cus satisfaction
TRANSCRIPT
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6 . Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of understanding
with your clients will do wonders for your working relationship.
Take this as an example: you're working on the front-end for your client's exciting newecommerce endeavour. You have all the images, originals and files backed up on your desktop
computer and the site is going really well. During a meeting with your client he/she happens to
mention a hard-copy brochure their internal marketing people are developing. As if by magic, a
couple of weeks later a CD-ROM arrives on their doorstep complete with high resolution
versions of all the images you've used on the site. A note accompanies it which reads:
"Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide you withlarge-scale copies of the graphics I've used on the site. Hopefully you'll be able to make use of
some in your brochure."
Your client is heartily impressed, and remarks to his colleagues and friends how very helpful and
considerate his Web designers are. Meanwhile, in your office, you lay back in your chair
drinking your 7th cup of coffee that morning, safe in the knowledge this happy customer will
send several referrals your way.
7. Honour Your Promises
It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.Clients don't like to be disappointed. Sometimes, something may not get done, or you might miss
a deadline through no fault of your own. Projects can be late, technology can fail and sub-
contractors don't always deliver on time. In this case a quick apology and assurance it'll be ready
ASAP wouldn't go amiss.
Conclusion
Customer service, like any aspect of business, is a practiced art that takes time and effort to
master. All you need to do to achieve this is to stop and switch roles with the customer. What
would you want from your business if you were the client? How would you want to be treated?
Treat your customers like your friends and they'll always come back.
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INDUSTRY PROFILE
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The Service sector of the economy is one of the three economic sectors, the others being the
secondary sector (approximately manufacturing) and the primary sector (extraction such as
mining, agriculture and fishing). Sometimes an additional sector, the "quaternary sector", is
defined for the sharing of information.
The tertiary sector is defined by exclusion of the two other sectors. Services are defined in
conventional economic literature as "intangible goods".
The tertiary sector of economy involves the provision of services to businesses as well as
final consumers. Services may involve the transport, distribution and sale of goods from
producer to a consumer as may happen in wholesaling and retailing, or may involve the
provision of a service, such as in pest control or entertainment. Goods may be transformed in the
process of providing a service, as happens in the restaurant industry or in equipment repair.
However, the focus is on people interacting with people and serving the customer rather than
transforming physical goods.
Service Industry
The service sector consists of the "soft" parts of the economy such as insurance,
government, tourism, banking, retail, education, and social services. In soft-sector employment,
people use time to deploy knowledge assets, collaboration assets, and process-engagement to
create productivity (effectiveness), performance improvement potential (potential) and
sustainability. The tertiary sector is the most common workplace.
Typically the output of this sector is content (information), service, attention, advice,
experiences, and/or discussion (also known as "intangible goods"). Other examples of service
sector employment include:
y F ranchising
y News media
y Hospitality industry (e.g. restaurants, hotels, casinos)
y Consulting
y L egal practice
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y Healthcare/hospitals
y Waste disposal
y Real estate
y Personal services
y Business services
Public utilities are often considered part of the tertiary sector as they provide services
to people, while creating the utility's infrastructure is often considered part of the secondary
sector, even though the same business may be involved in both aspects of the operation.
To do fact-based work in this area it is necessary to utilize the extensive data collection
that takes place using classification systems such as the United Nations International Standard
Industrial Classification standard, the United States' Standard Industrial Classification (SIC) code
system and its new replacement, the North American Industrial Classification System (NAICS),
and similar systems in the EU and elsewhere.
The term service economy, in contrast, refers to a model wherein as much economic
activity as possible is treated as a service. F or example IBM treats its business as a service
business. Although it still manufactures high-end computers, it sees the physical goods as a small
part of the "business solutions" industry. They have found that the price elasticity of demand for "business solutions" is much less than that for hardware. There has been a corresponding shift to
a subscription pricing model. Rather than receiving a single payment for a piece of manufactured
equipment, many manufacturers are now receiving a steady stream of revenue for ongoing
contracts.
Theory of progression
Economies tend to follow a developmental progression that takes them from a heavyreliance on agriculture and mining, toward the development of manufacturing (e.g. automobiles,
textiles, and shipbuilding, steel) and finally toward a more service based structure. Whereas the
first economy to follow this path in the modern world was the United Kingdom, the speed at
which other economies have later made the transition to service-based, sometimes called post-
industrial, has accelerated over time.
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Historically, manufacturing tended to be more open to international trade and
competition than services. As a result, there has been a tendency for the first economies to
industrialize to come under competitive attack by those seeking to industrialize
e.g. because production, especially labour , costs are lower in those industrializing later. The
resultant shrinkage of manufacturing in the leading economies might explain their growing
reliance on the service sector.
However, currently and prospectively, with dramatic cost reduction and speed and
reliability improvements in the transportation of people and the communication of information,
the service sector now includes some of the most intensive international competition, despite
residual protectionism.
I ssues for service providers
Service providers face obstacles selling services that goods-sellers rarely face. Services
are not tangible, making it difficult for potential customers to understand what they will receive
and what value it will hold for them. Indeed some, such as consulting and investment services,
offer no guarantees of the value for price paid.
Since the quality of most services depends largely on the quality of the individuals
providing the services, it is true that "people costs" are a high component of service costs.
Whereas a manufacturer may use technology, simplification, and other techniques to lower the
cost of goods sold, the service provider often faces an unrelenting pattern of increasing costs.
Differentiation is often difficult. How does one choose one investment adviser over
another, since they (and hotel providers, leisure companies, and consultants, as well as many
others) often seem to provide identical services? Charging a premium for services is usually an
option only for the most established firms, who charge extra based upon brand recognition.
Industrial Policy
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An industrial policy is any government regulation or law that encourages the ongoing
operation of, or investment in, a particular industry.
An active intervention in industrial development is the policy of most if not all
countries in the world. Even the United States, which prides itself as a "free-trading" nation, has
implemented strong tax, tariff, and trade laws to protect itself from "dumping", the flooding of a
market by a competing nation with goods or services below market prices in order to gain an
advantage over domestic firms.
In Japan, the powerful MITI has often taken an active hand in development of major
industries, particularly electronics and software. The impact of this intervention is disputed but
the role of 'Industrial Policy in the 'East Asian Miracle' is now more generally accepted since the
Japanese model was successfully imitated by South Korea and Taiwan, which similarly
developed advanced industrial sectors and enjoyed similar advances in living standards.
Authors such as Robert Hunter Wade in 'Governing the Market', provide arguments to
support the link between government intervention and the successful industrial development in
this region. Benefits from foreign investment such as the transfer of technology, skills and
managerial techniques that could help infant industries become internationally competitive were
captured using policies such as local content rules and joint-venture regulations.
As such, the development of infant industries does not simply involve protectionism as
the infant industry argument suggests, but is dependent on a country's ability to learn directly
from foreign direct investment. Such policies have traditionally been central to the industrial
policies of countries that are attempting to catch up with technologically and economically more
advanced states.
A good example is the US and European attempt to catch up with Great Britain during
the 18th and 19th century. Many of these domestic policy choices are now prohibited by the
WTO Agreement on Trade Related Investment Measures.
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However, notable exceptions including agricultural subsidies in both Europe and
the US, and cultural subsidies in Canada, prove that the principle of industrial policy is alive and
well, and merely retreating into the shadows.
Education and training:
An interdisciplinary background is appropriate in this field, a combination of courses in the
social sciences, business, and behavioral sciences is useful. Some jobs may require a more technical or
specialized background in engineering, science, finance, or law, for example. Most prospective human
resources specialists should take courses in compensation, recruitment, training and development, and
performance appraisal, as well as courses in principles of management, organizational structure, and
industrial psychology. Other relevant courses include business administration, public administration,
psychology, sociology, political science, economics, and statistics. Courses in labor law, collective
bargaining, labor economics, labor history, and industrial psychology also provide a valuable
background for the prospective labor relations specialist. As in many other fields, knowledge of
computers and information systems also is useful.
The duties given to entry-level workers will vary, depending on whether the new workers have a
degree in human resource management, have completed an internship, or have some other type of
human resources-related experience. Entry-level employees commonly learn the profession by
performing administrative dutieshelping to enter data into computer systems, compiling employeehandbooks, researching information for a supervisor, or answering the phone and handling routine
questions. Entry-level workers often enter formal or on-the-job training programs in which they learn
how to classify jobs, interview applicants, or administer employee benefits. They then are assigned to
specific areas in the human resources department to gain experience.
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COMPANY PROFILE
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SANS INNOVATIONS is a fast growing company providing end-to-end business solutions
globally. It is our constant endeavor that we satisfy our clients through our comprehensive
portfolio of services which includes IT Services, Web Services, and Training & HR Services.
SANS INNOVATIONS is committed to technology innovation and adoption of latest
tools and products to provide excellent solutions to its customers. The strong belief of providing
end-to-end IT services and assisting companies to receive information anywhere, anytime in the
most efficient format has led to the complete satisfaction from the clients of SANS
INNOVATIONS.
MISSION SANS INNOVATIONS wants to be a dependable world-class organization. We shall
foster the spirit of entrepreneurship within the organization through individual development. Our
endeavor is to provide our national and international customers with competitive solutions. We
shall achieve this Quality Service by comprehending their need through close interaction and by
creating a global network.
VISION
Being a trustworthy, customer oriented organization,
An open and warm environment where everyone is respected, listened to
Encouraged to excel,
Actively creating and exploring opportunity for the growth of our customers and our
organization.
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Training
SANS INNOVATIONS has been conceived with the objective of increasing
employability through developing skills and competencies for aspirants fresh, experienced
that are geared up towards accomplishing their exciting career goal.
The basic business model of SANS INNOVATIONS training is to identify and
understand the manpower across industry verticals; determine the gaps between the employer
needs and existing talent pool and then design, develop and deliver programmes to bridge the
gaps.
In a nutshell SANS INNOVATIONSs core competencies comprise the ability and
competency to deliver high quality need-based training various customized solutions arrived by
our panel of experienced professionals across industry verticals to provide Industry orientedtraining.
Our core competencies:
1) Institutional Training
2) Corporate Training
Our Verticals:
y Information Technology (IT)
y ITES
y Banking & F inancial Services(B F SI)
y Engineering & Manufacturing
y Energy & Infrastructure
y Retail & F MCG
y Media & Entertainments
Software Consulting
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Most of the management are under pressure to make sure technology investments
improve their company's competitive position and boost the bottom line. With global sourcing of
IT emerging as a highly effective option for achieving these goals, many organizations are
implementing a new methodology, to select and manage a IT offshore service vendors. Several
companies have chosen SANS INNOVATIONS as a strategic partner to help them manage key
areas of IT, due to our deep capabilities in industry verticals, technical strengths and innovative,
flexible service delivery.
SANS INNOVATIONS's integrated network of developed facilities is complemented by
onsite, offshore and near shore capabilities in major international markets. This has helped our
clients choose solutions that meet their global sourcing needs.
SANS INNOVATIONS has helped clients meet their global sourcing needs by helping
them identify, evaluate and configure their IT architectures across multiple geographies to reduce
costs, mitigate risks and maximize performance.
With excellent technical skills and many years of experience in delivering end-to-end IT
services and solutions, SANS INNOVATIONS has developed strong domain capabilities in the
following industry verticals:
y Insurance
y F inancial Services
y Manufacturing
y Telecom
y Engineering Services
Web Services
SANS INNOVATIONS provides custom website services including website design and
development, consulting and maintenance services regardless of the work complexity. Our
highly-skilled developers and programmers accomplish various site development projects from
the ground up, based on up-to-date programming languages.
Our extensive experience in development applied to our hands-on expertise will help
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you to establish your Internet presence and put your website on a professional level. Offerings:
y Website Development
y Content Management
y Database Driven Portals
Event Management
We recognize and cater to the fact that events are a major aspect of corporate
marketing strategy. We design and conceptualize various events bearing in mind the profileof the client, the image of the brand, the target audience and the mileage that the event will
generate for the client
We conceptualize the deliver effective, recall intensive solutions to communicate
the brand's proposition to its target group through below-the-line activities. We go a step
further and generate the requisite feedback through the activity from the brand's target group.
SANS INNOVATIONS Events operates in order to provide an exhaustive event
management proposition an that encompasses marketing consulting rather than simply event
conceptualization, designing, planning, & execution of the events & promotions
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RESEARCH
METHODOLOGY
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NEED, OBJECTIVES AND LIMITATIONS
2.1 NEED FOR THE STUDY
Customers expectations change accordingly with time. Customers expectations
should be studied with great efforts, so that marketers can design the product based on
the need of the customers.
If the customers need were met then the customer may turn as an asset to the
company because they become opinion leader for others. So that the company can
increase its market share.
Customer expectation is mainly based on the following attributes
The product or service
The price
The place
Promotion
In this new era of business world, Customers are the real owners. So, each and
every expectations of consumers have to be studied.
ADVANTAGES:-
To increase the market share
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To remove consumer dissatisfaction
To retain the current customers and also gaining by new one through study the
customer expectations.
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
The primary objective of the study is to identify the preference
by the clients and satisfaction level towards the services rendered by SANS
INNOVATIONS.
SECONDARY OBJECTIVE
1. To identify and rank the service features given preference by the clients.
2. To identify the actual performance and satisfaction level towards various
various services that was given preference.
3. To identify the opinion of the customers and their feelings towards theservices.
4. To suggest some measures to improve customer satisfaction.
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REVIEW OF
LITERATURE
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Improving Customer Satisfaction Once a Customer Satisfaction Measurement Program Is
in Place
Customer satisfaction research is not an end unto itself. The purpose, of course, in measuring
customer satisfaction is to see where a company stands in this regard in the eyes of its customers,thereby enabling service and product improvements which will lead to higher satisfaction levels.
The research is just one component in the quest to improve customer satisfaction. There are
many others, including:
y Top management commitment,y L inking of Customer Satisfaction scores with employee and management monetary
incentives,y Recognition of employees who contribute to customers' satisfaction,y Identification, measurement, and tracking of operational variables which drive
satisfaction scores,y Customer-based improvement goals,y Plans for improving operational variables,y Incorporation of customer satisfaction skills into employee training programs,y Measurement of and plans for improvement of employee satisfaction,y Changes in corporate hiring practices.
We will touch on each of these issues briefly.
Top Management Commitment
Top management, through its actions, must show that customer satisfaction is important to it.
This can be done in several ways.
y Acknowledging areas where the company needs to improve,y Allocating appropriate resources to the improvement of customer satisfaction,y Involvement of management and employees in the development of plans for customer
satisfaction improvement,y L inking management bonuses to satisfaction scores,y Clear and frequent communication of what is being done to improve customer
satisfaction.
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y Organizations are increasingly interested in retaining existing customers while targeting
non-customers; [2] measuring customer satisfaction provides an indication of how
successful the organization is at providing products and/or services to the marketplace.
y Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and
recommend rate. The level of satisfaction can also vary depending on other options the
customer may have and other products against which the customer can compare the
organization's products.
y Because satisfaction is basically a psychological state, care should be taken in the effort
of quantitative measurement, although a large quantity of research in this area hasrecently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990
and 1998 defined ten 'Quality Values' which influence satisfaction behavior, further
expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten
domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, F ront line Service Behaviors, Commitment
to the Customer and Innovation. These factors are emphasized for continuous
improvement and organizational change measurement and are most often utilized to
develop the architecture for satisfaction measurement as an integrated model. Work done
by Parasuraman, Zeithaml and Berry ( L eonard L ) [3] between 1985 and 1988 provides the
basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of
performance) into a single measurement of performance according to expectation.
According to Garbrand, customer satisfaction equals perception of performance divided
by expectation of performance.
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y The usual measures of customer satisfaction involve a survey [4] with a set of statements
using a L ikert Technique or scale. The customer is asked to evaluate each statement and
in term of their perception and expectation of performance of the organization being
measured.
Improving Customer Satisfaction Once a Customer Satisfaction Measurement Program Is
in Place
Customer satisfaction research is not an end unto itself. The purpose, of course, in measuring
customer satisfaction is to see where a company stands in this regard in the eyes of its customers,
thereby enabling service and product improvements which will lead to higher satisfaction levels.
The research is just one component in the quest to improve customer satisfaction. There are
many others, including:
y Top management commitment,y L inking of Customer Satisfaction scores with employee and management monetary
incentives,y Recognition of employees who contribute to customers' satisfaction,y Identification, measurement, and tracking of operational variables which drive
satisfaction scores,y Customer-based improvement goals,
y Plans for improving operational variables,y Incorporation of customer satisfaction skills into employee training programs,y Measurement of and plans for improvement of employee satisfaction,y Changes in corporate hiring practices.
We will touch on each of these issues briefly.
Top Management Commitment
Top management, through its actions, must show that customer satisfaction is important to it.This can be done in several ways.
y Acknowledging areas where the company needs to improve,y Allocating appropriate resources to the improvement of customer satisfaction,
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y Involvement of management and employees in the development of plans for customer satisfaction improvement,
y L inking management bonuses to satisfaction scores,y Clear and frequent communication of what is being done to improve customer
satisfaction.
Linking of Customer Satisfaction Scores With Employee and Management Monetary
Incentives
This really is just a case of having management put its money where its mouth is. Monetary
incentives for improving customer satisfaction scores should reach all levels of the organization,
from top management to front-line employees and suppliers. Incentive programs can be
structured so that all employees in an organizational unit receive compensation if the unit's
customer satisfaction goals are met. Additionally, exemplary service on the part of individual
employees can be rewarded on an ad hoc basis. Management incentives do not have to result in
incremental expenditures; a reallocation of current incentives will suffice. F or example, if 100%
of a manager's bonus is dependent upon meeting operational and sales goals, the mix could be
changed to include a customer satisfaction goals.
Recognition of Employees Who Contribute to Customers' Satisfaction
This is an inexpensive way to foster customer satisfaction. The keys to success are:
y Making sure that all employees are aware of why a particular employee is beingrecognized,
y Making sure that each employee being recognized is worthy of recognition.
Identification, Measurement, and Tracking of Operational Variables Which Drive
Satisfaction Scores The results of a customer satisfaction survey need to be evaluated to
determine what needs to be improved. F or example, a survey may find that customer waiting
times need to be reduced. The next step should be to quantify actual customer waiting times, andto set goals and strategies for reducing them. Goals should be as specific as possible. It is better
to say "we want to reduce wait times during peak periods from an average of twenty minutes to
fifteen minutes by the end of June," than to say "we need to reduce customer waiting times."
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Customer-Based Improvement Goals
This ties directly to the previous point. Once you have identified what needs to be improved, you
need to develop a plan for improving each identified area. Such plans need to be based on what
customers really need, rather than what management believes to be a good goal. Using the previous example, if customers really desire wait times of ten minutes or less, having
management dictate that wait times must be reduced to fifteen minutes will have limited appeal
with customers. You may need to do a separate survey with customers to actually set appropriate
goals. If this is not economically feasible, at least talk to a number of customers and gain their
input before setting a goal.
Plans for Improving Operational Variables
Once you have established what needs to be improved, and how much it needs to be improved,
plans need to be developed to make improvement happen. The keys to successful planning are
to:
y Involve front-line employees and management in the planning process,y Make sure plans are specific,y Evaluate the success of plans once they have been put into place. This is done by
measuring actual improvement in operations and customer satisfaction.
Incorporation of Customer Satisfaction Skills into Employee Training Programs
Employee training programs should be modified to include:
y A description of the importance of customer satisfaction to the company,y Descriptions of what keeps customers satisfied,y A description of customer satisfaction measurement programs, recognition programs, and
incentive programs,y
Specific employee-performance expectations with regard to keeping customers satisfied.
Measurement of And Plans for Improvement of Employee Satisfaction
Unhappy employees will have difficulty in keeping customers happy. You should consider
measuring the satisfaction levels of employees, and then developing action plans to improve
employee satisfaction.
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ANALYSIS AND INTERPRETATION
Table 4.1: SHOWING GENDER WISE DISTRIBUTION OF RESPONDENT :
GENDER NUMBER OF RESPONDENT PERCENTAGE
Male 56 56
F emale 44 44
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondent male i.e. 56% and the others are
female i.e. 44%.
Figure 4.1: SHOWING PERCENTAGE OF RESPONDENT BELONGS TO GENDER
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Table 4.2: SHOWING AGE WISE DISTRIBUTION OF RESPONDENT
AGE (YEAR) NUMBER OF RESPONDENT PERCENTAGE
16 TO 20 35 35
21 TO 25 42 42
26 TO 30 23 23
30 ABOVE 0 0
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondent belongs to the age group of 21 to 25
i.e. 42%, the second largest age groups are 16 to 20 that is 35% . The third groups are the group
of experienced person whose age fall between 26 to 30 i.e., 23%. None of the respondent belongs
to 30 year above as they dont need any training .
Figure 4.2: SHOWING PERCENTAGE OF RESPONDENT BELONG TO AGE GROUP
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Table 4.4: SHOWING THE CLASSIFICATION OF RESPONDANTS KNOWLEDGE
ABOUT SANS INNOVATIONS .
AWARENESS NUMBER OF RESPONDENT PERCENTAGE
Seminars 42 42
Advertisement 23 23
road shows 12 12
F riends 23 23
TOTAL 100 100%
INTERFERENCE
F rom the above table it is clear that most of the respondent comes to know about SANS
INNOVATIONS through seminars i.e. 42%, the second largest respondents come to know
through advertisement and friends i.e., 23% each. The third group of respondents comes to know
through road shows i.e., 12%.
Figure 4.4: SHOWING PERCENTAGE OF RESPONDENT OF THEIR INTRODUCTION
ABOUT SANS INNOVATIONS
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Table 4. 6 : SHOWING THE CLASSIFICATION OF RESPONDANTS TYPE OFADVERTISEMENT
ATTRACTION NUMBER OF RESPONDENT PERCENTAGE
Media ads 8 20.51%
Print ads 17 43.59%
Pamphlets 9 23.08%
Others 5 12.82%
TOTAL39
100%
INFERENCE:
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F rom the above table it is clear that most of the respondent have seen print ads i.e. 43.59%, the
second largest respondents have seen pamphlets i.e., 23.08%. The third group of respondents have
seen media ads i.e., 20.51%.others have seen various other ads i.e., 12.82%.
Figure 4. 6 : SHOWING PERCENTAGE OF RESPONDENT SEEN DIFFERENTCHANNEL OF ADVERTISEMENT OF SANS INNOVATIONS
Table 4.7: SHOWING THE CLASSIFICATION OF RESPONDANTS REASON FOR
JOINING SANS INNOVATIONS.
REASON NUMBER OF RESPONDENT PERCENTAGE
Quality of training 52 52
Better prospectus 32 32
Quality trainers 16 16
TOTAL 100 100%
INFERENCE:
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TOTAL 100 100%
INFERENCE:
From the above table it is clear that most of the respondents are very well satisfied with the courses
of SANS INNOVATIONS i.e. 48%, the second largest respondents are well satisfied with the
courses of SANS INNOVATIONS i.e., 43%. The third group of respondents are average level of
satisfaction i.e., 6%.others are not satisfied with the courses of SANS INNOVATIONS i.e., 3%.
Figure 4.8: SHOWS THE PERCENTAGE OF RESPONDENTS LEVEL OFSATISFACTION
Table 4. 9 : SHOWING THE ATTRACTION OF CUSTOMERS TOWARDS SANS
INNOVATIONS.
OFFERS NUMBER OF RESPONDENT PERCENTAGE
Placement 37 37
Course material 20 20
Additional course 30 30
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Others 13 13
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents are attracted by placements i.e. 37%,
the second largest respondents are attracted by additional course i.e., 30%. The third groups of
respondents are attracted by course material i.e., 20%. The last groups of respondents are attracted
by various other factors i.e. 13%.
Figure 4. 9 : SHOWS THE PERCENTAGE OF RESPONDENTS ATTRACTIONTOWARDS SANS INNOVATIONS
Table 4.10: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS
INNOVATIONS IS BETTER IN FEES
FEES NUMBER OF RESPONDENT PERCENTAGE
Highly agree 57 57
Agree 23 13
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Disagree 12 12
Highly disagree 8 8
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents highly agree that SANS
INNOVATIONS is better in fees i.e. 57%, the second largest respondents agree that SANS
INNOVATIONS is better in fees i.e.23%. The third largest group of respondents disagree that
SANS INNOVATIONS is better in fees i.e.12%.The last group of respondents highly disagree that
SANS INNOVATIONS is better in fees i.e. 8%.
Figure 4.10: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS IS BETTER IN FEES
Table 4.11: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS
INNOVATIONS IS BETTER IN COURSE CONTENT
COURSE CONTENT NUMBER OF RESPONDENT PERCENTAGE
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Highly agree 56 56
Agree 23 23
Disagree 16 16
Highly disagree 5 5
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents highly agree that SANS
INNOVATIONS is better in course content i.e. 56%, the second largest respondents agree that
SANS INNOVATIONS is better in course content i.e. 23%. The third largest group of respondentsdisagree that SANS INNOVATIONS is better in course content i.e.16%.The last group of
respondents highly disagree that SANS INNOVATIONS is better in course content i.e. 5%.
Figure 4.11: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS IS BETTER IN COURSE CONTENT
Table 4.12: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING SANS
INNOVATIONS TRAINERS ARE BETTER
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TRAINERS NUMBER OF RESPONDENT PERCENTAGE
Highly agree 46 46
Agree 18 18Disagree 12 12
Highly disagree 24 24
TOTAL 100 100%
INFERENCE:
F
rom the above table it is clear that most of the respondents highly agree that SANSINNOVATIONS trainers are better i.e. 46%, the second largest respondents highly disagree that
SANS INNOVATIONS trainers are better i.e.24%. The third largest group of respondents agrees
that SANS INNOVATIONS trainers are better i.e.18%.The last group of respondents disagree that
SANS INNOVATIONS trainers are better i.e. 12%.
Figure 4.12: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS TRAINERS ARE BETTER
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Table 4.14: SHOWING THE PERCENTAGE OF WEAKNESS OF THE
RESPONDENT.
WEAKNESS NO OF RESPONDENT PERCENTAGE
Communication 29 29
Technical skill 27 27
L ack of confidence 38 38
None 6
TOTAL 100 100%
INFERENCE
F rom the above table it is clear that most of the respondents weakness is lack of confidence i.e.
38%, the second largest respondents weakness is communication skill i.e., 29%. The third groups
of respondents weakness is technical skill i.e., 27%. The last group of respondents doesnt have
any weakness i.e. 6%.
Figure 4.14: SHOWS THE PERCENTAGE OF WEAKNESS OF THE RESPONDENTS
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Table 4.15: SHOWING THE ATTRACTION OF RESPONDANTS TOWARDS
SPECIAL OFFERINGS
COMPARISON FACTOR NUMBER OF RESPONDENT PERCENTAGE
Placement 26 26
Training fee 20 20
L ive project 15 15
Advertisement 39 39
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents attracted to the advertisement i.e.
39%, the second largest respondents are attracted to the placement i.e., 26%. The third groups of
respondents are attracted to the training fee i.e., 20%. The last groups of respondents are attracted
to the live project i.e. 15%.
Figure 4.15: SHOWS THE PERCENTAGE OF RESPONDENTS ATTRACTIONTOWARDS SPECIAL OFFERINGS
26
20
15
39
0
5
10
15
20
25
30
35
40
45
pl acement tr a ini ng fee l ive proj ect a dver ti sement
ATTRACTIONS
N O
O F R E S P O N D E N
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Table 4.1 6 : SHOWING THE PERCENTAGE OF THE RESPONDENTS LEVEL OF
SATISFACTION OF TRAINING PROGRAM
TRAINING NUMBER OF RESPONDENT PERCENTAGE
100%-75% 56 56
74%-50% 32 32
49%-25% 7 7
24%-0% 5 5
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents are satisfied at 100%-75% i.e. 56%,
the second largest respondents are satisfied at to 74%-50%i.e., 32%. The third group of respondent
are satisfied at 49%-25% i.e., 7%. The last group of respondents are satisfied at 24%-0% i.e. 5%.
Figure 4.16: SHOWS THE PERCENTAGE OF RESPONDENTS SAYTISFACTION ONTRAINING
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Table 4.17: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT
ADVERTISEMENT CAN IMPROVE SANS INNOVATIONS
ADVERTISEMENT NUMBER OF RESPONDENT PERCENTAGE
Highly agree 23 23
Agree 46 46
Disagree 22 22
Highly disagree 9 9
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents agree that advertisement can improve
SANS INNOVATIONS i.e. 46%, the second largest respondents highly agree that advertisement
can improve SANS INNOVATIONS i.e.23%. The third largest group of respondents disagree that
advertisement can improve SANS INNOVATIONS i.e.22%.The last group of respondents highly
disagree that advertisement can improve SANS INNOVATIONS i.e. 9%.
Figure 4.17: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS ADVERTISEMENT CAN IMPROVE SANS INNOVATIONS
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Table 4.18: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT
PROVIDING OFFERS CAN IMPROVE SANS INNOVATIONS
PROVIDING OFFERS NUMBER OF RESPONDENT PERCENTAGE
highly agree 21 21
agree 33 33
disagree 38 38
highly disagree 8 8
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents disagree that providing offers can
improve SANS INNOVATIONS i.e. 38%, the second largest respondents agree that providing
offers can improve SANS INNOVATIONS i.e.33%. The third largest group of respondents highly
agrees that providing offers can improve SANS INNOVATIONS i.e.21%.The last group of
respondents highly disagree that providing offers can improve SANS INNOVATIONS i.e. 8%.
Figure 4.18: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS PROVIDING OFFERS CAN IMPROVE SANS INNOVATIONS
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Table 4.1 9 : SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT
SCHOLARSHIP CAN IMPROVE SANS INNOVATIONS
SCHOLARSHIP NUMBER OF RESPONDENT PERCENTAGE
Highly agree 26 26
Agree 48 48
Disagree 14 14
Highly disagree 12 12
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents agree that scholarship can improve
SANS INNOVATIONS i.e. 48%, the second largest respondents highly agree that scholarship
can improve SANS INNOVATIONS i.e.26%. The third largest group of respondents disagrees that
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scholarship can improve SANS INNOVATIONS i.e.14%.The last group of respondents highly
disagree that scholarship can improve SANS INNOVATIONS i.e. 12%.
Figure 4.1 9 : SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS SCHOLARSHIP CAN IMPROVE SANS INNOVATIONS
Table 4.20: SHOWING THE PERCENTAGE OF RESPONDENTS FEELING THAT
SEMINARS CAN IMPROVE SANS INNOVATIONS
SEMINARS NUMBER OF RESPONDENT PERCENTAGE
Highly agree 24 24Agree 37 37
Disagree 30 30
Highly disagree 9 9
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TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents agree that seminars can improve
SANS INNOVATIONS i.e. 37%, the second largest respondents disagree that seminars can
improve SANS INNOVATIONS i.e.30%. The third largest group of respondents highly agrees that
seminars can improve SANS INNOVATIONS i.e.24%.The last group of respondents highly
disagree that seminars can improve SANS INNOVATIONS i.e. 9%.
Figure 4.20: SHOWS THE PERCENTAGE OF RESPONDENTS FEELING THAT SANSINNOVATIONS SEMINARS CAN IMPROVE SANS INNOVATIONS
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Table 4.21: SHOWING THE PERCENTAGE OF RESPONDENTS SUGGESTION TO
IMPROVE SANS INNOVATIONS
NEW OFFERS NUMBER OF RESPONDENT PERCENTAGE
Installment Scheme 61 61
Additional Course Package 32 32
Others 7 7
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents suggests installment scheme to
improve SANS INNOVATIONS i.e. 61%, the second largest respondents suggests additional
course package to improve SANS INNOVATIONS i.e., 32%. The last group of respondents
suggests others ways to improve SANS INNOVATIONS i.e. 7%.
Figure 4.21: SHOWS THE PERCENTAGE OF RESPONDENTS SUGGESTION TOIMPROVE SANS INNOVATIONS
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Table 4.22: SHOWING THE PERCENTAGE OF RESPONDENTS FAVOURABLEMODE OF COMMUNICATION
COMMUNICATION MODE NUMBER OF RESPONDENT PERCENTAGE
Direct 12 12
Direct mail 16 16
Phone 43 43
E-mail 29 29
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents favorable mode of communication is
phone i.e. 43%, the second largest respondents favorable mode of communication is e-mail i.e.,
29%. The third largest group of respondents favorable mode of communication is direct mail
i.e.16%.The last group of respondents favorable mode is direct i.e. 12%.
Figure 4.22: SHOWS THE PERCENTAGE OF RESPONDENTS FAVORABLE MODEOF COMMUNICATION
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Table 4.2 3 : SHOWING THE PERCENTAGE OF RESPONDENTSMATERIALISATION OF DREAM
MATERIALISATION OFDREAM NUMBER OF RESPONDENT PERCENTAGE
Yes 76 76
No 24
TOTAL 100 100%
INFERENCE:
F rom the above table it is clear that most of the respondents believe that their dreams are
materialized by SANS INNOVATIONS i.e. 76%. Other group of respondents believes that their
dreams are not materialized by SANS INNOVATIONS i.e. 24%.
Figure 4.2 3 : SHOWS THE PERCENTAGE OF RESPONDENTS MATERIALISATIONOF DREAM.
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STATISTICAL TOOLS
COMPUTAT I ON OF WE IGH TED AVERA G E FOR VAR I OUS ASPECTS T H AT
I NCREASES T
H E MARKET S
H ARE VALUE
A I M :
To find the weighted average for various aspects that increases the market share and rank
them on the basis of weighted average obtained.
Table 4.24: SHOWING COMPUTATION O F WEIGHTED AVERAGE
FORMULA USED:
Weighted Average = FX /N
Where, FX = fx 1+fx 2+.fx n
f = F requency
x = Points allotted for each scale
Aspects IncreasingMarket Share
StronglyAgree
Agree Disagree StronglyDisagree
WeightedTotal
WeightedAverage
Rank
More Advertisement 23 46 22 9 283 2.83 2
Providing Offers 21 33 38 8 267 2.67 4
Scholarship 26 48 14 12 288 2.88 1
Seminars 24 37 30 9 276 2.76 3
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N = 100
Points allotted as follows :
Strongly Agree - 4 points
Agree - 3 points
Disagree - 2 points
Strongly Disagree - 1 point
INFERENCE:
F rom the above computation it is found that,
y Scholarship secures Rank I with the highest weighted average that increases the
market share value.
y More Advertisement secures Rank II with second highest weighted average that
increases the market share.
y Seminars secure Rank III with third highest weighted average that increases the
market share.
y Providing Offers secure Rank IV with the least weighted average that increases the
market share.
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COMPUTATION OF WEIGHTED AVERAGE FOR VARIOUS ASPECTS OF TRAINING
THAT SATISFIES THE CUSTOMERS BETTER THAN OTHER TRAINING INSTITUTES
A I M :
To find the weighted average for various aspects of training and rank them on the basis of
weighted average obtained.
Table 4.25: SHOWING COMPUTATION O F WEIGHTED AVERAGE
Aspects Of Training StronglyAgree
Agree Disagree StronglyDisagree
WeightedTotal
WeightedAverage
Rank
Course Content 56 23 16 5 330 3.30 1
Trainers 46 18 12 24 298 2.98 3
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FORMULA USED:
Weighted Average = FX /N
Where, FX = fx 1+fx 2+.fx n
f = F requency
x = Points allotted for each scale
N = 100
Points allotted as follows :
Strongly Agree - 4 points
Agree - 3 points
Disagree - 2 points
Strongly Disagree - 1 point
INFERENCE:
F rom the above computation it is found that,
F ees 57 23 12 8 329 3.29 2
Practical Knowledge 45 24 21 10 204 2.04 4
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y Course Content secures Rank I with the highest weighted average that is competitive
than other training institutes.
y Fees secures Rank II with second highest weighted average that competitive than
other training institutes.
y Trainers secure Rank III with third highest weighted average that competitive than
other training institutes. .
y Practical Knowledge secure Rank IV with the least weighted average that
competitive than other training institutes.
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C ALCULATION O F C ORRELATION C OEFFICIENT T O F IND T HE R ELATIONSHIP BETWEEN AGE
AND W EAKNESS W HICH H INDERS T O G ET J OB :
AIM :
To find out whether there is relationship between age and weakness which hinders customers
to get job.
Table 4.26: SHOWING THE COE FF ICIENT O F CORRE L ATION BETWEEN AGE AND WEAKNESS WHICH
HINDERS CUSTOMERS TO GET JOB .
AgeWeakness which hinders in
getting a job
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Age
Pearson Correlation 1 .550 **
Sig. (2-tailed) 0
N 100 100
Weakness which hinders
in getting a job
Pearson Correlation .550 ** 1
Sig. (2-tailed) 0
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
CALCULATED VALUE:
Karl Pearsons Coefficient Of Correlation is 0.550
INFERENCE:
The Karl Pearson Correlation is positive (0.550). Hence there is relationship between age and
weakness which hinders customers to get job.
C ALCULATION O F C ORRELATION C OEFFICIENT T O F IND T HE R ELATIONSHIP BETWEEN
E XPERIENCE AND SATISFACTION LEVEL
AIM :
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.
C ALCULATION O F C ORRELATION C OEFFICIENT T O F IND T HE R ELATIONSHIP BETWEEN
G ENDER AND C USTOMERS K NOWLEDGE ABOUT SANS INNOVATIONS
AIM :
To find out whether there is relationship between gender and customers knowledge about
SANS INNOVATIONS.
Table 4.28: SHOWING THE COE FF ICIENT O F CORRE L ATION BETWEEN GENDER A ND CUSTOMERS
K NOW L EDGE ABOUT SANS INNOVATIONS.
CALCULATED VALUE:
Karl Pearsons Coefficient Of Correlation is 0.726
Gender How Customers know about
SANS INNOVATIONS
Gender
Pearson Correlation 1 0.1
Sig. (2-tailed) 0.321
N 100 100
How Customers know
about SANS
INNOVATIONS
Pearson Correlation 0.1 1
Sig. (2-tailed) 0.321
N 100 100
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INFERENCE:
The Karl Pearson Correlation is positive (0.726). Hence there is relationship between gender
and customers knowledge about SANS INNOVATIONS.
SPEARMANS RANK CORRELATION:
Table 4.29: SHOWING THE TWO VARIAB L ES THAT CONSISTS O F RANKS:
X 2 4 1 3
Y 1 3 2 4
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X Aspects increasing market share
Y Aspects F or Training
Correlation:
x y
Spearman's rho
X
Correlation Coefficient 1.000 .600
Sig. (2-tailed) . .400
N 4 4
Y
Correlation Coefficient .600 1.000
Sig. (2-tailed) .400 .
N 4 4
INFERENCE:
Spearmans Rank Correlation is 0.600.
As the correlation is positive, there is positive approach between the two variables.
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C HI SQUARE T EST T O C HECK T HE SIGNIFICANT DIFFERENCE BETWEEN G ENDER AND
SATISFACTION LEVEL O F COURSES PROVIDED
NULL H YPOTHESIS (H O ):
There is no significant difference between gender and satisfaction level of courses provided.
ALTERNATIVE H YPOTHESIS (H 1):
There is significant difference between gender and satisfaction level of courses provided.
Gender * satisfaction level of the courses provided
Cross Tabulation (Observed Frequency)
Gender Are you satisfied with the courses provided from SANS
INNOVATIONS
TotalSatisfied
Highly
Satisfied Dissatisfied
Highly
Dissatisfied
Male 27 23 4 2 56
F emale 21 20 2 1 44
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Total 48 43 6 3 100
Gender * satisfaction level of the courses provided
Cross Tabulation (Expected Frequency)
Gender Are you satisfied with the courses provided from SANS
INNOVATIONS
TotalSatisfied
Highly
Satisfied Dissatisfied
Highly
Dissatisfied
Male 26.9 24.1 3.4 1.7 56.0
F emale 21.1 18.9 2.6 1.3 44.0
Total 48.0 43.0 6.0 3.0 100.0
C HI SQUARE T EST :
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square .527 a 3 0.913
L ikelihood Ratio 0.537 3 0.911
L inear-by- L inear Association 0.102 1 0.75
N of Valid Cases 100
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a. 4 cells (50.0%) have expected count less than 5. The minimum expected count is 1.32
Chi Square Value 2 = 0.527
Degree Of F reedom = 3
L evel of Significance = 5
20.05 at 9 d.f (Significance Value) = 0.913
INFERENCE :
F rom the above calculation it is found that the significant value of 2 0.913 is greater
than 0.05. So we accept Ho. Hence it is concluded that there is no significant difference
between gender and satisfaction level of courses provided.
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Prime reason for joining SANS INNOVATIONS * Weakness which hinders in getting a job
Cross Tabulation (Expected Frequency)
Prime reason for
joining SANS
INNOVATIONS
Weakness which hinders in getting a job
TotalCommunication
SkillTechnical Skill
L ack of
Confidence None
Quality Training 15.1 14 19.8 3.1 52
Better Prospectus 9.3 8.6 12.2 1.9 32
Qualified Trainers 4.6 4.3 6.1 1 16
Total 29 27 38 6 100
C HI SQUARE T EST :
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 15.544a
6 0.016
L ikelihood Ratio 15.734 6 0.015
L inear-by- L inear Association
0.007 1 0.936
N of Valid Cases 100
a. 5 cells (41.7%) have expected count less than 5. The minimum expected count is .96.
Chi Square Value 2 = 15.444
Degree Of F reedom = 6
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L evel of Significance = 5
20.05 at 9 d.f (Significance Value) = 0.016
INFERENCE :
From the above calculation it is found that the significant value of 2 0.01 6 is less
than 0.05. So we reject Ho and accept H 1. Hence it is concluded that there is
significant difference between reason for joining and weakness which hinders in
getting job.
C HI SQUARE T EST T O C HECK T HE SIGNIFICANT DIFFERENCE BETWEEN AGE AND R EASON
FOR J OINING SANS INNOVATIONS
NULL H YPOTHESIS :
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There is no significant difference between competing attractive special offerings and
suggestions for new schemes.
ALTERNATIVE H YPOTHESIS :
There is significant difference between competing attractive special offerings and suggestions
for new schemes.
Competing Attractive Special Offerings * Suggestion for New Schemes
Cross Tabulation (Observed Frequency)
CompetingAttractive Special
Offerings
Suggestion F or New Schemes
TotalInstallment
SchemeAdditional Course
PackageOthers
Placement 17 9 0 26
Training F ee 11 9 0 20
L ive Project 11 4 0 15
Advertisement 23 9 7 39
Total 62 31 7 100
Competing Attractive Special Offerings * Suggestion for New Schemes
Cross Tabulation (Expected Frequency)
Competing
Attractive SpecialOfferings
Suggestion F or New Schemes
TotalInstallmentScheme
Additional CoursePackage
Others
Placement 16.1 8.1 1.8 26
Training F ee 12.4 6.2 1.4 20
L ive Project 9.3 4.6 1 15
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C HI SQUARE T EST T O C HECK T HE SIGNIFICANT DIFFERENCE BETWEEN AGE AND R EASONFOR J OINING SANS INNOVATIONS
C HI SQUARE T EST :
NULL H YPOTHESIS :
There is no significant difference between reason for joining and weakness which hinders in
getting job.
ALTERNATIVE H YPOTHESIS :
There is significant difference between reason for joining and weakness which hinders in
getting job..
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Age * Prime reason for joining SANS INNOVATIONS Crosstabulation
Cross Tabulation (Observed Frequency)
Age
Prime reason for joining SANS INNOVATIONS
TotalQuality
TrainingBetter Prospectus Qualified Trainers
16-20 21 8 6 35
21-25 26 9 7 42
26-30 5 15 3 23
Total 52 32 16 100
Age * Prime reason for joining SANS INNOVATIONS Crosstabulation
Cross Tabulation (Expected Frequency)
Age
Prime reason for joining SANS INNOVATIONS
TotalQuality
TrainingBetter Prospectus Qualified Trainers
16-20 18.2 11.2 5.6 35
21-25 21.8 13.4 6.7 42
26-30 12 7.4 3.7 23
Total 52 32 16 100
C HI SQUARE T EST :
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Value Df Asymp. Sig.
(2-sided)
Pearson Chi-Square 15.751 a 4 0.003
L ikelihood Ratio 15.287 4 0.004
L inear-by- L inear Association
2.396 1 0.122
N of Valid Cases 100
a. 1 cells (11.1%) have expected count less than 5. The minimum expected count is 3.68.
Chi Square Value 2 = 15.751
Degree Of F reedom = 4
L evel of Significance = 5
20.05 at 9 d.f (Significance Value) = 0.003
INFERENCE :
From the above calculation it is found that the significant value of 2 0.00 3 is less
than 0.05. So we reject Ho and accept H 1. Hence it is concluded that there is
significant difference between reason for joining and weakness which hinders in
getting job.
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ANALYSIS OF VARIANCE BETWEEN EXPERIENCE AND THE RATE OFTRAINING PROGRAM UNDERGONE
Experience * Rating the training program undergone
Crosstabulation
ExperienceRate the training program undergone
Total
100%-75% 74%-50% 49%-25% 24%-0%
0-1 Years 14 21 7 5 47
1-5 Years 28 10 0 0 38
5-10 Years 14 1 0 0 15
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ExperienceRate the training program undergone
Total
100%-75% 74%-50% 49%-25% 24%-0%
0-1 Years14 21 7 5 47
1-5 Years 28 10 0 0 38
5-10 Years 14 1 0 0 15
Total 56 32 7 5 100
NULL HYPOTHESIS (H O ):
There is no significant difference between experience and the rate of the training program
undergone.
ALTERNATIVE HYPOTHESIS (H 1):
There is significant difference between experience and the rate of the training program
undergone.
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Tests of Between-Subjects Effects
Dependent Variable: value
Source
Type III Sum of
Squares df Mean Square F Sig.
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INFERENCE:
By comparing the Experience variance estimate with the residual variance estimate we get
F c = 1.671. The Significance Value is greater than 0.05 and hence we conclude that there is
no significant difference experience and the rate of the training program undergone.
By comparing the rating of training program variance estimate with the residual variance
estimate we get F c = 4.728. The Significance Value is greater than 0.05 and hence there is no
significance difference experience and the rate of the training program undergone.
Intercept Hypothesis 833.333 1 833.333 4.325 .129
Error 578.000 3 192.667 a
Experience Hypothesis 136.167 2 68.083 1.671 .265
Error 244.500 6 40.750 b
Rating of Training
Program
Hypothesis 578.000 3 192.667 4.728 .051
Error 244.500 6 40.750 b
Experience *
Rating of Training
Program
Hypothesis 244.500 6 40.750 . .
Error .000 0 . c
a. MS(Rating Training Program)
b. MS(Experience * Rating of Training Program)
c. MS(Error)
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NULL HYPOTHESIS (H O ):
There is no significant difference between offers that attracts customers and the new schemes
to be introduced.
ALTERNATIVE HYPOTHESIS (H 1):
There is significant difference between offers that attracts customers and the new schemes to
be introduced.
Tests of Between-Subjects Effects
Placement 22 15 0 37
Course material 14 6 0 20
Additional course 16 9 5 30
Others 10 1 2 13
Total 62 31 7 100
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INFERENCE:
By comparing the attractive offers variance estimate with the residual variance
estimate we get
F c = 2.754. The Significance Value is greater than 0.05 and hence we conclude that there is no
significant difference between offers that attracts customers and the new schemes to be
introduced.
Dependent Variable:Value
SourceType III Sum of
Squaresdf Mean Square F Sig.
Intercept
Hypothesis 833.333 1 833.333 4.384 .171
Error 380.167 2 190.083 a
Offer Attracts
Hypothesis 112.667 3 37.556 2.754 .135
Error 81.833 6 13.639 b
New Schemes
Hypothesis 380.167 2 190.083 13.937 .006
Error 81.833 6 13.639 b
Offer * New
Hypothesis 81.833 6 13.639 . .
Error .000 0 . c
a. MS(New Schemes)
b. MS(Offer Attracts* New Schemes)
c. MS(Error)
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By comparing the rating of training program variance estimate with the residual
variance estimate we get F c = 1 3 .93 7. The Significance Value is greater than 0.05 and
hence there is no significance difference between offers that attracts customers and the
new schemes to be introduced.
F INDINGS
It is observed that majority of respondents are male.
It has been found that majority of respondents belongs to the age group 21 25 yrs.
Majority of the respondents in the age group of 16-20, 21-25 yrs are less than one year
experienced or freshers.
About 42% of the respondents come to know about SANS INNOVATIONS through
seminars.
It has been found that most of the respondents havent seen or heard any of SANS
INNOVATIONSs television or fm ads.
Majority of the respondents (43.59%) have seen SANS INNOVATIONSs print ads. So
that has been found that print ad is more effective for SANS INNOVATIONS.
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Majority of the respondents belongs to the age group 21-25 yrs join reason for the
quality of training (52%) provided by SANS INNOVATIONS.
It has been found that 91% of the respondents are satisfied by the courses and 9% of the
respondents are not satisfied.
It has been found that majority of the respondents are attracted towards SANS
INNOVATIONS by the placement (37%) offer provided by SANS INNOVATIONS.
Others major attraction is additional courses (30%) provided by SANS
INNOVATIONS.
80% of the respondents agree that fees in SANS INNOVATIONS is reasonable thanother institutes. 20% of the respondents dont agree to it.
It has been found that 79% of the respondents agree that course content of SANS
INNOVATIONS is good. 21% of the respondents disagree to it.
Majority of the respondents (64%) agrees that trainers are good in SANS
INNOVATIONS. Others (36%) disagrees that trainers are good.
38% of the respondents have weakness of lack of confidence.
It has been found that majority of the respondents agrees that scholarship can improve
SANS INNOVATIONS. Second large group of respondents agrees that advertisement
can improve SANS INNOVATIONS. Third large group of respondents agrees that
seminars can improve SANS INNOVATIONS. L ast group of respondents agrees that
providing offers can improve SANS INNOVATIONS.
Majority of the respondents wants installment scheme to be introduced in SANS
INNOVATIONS.
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It has been fount that majority of the respondents prefer phone as their favorable
contact mode. Second largest respondents prefer e-mail as favorable contact mode.
76% of the respondents agree that SANS INNOVATIONS helps them to materialize
their dream. 24% of the respondents disagrees that SANS INNOVATIONS helps themto materialize their dream.
It has been found that there is relationship between the age of the respondents and their
weakness to find job.
It is also been found that there is relationship between the experience and the
satisfaction level of the customers.
It has been found that there is no significant difference between gender and satisfaction
level of courses provided.
It is also been found that there is significant difference between reason for joining and
weakness which hinders in getting job.
It is found that SANS INNOVATIONS is fastly growing among other training
institutes.
SUGGESTION S
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The main suggestion is to improve the number of advertisement in print media and
air media. Because these are the media which present customers come to know
about SANS INNOVATIONS.
It is also suggested that to advertise in television which can reach the target
customers easily. It is also found to be powerful media.
More number of customers can be attracted from colleges and schools. So
approaching the schools and colleges can be more effective.
It is suggested that to advertise the attractive offers preferred by the customers
which will be effective in attracting new customers.
It should be concentrated on weaker areas such as quality of trainers, etc, to
increase the word of mouth.
Periodic meeting can be conducted with the customers to know their need and
deliver the service according to it.
As customers suggested scholarship, installment schemes can be introduced.
Customers weakness should be identified by counseling process.
Road shows, posters type of advertisement may help to increase customers.
Waiting time of the customers should be reduced; also the batch size has to be
reduced to make the customers feel better.
Present strategies are effective and the effective team of marketing should be made
more aggressive.
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C ONCLUSION
The study is concentrated for analyzing the satisfaction level of customers towards SANS
INNOVATIONS. The study has been conducted only to the customers who have taken training
from SANS INNOVATIONS.
The study reveals that though the company seems to be moving it right lines as far as its
current marketing strategy for training is concerned, it has a few drawbacks in implementation of certain strategies. Those drawbacks were identified and remedies are suggested for the
development.
It has been concluded that most the customers in SANS INNOVATIONS are satisfied by
the services rendered by them. F ew changes have to be made to make more effective in order to
expand the service to more people.