written & submitted by me is genuine & bonafide work prepared by me under the guidance of Prof. N. N. Dighe

The information given in this report is based on the data collected by me during the

course of project work. I have not copied from any project report submitted earlier or

being submitted this year for a similar purpose.

I understand that any such coping is liable to be punished in a way the institute authorities

deem fit.

The work has not been submitted for the award for any degree or diploma either to

University of Pune or any other university.

ACKNOWLEDGEMENT

A project report is a synthesis of student’s hard work & the guidance received from

virtue of their senior’s experience. An act of gratitude is that the acknowledgement is,

blessing of well wishes to supporting guidance of their rich experience, which enlightens,

inspires & motivates to do something valuable.

I would like to thanks to Mr. Nilesh Pagare (Marketing Manager) without whose

guidance and support, it could not have been possible to do the assignment on topic like

this.

Last but not the least I express sense of gratitude to Director,

Dr. Mr. R. R. Berad, And my internal project guide Prof. N. N. Dighe. And whole staff

of Institute for their kind help and encouragement in all the phrases from time to time.

Date: Signature

Place: Sangamner SAMEER S. PARDESHI (Marketing)

INDEX

INTRODUCTION

The marketing concept of building an organization around the profitable satisfaction of customer needs has helped firms to achieve success of high growth, moderately competitive markets.

However to be successful in market in which economic growth has leveled & in which there exist many competitors who follows the marketing concept , a well

SR. NO. TOPIC PAGE NO.

Declaration i.

Company/Organization Certificate ii.

Institute Certificate iii.

Acknowledgement iv.

I. Introduction 1-37

1.1 Industry profile

1.2 company profile

1.3 product profile

1.4 Theoretical Background

1.5 Problem identification & Statement

II. Research Methodology 38-44

III. Data Analysis & Interpretation 45-50

IV. Finding And Conclusions 51-53

V. Bibliography 54

VI. Annexure 55

developed marketing strategy is required. Such a strategy considers a portfolio of products & takes into account the anticipated moves of competitors in market.

Strategy — not operational effectiveness — distinguishes winners from losers. In fact, strategy is more important than ever, particularly for organizations that want to differentiate themselves from others. 'When you fail to plan, you're planning to fail,' holds a mountain of truth which explains that without planning you can not decide what you are trying to accomplish. It also explains difference between a marketing strategy and a marketing plan. The minute you begin taking action -- any action -- to generate sales, you have a marketing strategy and the action you take is your strategy.

The marketing strategy covers all the concept of marketing management such as Market research, Market survey, advertising, sales, promotion etc.

OBJECTIVES OF STUDY

1) Explain companywide strategic planning and its four steps. (defining the company mission, setting company objectives and goals, designing the business portfolio, planning marketing and other functional strategies these are four steps.)

2) Discuss how to design business portfolios and develop growth strategies

3) Explain marketing′s role in strategic planning and how marketing works with its partners to create and deliver customer value

4) Describe the elements of a customer-driven marketing strategy and mix , and the forces that influence it.

5) list the marketing management function , including the elements of a marketing plans , and discuss the importance of measuring and managing return on marketing investment.

6) Define the four steps in designing a customer –driven market strategy: market segmentation, market targeting, differentiation, and positioning.

7) List and discuss the major bases for segmenting consumer and business markets

Explain how companies identify attractive market segments and choose a market targeting strategy.

8)Discuss how companies position their products for maximum competitive advantage in the marketplace

.

INDUSTRY PROFILE

ABB in General Way

ABB is a global leader in power and automation technologies that enable utility

and industry customer to improve performance while lowering environmental impact.

The world wide demand for economic growth necessitates innovative and dependable

solution for efficient electric power. ABB’s mission is to meet this demand for

dependable electric energy reliable and sustainable growth, fully respecting

environmental demand.

With over 110 locations and approximately 2,17,000 employees spread across 90

countries in Europe, the America and the asia pacific region. ABB translates its global

strength to benefit customers in local market across different countries through its multi

domestic approach. This approach enables ABB to draw on its global resources, yet adopt

and swiftly respond to individual and specific local demands.

ABB’s organizational structure is divided into two measure groups:

Power Technologies High Voltage Products

Medium Voltage Products

Automation

Transformers

Utility Automation Systems

Power Systems

Automation Technologies Process Automation

Manufacturing

Automation Product

Power Products

Power Products are the key components to transmit and

distribute electricity. The division incorporates ABB's manufacturing network for transformers, switchgear, circuit breakers, cables and associated equipment. It also offers all the services needed to ensure products' performance and extend their lifespan. The division is subdivided into three business units.

Power Systems

Power Systems offers turnkey systems and services for power transmission and distribution grids, and for power plants. Substations and substation automation systems are key areas. Additional highlights include flexible alternating current transmission systems (FACTS), high-voltage direct current (HVDC) systems and network management systems. In power generation, Power Systems offers the instrumentation, control and electrification of power plants. The division is subdivided into four business units.

Automation Products

This ABB business serves customers with energy efficient and reliable products to improve customers' productivity, including drives, motors and generators, low voltage products, instrumentation and analytical, and power electronics. More than one million products are shipped daily to end customers and channel partners, spanning a wide range of industry and utility operations, plus commercial and residential buildings.

Process Automation

The main focus of this ABB business is to provide customers with integrated solutions for control, plant optimization, and industry-specific application knowledge. The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp and paper, metals and minerals, marine and turbocharging. Key customer benefits include improved asset productivity and energy savings.

Robotics

ABB is a leading supplier of industrial robots - also providing robot software, peripheral

equipment, modular manufacturing cells and service for tasks such as welding, handling,

assembly, painting and finishing, picking, packing, palletizing and machine tending. Key

markets include automotive, plastics, metal fabrication, foundry, electronics, machine

tools, pharmaceutical and food and beverage industries. A strong solutions focus helps

manufacturers improve productivity, product quality and worker safety. ABB has

installed more than 160,000 robots worldwide.

Company profile

ABB India History

The Company was incorporated on 24th December 1949 as Hindustan Electric

Company Limited. In 1965, the Company’s name was changed to Hindustan Brown

Boveri Limited (HBB). Pursuant to the Scheme of Amalgamation of Asea Limited with

HBB with effect from 1st January 1989, the name was further changed to Asea Brown

Boveri Limited (ABB) with effect from 13th October 1989.

ABB’s power generation business was globally transferred into the new 50-50 JV

with Alstom in 1999. In India the power generation business has been demerged and

transferred to ABB Alstom Power India Ltd. with effect from 1st April 1999. In

consideration of the transfer of the power business, each shareholder of ABB has been

allotted one share in ABB Alstom Power India Ltd. for every share held in the company.

Capital: The Authorised Share Capital of the Company is Rs.500,000,000 and the paid-up

share capital of the Company as at the end of the financial year ended 31st December

1999 is Rs.414,183,560, consisting of 41,418,356 Equity Shares of the face value of Rs

10each.

ShareholdingPattern: Asea Brown Boveri Limited, India, is a partly owned subsidiary of ABB Asea

Brown Boveri Limited, Zurich, Switzerland (ABBZH). ABBZH and Fläkt AB, Sweden, a

100 percent subsidiary of ABBZH, hold 50.99% of Equity Shares in the Company. The

balance stake is held by: FIs 22.14%, FIIs 3.63%, MFs 2.32, Non-resident Individual

0.08%, Nationalised Banks 0.15%, Bodies Corporate 0.93%,Directors and their relatives

0.01%, NSDL (Transit) 1.95% and General Public 17.8%.

ABB INDIA LOCATION

ABB Operations in India include 14 MANUFATURING facilities and over 6500

employees . Customers are served through extensive countrywide presence with around

30 MARKETING OFFICES , 8 SERVICE CENTERS , 3 LOGISTICS WAREHOUSE

and a network of over 750 channel partners . The ABB Group is increasingly leveraging

the India operations for projects , products, services, engineering, and R& D . Also as

part of ABB new regional approach, India has been designated as the hub of the south

Asia region .

ABB continues to bring value to customers in India through leading edge

technologies, domain expertise and project execution abilities . The company product

focus continues in the form of portfolio expansion and market penetration.

To meet growing demand , capacity of existing plants many new manufacturing

unites have been set up across the country.

Some recent ones includes a new motors plant and control products unit in

Bangalore as well as the recently commissioned low voltage distribution eletricals factory

at Haridwar .

The revenue of ABB – India was about 8000 crores INR in the year 2007 with

Mr.Biplab Majumdar as its CEO .

Manufacturing locations of ABB India

Bangalore:- Industrial Automation, Capacitor, Industrial drives, Network control and

protection system, Metallurgy (Rolling Mills, Electric press power metallurgy), Low

voltage switch gear and MCCB.

Vadodara:- Metallurgy (Furnaces), EHV switch gear (CB’s, CT’s, CVT’s, Isolators and

Bus Ducts), Project engineering substation, HV on load tap chargers, LV apparatus, CB’s

for Turbine Generators, Industrial Steam Power Plants.

Nashik:- Medium Voltage Switchgear, Panel and Breakers.

Faridabad:- Electric motors, Alternators and Arno convertors for Railways.

Haridwar:- LV Distribution Electric Factory

Mumbai:- Power Line Communication. (It is not manufacturing plant only service

provide activities are completed here.)

ABB's mission

Improve performance: ABB helps customers improve their operating

performance, grid reliability and productivity whilst saving energy and lowering

environmental impact.

Drive innovation: Innovation and quality are key characteristics of our product,

systems and service offering.

Attract talent: ABB is committed to attracting and retaining dedicated and

skilled people and offering employees an attractive, global work environment.

Act responsibly: Sustainability, lowering environmental impact and business

ethics are at the core of our market offering and our own operations.

ABB's visionAs one of the world’s leading engineering companies, we help our customers to

use electrical power efficiently, to increase industrial productivity and to lower

environmental impact in a sustainable way. Power and productivity for a better work

Quality Policy of ABB Nashik

The hallmark of Medium Voltage Switchgear Division is Quality. All commitments, action and products are recognized as an expression of quality.

The most important quality criterion is the satisfaction of the customers. They aim at maintaining customer’s full confidence in them as a prominent supplier. Their undertakings and products fulfill agreed terms. Every delivery creates a recommendation for further business.

Their reputation is determined by their resources, their ability to co-operate their

dedication and above all attitude to quality.

Environmental Policy of ABB Nashik

The present and further operation of ABB Ltd. Will comply with current

environmental standards and legislation’s. They will strive to prevent pollution and

develop manufacturing processes, production and services with reduced harmful

environment impact, which are safe to use and can be re-cycled or disposed off in an

environmentally acceptable manner. They will focus on energy conservation, waste

reduction and motivates employees to carry out their tasks in an environmentally

responsible manner.

MILESTONES – MV Switchgear

COMMENCEMENT OF MANUFACTURING OF PANELS AT PAREL, MUMBAI 1960

ISO 9001 CERTIFICATION SINCE

ISO 14001 CERTIFICATION SINCESINCE

1994

1997

OHSAS 18001 CERTIFICATION SINCE 2004

1979COMMENCEMENT OF MANUFACTURING OF PANELS & CIRCUIT BREAKERS AT NASHIK

Product Profile

PRODUCTS OF ABB NASIK

The ABB-NASIK division deals with the production of medium voltage power

product ranging between 1 to 50 KV.

Business Units of ABB Nashik:- Following Business Units are their in ABB Ltd., Nashik

Indoor Breaker

Indoor Panels

Outdoor Breaker

Ring Main Unit (RMU)

CSS (compact secondary substation)

Retrofit

1) INDOOR Breaker –

Circuit breaker is a mechanical device capable of making,carrying & breaking currents under normal conditions as well as specified abnormal conditions such as those of short circuit. Indoor circuit breakers having operating voltage range 11kv to 40kv manufactured in Nashik division.

.Fields of Application Power distribution

Cable control and protection

Overhead control and protection

Transformation and distribution substations

Motor and transformer control and protection

Generator control and protection

Capacitor bank control and protection

2) INDOOR PANELS

indoor panels are used in power transmission & distribution system . In Nashik unit 6.6kv

, 11kv , 33kv voltage range panels are manufactured. Indoor panel consist following

compartments.

Breaker compartment

Metering compartment

Cable & CT compartment

PT compartment

Busbar compartment

Fields of Application Power plants

Distribution utilities

Steel plants

Cement plants

Refineries.

3) OUTDOOR PRODUCT

Medium voltage outdoor circuit breaker type OVB-SDB uses vacuum as arc quenching medium. The EL type operating mechanism consists of a charging device which can be charged manually or by motor. The charging device has helical compression spring for closing and helical tension spring for opening.

The circuit breaker is made up of three separate poles. These consist of three main

parts.

Poles assembly.

Cabinet with operating mechanism.

Steel structure.

4) RING MAIN UNIT (RMU)

Ring main unit can be supplied in various configuration and safePlus,a

compact switchgear with unique flexibility. SafeRing/safePlus are delivered as a

completely sealed with a stainless steel tank containing all the live parts and the

switching equipment. constant atmospheric conditions in the sealed tank ensures a high

level of reliability, safety and a a virtually maintenance free system.

Indoor RMU Outdoor RMU

Features- Compact and robust design.

Minimal moving parts.

Virtually maintenance free.

High flexibility.

Multiple configuration options.

Enhanced safety.

Complete solutions including applications for remote control and monitoring.

5) RETROFIT SOLUTIONS

With increasing demand for power, aging equipment are subject to stringent loads

beyond their rated values at many existing installations. The equipment are also required

to perform reliably, meet the necessary standards ,compact increasing fault levels and be

compatible with the latest data communication systems. Retrofit constitutes replacement

of vital equipment having similar or advanced features, for life extension, reduced

maintenance and improved functionality. The retrofitted switchgear offers far grater

system reliability, personnel safety and long term availability of spares with minimal

investment and down time.

Scope of retrofit-

Replacement of circuit breakers/other components as required.

Up gradation of panels with respect to current and voltage rating and fault

level.

Up gradation of protection relays.

6) COMPACT SECONDARY SUBSTATION

Compact secondary substation(CSS) is a prefabricated substation with type-tested

equipment and includes a distribution transformer, medium voltage swithgear,low

voltage swithboard,connection and associated unit in a compact unit. the CSS is designed

keeping in mind high levels of personal safety and aesthetics as they are often located in

high density, urban centers. All components are housed in an enclosure, which protects

the equipment against the environmental hazards and unauthorized access.

APPLICATIONS-

Big Complex – Commercial & Residential

Hospitals

Colonies

Distribution network of state utility.

Small industries

Shopping malls

THEORETICAL BACKGROUND

Marketing strategyMarketing strategy is a process that can allow an organization to concentrate its limited

resources on the greatest opportunities to increase sales and achieve a sustainable

competitive advantage. A marketing strategy should be centered around the key concept

that customer satisfaction is the main goal.

Marketing Strategies: A marketing strategy serves as the foundation of a marketing plan. A marketing plan contains a list of specific actions required to successfully implement a specific marketing strategy. An example of marketing strategy is as follows: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."

A strategy is different than a tactic. While it is possible to write a tactical marketing plan without a sound, well-considered strategy, it is not recommended. Without a sound marketing strategy, a marketing plan has no foundation. Marketing strategies serve as the fundamental underpinning of marketing plans designed to reach marketing objectives. It is important that these objectives have measurable results.

A good marketing strategy should integrate an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. The objective of a marketing strategy is to provide a foundation from which a tactical plan is developed. This allows the organization to carry out its mission effectively and efficiently.

One used the following techniques to device the Marketing Strategy for the product/service:Segmentation Targeting Positioning

Segmentation

Market segmentation is the process in marketing of grouping a market (i.e. customers) into smaller subgroups. This is not something that is arbitrarily imposed on society: it is derived from the recognition that the total market is often made up of submarkets (called 'segments'). These segments are homogeneous within (i.e. people in the segment are similar to each other in their attitudes about certain variables). Because of this intra-group similarity, they are likely to respond somewhat similarly to a given marketing strategy. That is, they are likely to have similar feeling and ideas about a marketing mix comprised of a given product or service, sold at a given price, distributed in a certain way, and promoted in a certain way.

OVER 28,000 OVER 28,000 CIRCUIT CIRCUIT

BREAKERS BREAKERS IN SERVICE IN SERVICE (since 1979)(since 1979)

POWER GENERATION

STEEL PLANTS

CEMENT PLANTS

CHEMICAL PLANTS

REFINERIES

DISTRIBUTION UTILITIES

INFRASTRUCTURE PROJECTS

OTHER INDUSTRIES AUTOMOBILE

INDUSTRY

PULP & PAPER INDUSTRY

Market segmentation is widely defined as being a complex process consisting in two main phases:- identification of broad, large markets- segmentation of these markets in order to select the most appropriate target markets and develop Marketing mixes accordingly.

Everyone within the Marketing world knows and speaks of segmentation yet not many truly understand its underlying mechanics, thus failure is just around the corner. What causes this? It has been documented that most marketers fail the segmentation exam and start with a narrow mind and a bunch of misconceptions such as "all teenagers are rebels", "all elderly women buy the same cosmetics brands" and so on. There are many dimensions to be considered, and uncovering them is certainly an exercise of creativity.

Identify and name the broad marketyou have to have figured out by this moment what broad market your business aims at. If your company is already on a market, this can be a starting point; more options are available for a new business but resources would normally be a little limited.

The biggest challenge is to find the right balance for your business: use your experience, knowledge and common sense to estimate if the market you have just identified earlier is not too narrow or too broad for you.

Identify and make an inventory of potential customers' needsthis step pushes the creativity challenge even farther, since it can be compared to a brainstorming session.

What you have to figure out is what needs the consumers from the broad market identified earlier might have. The more possible needs you can come up with, the better.

Got yourself stuck in this stage of segmentation? Try to put yourself into the shoes of your potential customers: why would they buy your product, what could possibly trigger a buying decision? Answering these questions can help you list most needs of potential customers on a given product market.

Formulate narrower marketsTry to form sub-markets around what you would call your "typical customer", then aggregate similar people into this segment, on the condition to be able to satisfy their needs using the same Marketing mix. Start building a column with dimensions of the major need you try to cover: this will make it easier for you to decide if a given person should be included in the first segment or you should form a new segment. Also create a list of people-related features, demographics included, for each narrow market you form – a further step will ask you to name them.

There is no exact formula on how to form narrow markets: use your best judgement and experience. Do not avoid asking opinions even from non-Marketing professionals, as different people can have different opinions and you can usually count on at least those items most people agree on.

Identify the determining dimensions Carefully review the list resulted form the previous step. You should have by now a list of need dimensions for each market segment: try to identify those that carry a determining power.

Reviewing the needs and attitudes of those you included within each market segment can help you figure out the determining dimensions.

Name possible segment markets You have identified the determining dimensions of your market segments, now review them one by one and give them an appropriate name.

A good way of naming these markets is to rely on the most important determining dimension.

Evaluate the behavior of market segmentsOnce you are done naming each market segment, allow time to consider what other aspects you know about them. It is important for a marketer to understand market behavior and what triggers it. You might notice that, while most segments have similar needs, they're still different needs: understanding the difference and acting upon it is the key to achieve success using competitive offerings.

Estimate the size of each market segmentEach segment identified, named and studied during the previous stages should finally be given an estimate size, even if, for lack of data, it is only a rough estimate.

Positioning 

Simply, positioning is how your target market defines you in relation to your competitors. 

A good position is:  1. What makes you unique  2. This is considered a benefit by your target market 

Both of these conditions are necessary for a good positioning.  So what if you are the only red-haired singer who only knows how to play a G minor chord?  Does your target market consider this a good thing? 

Positioning is important because you are competing with all the noise out there competing for your potential fans attention.  If you can stand out with a unique benefit, you have a chance at getting their attention. 

It is important to understand your product from the customers point of view relative to the competition. 

Environment 

In order to begin positioning a product, two questions need to be answered: 

1. What is our marketing environment?  2. What is our competitive advantage? 

The marketing environment is the external environment. Some things to consider:  How is the market now satisfying the need your software satisfies? What are the switching costs for potential users for your market? What are the positions of the competition?

The competitive advantage is an internal question. What do you have that gives you advantage over your competitors. Some things to consider: 

Is your company small and flexibility? Do you offer low cost and high quality? Does your product offer unique benefits? Are you the first on the market with this product (First mover advantage)?

Positioning Strategies 

There are seven positioning strategies that can be pursued: 

Product Attributes: What is the specific product attributes? 

Benefits: What are the benefits to the customers? 

Usage Occasions: When / how can the product be used? 

Users: Identify a class of users. 

Against a Competitor: Positioned directly against a competitor. 

Away from a Competitor: Positioned away from competitor. 

Product Classes: Compared to different classes of products. 

Targeting

Target Marketing involves breaking a market into segments and then concentrating your marketing efforts on one or a few key segments.

Target marketing can be the key to a small business’s success.

The beauty of target marketing is that it makes the promotion, pricing and distribution of your products and/or services easier and more cost-effective. Target marketing provides a focus to all of your marketing activities.

So if, for instance, I open a catering business offering catering services in the client’s home, instead of advertising with a newspaper insert that goes out to everyone, I could target my market with a direct mail campaign that went only to particular residents.

While market segmentation can be done in many ways, depending on how you want to slice up the pie, three of the most common types are:

Geographic segmentation – based on location such as home addresses;

Demographic segmentation – based on measurable statistics, such as age or income;

Psychographic segmentation – based on lifestyle preferences, such as being urban dwellers or pet lovers.

Key part of the general corporate strategy

A marketing strategy is a written plan which combines product development, promotion, distribution, and pricing approach, identifies the firm's marketing goals, and explains how they will be achieved within a stated timeframe. Marketing strategy determines the choice of target market segment, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement.

Tactics and actions

A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."

A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results.

A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable.

Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned.

Types of strategies

Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies:

o Leader o Challenger o Follower

Market dominance is a measure of the strength of a brand, product, service, or firm, relative to competitive offerings. There is often a geographic element to the competitive landscape. In defining market dominance, you must see to what extent a product, brand, or firm controls a product category in a given geographic area.

11KV VACCUM CB , 11KV PANEL 33KV SF6CB, OD

Total Qty: 5190 Nos Total Qty: 2969 Nos. Total Qty: 136 Nos. ABB share: 2303 Nos ABB share: 1565 Nos. ABB share: 114 Nos

.

Overall Share: 48

Calculating

There are several ways of calculating market dominance. The most direct is market shareThis is the percentage of the total market serviced by a firm or brand. A declining scale of market shares is common in most industries: that is, if the industry leader has say 50% share, the next largest might have 25% share, the next 12% share, the next 6% share, and all remaining firms combined might have 7% share.

Market share is not a perfect proxy of market dominance. The influences of customers, suppliers, competitors in related industries, and government regulations must be taken into account. Although there are no hard and fast rules governing the relationship between market share and market dominance, the following are general criteria:

A company, brand, product, or service that has a combined market share exceeding 60% most probably has market power and market dominance.

A market share of over 35% but less than 60%, held by one brand, product or service, is an indicator of market strength but not necessarily dominance.

A market share of less than 35%, held by one brand, product or service, is not an indicator of strength or dominance and will not raise anti-combines concerns of government regulators.

Market shares within an industry might not exhibit a declining scale. There could be only two firms in a duopolistic market, each with 50% share; or there could be three firms in the industry each with 33% share; or 100 firms each with 1% share. The concentration ratio of an industry is used as an indicator of the relative size of leading firms in relation to the industry as a whole. One commonly used concentration ratio is the four-firm concentration ratio, which consists of the combined market share of the four largest firms, as a percentage, in the total industry. The higher the concentration ratio, the greater the market power of the leading firms.

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm’s sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are Differentiation and low-cost leadership each with a dimension of Focus-broad or narrow.

o Product differentiation o Market segmentation

Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:

o Pioneers o Close followers o Late followers

Growth strategies - In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most common gives four answers:

o Horizontal integration o Vertical integration

o Diversification o Intensification

A more detailed scheme uses the categories:

Prospector Analyzer Defender Reactor Marketing warfare strategies - This scheme draws parallels between marketing

strategies and military strategies.

Strategic models

Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy.

Marketing in Practice

The Consumer-Centric Business

There are a many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer,

Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps.

Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists.

1) 3C's Model

The 3C's Model is a strategical look at the factors needed for success. It was developed by Kenichi Ohmae, a business and corporate strategist. The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a business strategy, three main players must be taken into account:

A. The Corporation

B. The Customer

C. The Competitors

Only by integrating these three C’s (Corporation, Customer, Competitors) in a strategic triangle, a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.

The Corporation

The Corporation needs strategies aiming to maximize the corporation’s strengths relative to the competition in the functional areas that are critical to achieve success in the industry.

Selectivity and sequencing

The corporation does not have to lead in every function to win. If it can gain decisive edge in one key function, it will eventually be able to improve its other functions which are now average.

Make or buy

In case of rapidly rising wage costs, it becomes a critical decision for a company to subcontract a major share of its assembly operations. If its competitors are unable to shift production so rapidly to subcontractors and vendors, the resulting difference in cost structure and/ or in the companies ability to cope with demand fluctuations may have significant strategic implications.

Cost-effectiveness

Improving the cost-effectiveness can be done in three ways. First by reducing basic costs, second by exercising greater selectivity (orders accepted, products offered, functions performed) and third by sharing certain key functions with a corporation’s other businesses or even other companies.

The Customer

Clients are the base of any strategy according to Ohmae. Therefore, the primary goal supposed to be the interest of the customer and not those of the shareholders for example. In the long run, a company that is genuinely interested in its customers will be interesting for its investors and take care of their interests automatically. Segmentation is helping to understand the customer.

TOTAL TOTAL CUSTOMER CUSTOMER

SATISFACTIONSATISFACTION

TOTAL MV TOTAL MV SWGR SWGR

SYSTEM SYSTEM SOLUTIONSOLUTION

PRODUCT PRODUCT DESIGN & DESIGN &

ENGINEERINGENGINEERING

ASSEMBLY, ASSEMBLY, TESTING & TESTING &

SUPPLY SUPPLY

PRODUCT PRODUCT OPERATION & OPERATION &

MAINTENANCE MAINTENANCE TRAININGTRAINING

AFTER SALES AFTER SALES SUPPORTSUPPORT

INSTALLATION, INSTALLATION, TESTING & TESTING &

COMMISSIONINGCOMMISSIONING

RETROFIT RETROFIT SOLUTIONS SOLUTIONS

FOR MV FOR MV SWITCHGEARSWITCHGEAR

For MV switchgear market ABB takes care of above factors for customer satisfaction.

Segmenting by objectivesThe differentiation is done in terms of the different ways that various customers use a product.

Segmenting by customer coverage

This segmentation normally emerges from a trade-off study of marketing costs versus market coverage. There appears always to be a point of diminishing returns in the cost versus coverage relationship. The corporation’s task is to optimize its range of market coverage, geographically and/ or channel wise.

Segmenting the market once moreIn fierce competition, competitors are likely to be dissecting the market in similar ways. Over an extended period of time, the effectiveness of a given initial strategic segmentation will tend to decline. In such situations it is useful to pick a small group of customers and reexamine what it is that they are really looking for.A market segment change occurs where the market forces are altering the distribution of the user-mix over time by influencing demography, distribution channels, customer size, etc. This kind of change means that the allocation of corporate resources must be shifted and/ or the absolute level of resources committed in the business must be changed.

The Competitor

Competitor based strategies can be constructed by looking at possible sources of differentiation in functions such as: purchasing, design, engineering, sales and servicing. The following aspects show ways in order to achieve this differentiation:

Power of image

When product performance and mode of distribution are very difficult to distinguish, image may be the only source of positive differentiation.

Capitalizing on profit- and cost structure differences

Firstly, the difference in source of profit might be exploited, from new products sales etc. Secondly, a difference in the ratio of fixed costs and variable costs might also be exploited strategically. A company with lower fixed cost ratio can lower prices in a sluggish market and hence gain market share.

Hito-Kane-Mono

A favorite phrase of Japanese business planners is hito-kane-mono, standing for people, money and things. They believe that streamlined corporate management is achieved when these three critical resources are in balance without surplus or waste. For example: Cash over and beyond what competent people can intelligently expend is wasted. Of the three critical resources, funds should be allocated last. The corporation should firstly allocate management talent, based on the available mono (things): plant, machinery, technology, process know-how and functional strength. Once these hito (people) have developed creative and imaginative ideas to capture the business’s upward potential, the kane (money) should be given to the specific ideas and programs generated by the individual managers.

Product-Market growth matrix

The Ansoff Product-Market Growth Matrix is a marketing tool created by Igor Ansoff and first published in his article "Strategies for Diversification" in the Harvard Business Review (1957). The matrix allows marketers to consider ways to grow the business via existing and/or new products, in existing and/or new markets – there are four possible

product/market combinations. This matrix helps companies decide what course of action should be taken given current performance.

the matrix consists of four strategies

Market penetration (existing markets, existing products): Market penetration occurs when a company enters/penetrates a market with current products. The best way to achieve this is by gaining competitors' customers (part of their market share). Other ways include attracting non-users of your product or convincing current clients to use more of your product/service, with advertising or other promotions. Market penetration is the least risky way for a company to grow.

Product development (existing markets, new products): A firm with a market for its current products might embark on a strategy of developing other products catering to the same market (although these new products need not be new to the market; the point is that the product is new to the company). For example, McDonald's is always within the fast-food industry, but frequently markets new burgers. Frequently, when a firm creates new products, it can gain new customers for these products. Hence, new product development can be a crucial business development strategy for firms to stay competitive.

Market development (new markets, existing products): An established product in the marketplace can be tweaked or targeted to a different customer segment, as a strategy to earn more revenue for the firm. The market need not be new in itself, the point is that the market is new to the company.

Diversification (new markets, new products): This resulted in the company entering new markets where it had no presence before.

The matrix illustrates, in particular, that the element of risk increases the further the strategy moves away from known quantities - the existing product and the existing market. Thus, product development (requiring, in effect, a new product) and market extension (a new market) typically involve a greater risk than `penetration' (existing

product and existing market); and diversification (new product and new market) generally carries the greatest risk of all. In his original work, which did not use the matrix form, Igor Ansoff stressed that the diversification strategy stood apart from the other three.

While the latter are usually followed with the same technical, financial, and merchandising resources which are used for the original product line, diversification usually requires new skills, new techniques, and new facilities. As a result it almost invariably leads to physical and organizational changes in the structure of the business which represent a distinct break with past business experience.

For this reason, most marketing activity revolves around penetration.

3) Marketing mix

The marketing mix is generally accepted as the use and specification of the 'four Ps' describing the strategic position of a product in the marketplace. A prominent marketer, E. Jerome McCarthy, proposed a 4 P classification in 1960, which has seen wide use.

The 'marketing mix' is a set of controllable, tactical marketing tools that work together to achieve company's objectives

Four Ps

Elements of the marketing mix are often referred to as 'the four Ps':

Product - A tangible object or an intangible service that is mass produced or manufactured on a large scale with a specific volume of units. Intangible products

are often service based like the tourism industry & the hotel industry or codes-based products like cellphone load and credits. Typical examples of a mass produced tangible object are the motor car and the disposable razor. A less obvious but ubiquitous mass produced service is a computer operating system.

Price – The price is the amount a customer pays for the product. It is determined by a number of factors including market share, competition, material costs, product identity and the customer's perceived value of the product. The business may increase or decrease the price of product if other stores have the same product.

Place – Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet.

Promotion – Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements - advertising, public relations, word of mouth and point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. One of the most notable means of promotion today is the Promotional Product, as in useful items distributed to targeted audiences with no obligation attached. This category has grown each year for the past decade while most other forms have suffered. It is the only form of advertising that targets all five senses and has the recipient thanking the giver. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word of mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations (see Product above).

Broadly defined, optimizing the marketing mix is the primary responsibility of marketing. By offering the product with the right combination of the four Ps marketers can improve their results and marketing effectiveness. Making small changes in the marketing mix is typically considered to be a tactical change. Making large changes in any of the four Ps can be considered strategic. For example, a large change in the price, say from $19.00 to $39.00 would be considered a strategic change in the position of the product. However a change of $130 to $129.99 would be considered a tactical change, potentially related to a promotional offer.The term 'marketing mix' however, does not imply that the 4P elements represent options. They are not trade-offs but are fundamental marketing issues that always need to be addressed. They are the fundamental actions that marketing requires whether determined explicitly or by default.

Extended marketing mix

There have been attempts to develop an 'extended marketing mix' to better accommodate specific aspects of marketing.

People – all people who directly or indirectly influence the perceived value of the product or service, including knowledge workers, employees, management and consumers.

Process – procedures, mechanisms and flow of activities which lead to an exchange of value.

Physical evidence – the direct sensory experience of a product or service that allows a customer to measure whether he or she has received value. Examples might include the way a customer is treated by a staff member, or the length of time a customer has to wait, or a cover letter from an insurance company, or the environment in which a product or service is delivered.

Four Cs

The Four Ps is also being replaced by the Four Cs model, consisting of consumer, cost, convenience, and communication. The Four Cs model is more consumer-oriented and fits better in the movement from mass marketing to niche marketing. The product part of the Four Ps model is replaced by consumer or consumer models, shifting the focus to satisfying the consumer. Another C replacement for Product is Capability. By defining offerings as individual capabilities that when combined and focused to a specific industry, creates a custom solution rather than pigeon-holing a customer into a product. Pricing is replaced by cost, reflecting the reality of the total cost of ownership. Many factors affect cost, including but not limited to the customers cost to change or implement the new product or service and the customers cost for not selecting a competitors capability. Placement is replaced by the convenience function. With the rise of internet and hybrid models of purchasing, place is no longer relevant. Convenience takes into account the ease to buy a product, find a product, find information about a product, and several other considerations. Finally, the promotions feature is replaced by communication. Communications represents a broader focus than simply promotions. Communications can include advertising, public relations, personal selling, viral advertising, and any form of communication between the firm and the consumer.

Four Cs in 7Cs COMPASS MODEL

A formal approach to this customer-focused marketing mix is known as 4C(Commodity, Cost, Channel, Communication) in 7Cs COMPASS MODEL. This system is basically the four Ps renamed and reworded to provide a customer focus. The 4Cs Model provides a

demand/customer centric version alternative to the well-known 4Ps supply side model (product, price, place, promotion) of marketing management.

Product→ Commodity Price → Cost Place → Channel Promotion→ Communication

The four elements of the “7Cs COMPASS MODEL” model are: This model was proposed by Koichi Shimizu in Japan.

1. Commodity: the product for the consumers or citizens. 2. Cost: total marketing cost. 3. Channel: marketing channels. 4. Communication: not promotion, marketing communication.

RESEARCH METHODOLOGY

Research Approach:-

Research instrument:-

Contact method:-

How it was method:-

Research problem for the present study:-

The research plan:-

Data source:-

Primary data

Secondary data

Steps in research design process:-

Research plan

Area

Sample size

Respondents

Method of collection

METHODOLOGY

The advanced learner’s dictionary of current English lays down the meaning of research

as a “careful investigation or inquiry especially through search for new facts in any

branch of knowledge.”

Readman and Mory defines research as ‘A systematized effort to gain new knowledge.’

The project was to involve a detail study of the market based on the consumers.

The markets available for the industrial customer using power technologies, automation

technologies. For estimating the market potential and our own brand’s market share

different methods of primary data collection were employed in the form of questionnaire,

structured and unstructured interviews and methods for establishing facts about building

marketing insights for packaging margins etc, were used. Further to accommodate the

additional factors such as competitor presence in the market, and promotional costs etc

while calculating market potential were taken care of. An inter – brand comparison as

well as a brand awareness study to limited extends was also carried away. When sorted

and used properly, the data collected in the field can form the backbone of later

marketing campaigns.

RESEARCH APPROACH:-

There are different research approaches and the research instruments that were employed

during the research work. The common research approach for collecting the primary data

are observations, focus group, surveys and experiments.

In this case, a general survey to gain knowledge about the market, commonly known as

the pilot survey was and undertaken where particularly information was gathered

With respect to the brands, people’s / consumers’ perception so that it serves as a

foundation to prepare the questionnaire for collecting primary data and that it helps in

deciding other methods to be adopted which may be useful in gathering the necessary

information.

RESEARCH INSTRUMENTS:-

Marketing researchers have a choice of two main research instruments in collecting

primary data – questionnaire and mechanical devices. Mechanical devices are used

frequently in marketing research. Mechanical devices hold no relevance for this study

and thus only questionnaire was used.

A questionnaire consists of a set of questions presented to respondent for their answers.

Because of its flexibility, the questionnaire by far the most common instrument used to

collect the primary data. Questionnaire had to be carefully developed, tasted and

debugged before they are administered on large scale. In preparing a questionnaire, the

professional marketing researcher carefully chooses the question and their form, wording

and sequence. In addition, the form of the question asked can influence the response.

Marketing researchers distinguish between open – end and closed – end questions.

Closed end questions pre – specify all the possible answers, and respondents make a

choice among them. Open – end questions allow respondents to answer in their own

words. Open – end questions often reveal more because they do not constrain

respondent’s answers. Open – end questions are especially useful in the exploratory stage

of research, where the research is looking for insight into how people think a certain way.

The questionnaire should use simple, direct, unbiased wording and should be pre – tested

before it is actually used.

In this case too, questionnaire method was followed to collect primary date with respect

to the project which was finally implemented after pre testing closed end, multiple choice

questions were followed after pre testing and two different type of questionnaires were

used closed end multiple choice questions were used so that minimum time of

consumers / respondents is consumed.

CONTACT METHODS:-

Once the sampling plan has been determined, the marketing researcher must decide how

the subject should be contacted. The choices are mail, telephone, or personal interviews.

Telephone could not be an effective medium for getting the first hand responses

pertaining to the study.

For the purpose of the market survey, I design the research based on primary data. For the

collection of primary data, I designed the structured questionnaire for two levels first, for

hotel industry/ restaurants and secondly, for retail shops package drinking water, for

filling the questionnaire. I will use method of direct interview.

Secondary data will be used to supplement the primary research and in terms of capacity

and profile of package drinking water industry. Method was adopted to collect the data

related to the study.

HOW IT WAS DONE:-

1. Research Problem for the present study

Analyzing the marketing strategies of ABB ltd.

2. The research plan

The research plan is designed for gathering the needed information. Designing

research plan calls for definitions on the information (data) sources, research

approach, research instruments, sampling plan and contact method.

3. Data Source

The plan calls for gathering both the secondary and primary data. Secondary data

already exists, having been collected for some other purpose, while primary data

consists of original information collected for the specific purpose.

Primary data: In order to have first hand information to know the perception,

preference and liking of the customers / consumers visiting. All these persons are also

interviewed to know their feelings and attitudes about the facilities (margins,

discount) and the services (promotional and other benefits) that the company people

provide them.

Secondary data: for the project were collected from:

1. Various publications on related subject.

2. Various publications on the area of work.

3. Newspapers, journals & Business Magazines.

STEPS IN RESEARCH DESIGN PROCESS

1. Define the research problem

Research problem definition involves specifying the information needed by

management.

2. Estimate the value of the information to be provided by the research

Descriptive research is characterized by a high degree of flexibility tends to rely

on convenience sample.

3. Select the data collection method (s)

Survey research, information directly from respondent’s shops.

4. Select the measurement technique

Questionnaires, instrument for asking information directly from a respondent’s on

the basis of question asked by interviewer.

5. Select the sample (primary considerations)

Population, sample frame, sampling unit, sampling method (non-probability),

Sample size, sample plan, and execution.

6. Select the analytical approach

Data analysis involves converting a series of recorded observations into

descriptive statement and/ or inferences about relationships.

7. Evaluate the ethics of research

Ethically sound research considers the interests of the general public, the

respondents, the clients, and the research profession as well as those of the

researcher.

8. Estimate time and financial cost.

Time refers to the time needed to complete the project. The financial requirement

is the monetary representation of personal time, computer time, and material

requirements.

Research plan:-

1. Area: since my research was pertaining to packaging of power technologies (high

voltage& medium voltage products) & automation technologies ( automation

products ) in markets.

2. Sample size: My sample size was about 50 customers.

3. Respondents: I visited at least once every industrial custmors of the respective

areas.

Method of collection:-

For the collection of the data I adopted questionnaire method. For the purpose I had

prepared a questionnaire and went to the respondents with that. My research was

related to “high voltage & medium”, so that a some places a lot of problems in

collection of data, therefore instead of questionnaire I adopted interview method so

that I could make my respondents feel easy.

Limitation of the study:

Project was undertaken under the limited area of Nashik region. Samples used for analysis purpose were less in number and hence accuracy

decreases. Some of the customers which were used as samples were unsupportive. Project was scheduled to complete with very lesser time span.

DATA ANALYSIS AND INTERPRETATION

Table No.-1

Customer Product Preference

Product

No. Of Customer Percentage

ABB 22 44

BHEL 15 30

AREVA 03 06

MEGAWIN 05 10

OTHER 03 06

Interpretation: From the above graph it is clear,44% of the total customer uses

ABB’s product,30% uses BHEL Product,10% uses AREVA product,10% uses Megawin

product,6% uses other.

Table No.-2

Image Sort By Customer about ABB’s Product

Remark No. of Customer Percentage

Excellent 25 50

Good 13 26

Average 08 16

Poor 04 08

Interpretation: 50% of the total customer says image of ABB is excellent,26% says good,16% says

average,8% says poor.

Table No.-3

Attribute Prefered by Customer

Attributes No.of Customer Percentage

Packaging 08 16

Price 18 36

Quality 20 40

Others 04 08

Interpretation: 40% of the total customer preferred quality, 36% preferred price, 16%preferred

packaging and 08% preferred other attributes.

Table No.-4

Customer satisfaction about product

Remark No. Of customer Percentage

Strongly Satisfied 25 50

Satisfied 20 40

Not Satisfied 02 04

Can’t Say 03 06

Interpretation: 50% of the total customer are strongly satisfied,40% are satisfied 4%are not satisfied,6%

of the total customer can’t say about their satisfaction.

Table No.-5

Customer Satisfaction about Supply facility

Remark No. Of customer Percentage

Strongly Satisfied 20 40

Satisfied 18 36

Not Satisfied 08 16

Can’t Say 04 08

Interpretation: 40% of the total customer are strongly satisfied about supply facility of ABB, 36% are

satisfied,16% are not satisfied,8% of the total customer can’t say about their satiafaction.

Table No.-6

Customer satiafaction about promotinal activity

Remark No. Of customer Percentage

Strongly Satisfied 28 56

Satisfied 12 24

Not Satisfied 03 06

Can’t Say 07 14

Interpratation:56% of the total customer are strongly satisfied with the promotional activity of ABB,

24% are satisfied, 6% are not satisfied,14% the total customer can’t say about the

promotional activity.

FINDING AND CONCLUSION

ABB's strategy comprises of five inter-related components:

PortfolioABB enjoys a strong position in its markets, and an interwoven portfolio which offers synergies for organic growth. In the coming years, ABB will capture growth by remaining true to our power and automation core. However, we need to expand our portfolio within the core, so that we can stay ahead of the competition. This includes broadening our customer offering where needed, strengthening our presence in regions with additional potential, expanding our horizons through Group Account Management system and industry segment initiatives. ABB will use an appropriate mix of organic and inorganic means to pursue these portfolio enhancements.

TechnologyAs markets change, technology needs to change. ABB is focused on developing future technology and technology competences in all divisions, so that we are in a position to address these needs. The result is a balanced R&D strategy covering both incremental improvements to existing technologies, as well as focusing more on developing tomorrow’s ‘blockbuster’ technologies.

Global footprintMarkets change constantly, and companies like ABB need to keep up with those changes to stay in business and grow. We foresee a significant share of growth in emerging economies, and as a result, improving our global footprint is essential to the long-term success of ABB. Our global footprint will enable ABB to take advantage of lower cost opportunities, and mitigate risk from individual regions. We will accelerate our efforts to align our sourcing, manufacturing, engineering and people structures with market and competitive challenges to ensure we can grasp opportunities as they arise.

Business ethics and complianceABB's growth and future success hinges on proper business behavior. Each employee is an ABB ambassador, so every employee obliged to behave ethically. ABB’s Code of Conduct contains simple rules and principles outlining our ethical standards, and forms part of ABB’s Group Charter, which describes processes and procedures and how decisions are to be made.

PeopleThe key to realizing our goals is to have the right people, in the right places, with the right skills. To make this happen, ABB’s people strategy is addressing how we attract the best talent. We have strategies in place to ensure that we also develop and reward our talent pool, ensuring that our employees enjoy a successful and fulfilling career with ABB.

RECOMMENDATION

I. More emphasis should be given to the advertisements and more seminars should be organized.

II. They should organize various types of promotional activities.

III. They should survey what products their competitors offer today and will offer tomorrow.

IV. They should study what product their customer need today and will need tomorrow.

V. They should analyze what their competitors are doing to win their high value customer.

CONCLUSION

Marketing effectiveness can be achieved by employing a superior marketing strategy. By positioning the product or brand correctly, the product/brand will be more successful in the market than competitors’ products/brands. Even with the best strategy, marketers must execute their programs properly to achieve extraordinary results.

Making and using a marketing strategy has a strong positive impact on profitability. This is because firms that employ a marketing strategy tend to focus on their customers and markets, integrate their marketing responses and work out in advance where their profits will come from.A strategy consists of a well thought out series of tactics to make a marketing plan more effective.

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.

STABLE STRATEGY + FLEXIBLE TACTICS= VICTORY

BIBLIOGRAPHY

www.insideabb.com

www.google.com

www.quickmba.com

ABB Switchgear Manual

Questionnaire

TO CUSTOMER:- Name:

Phone No.:

Fax No.:

Which product do you use?

1) ABB 2) AREVA 3) BHEL 4) MEGAWIN 5) OTHERS

What sort of image do you have regarding our products? 1) Excellent 2) Good 3) Average 4) Poor Which attribute do you like most in our product? 1) Packaging 2) Quality 3) Price 4) Others

Are you satisfied with the quality of the product? 1) Strongly satisfied 2) Satisfied 3) Not satisfied 4) Can’t say

Are you satisfied with the supply facility of ABB

1) Strongly satisfied 2) Satisfied 3)Not Satisfied 4) Can’t Say

Are you satisfied with promotional activity of ABB

1) Strongly Satisfied 2) Satisfied 3) Not Satisfied 4) Can’t say

What changes you want us to work on?

1) Packaging 2) Price 3) Quality 4) Advertising