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1.1 INTRODUCTION ABOUT THE STUDY

1.1.1 COMPETITOR ANALYSIS

Competitor analysis can be defined as a set of activities, which examines the comparative

position of competing enterprises within a given strategic sector. In formulating business

strategy, managers must consider the strategies of the firm's competitors. While in highly

fragmented commodity the industries moves of any single competitor which is less important. In

concentrated industries competitor analysis becomes a vital part of strategic planning.

Competitor analysis has two primary activities,

1) Obtaining information about important competitors.

2) Using that information to predict competitor behavior.

Competitive Analysis in general is a process of gathering and analyzing information

about our competitors, their practices, products, strengths and weaknesses and business trends in

order to assess our position in the market and improve our products and marketing strategies.

1.1.2 GOALS OF COMPETITOR ANALYSIS

While discussing the competitor analysis certain goals must be analyzed clearly and

understandable one. So the goals of competitor analysis are to understand following things;

• With which competitors to compete,

• Competitors' strategies and planned actions,

• How competitors might react to a firm's actions,

• How to influence competitor behavior to the firm's own advantage.

Casual knowledge about competitors usually is insufficient in competitor analysis. Rather,

competitors should be analyzed systematically, using organized competitor intelligence gathering

to compile a wide array of information so that well informed strategy decisions can be made.

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1.1.3 COMPETITOR ANALYSIS SEEKS TO

• Provide an understanding of your competitive advantage/disadvantage relative

to your competitor’s positions.

• Help in generating insights into competitor’s strategies past, present and

potential.

• Give an informed basis for developing future strategies to sustain/establish

advantages over your competitors.

1.1.4 PURPOSE OF COMPETITOR ANALYSIS

In today's market, we must know what our competitors are doing and what to do to stay ahead of

the competition. Many businesses believe they are providing a good product to their customers,

but do not have reliable information showing how customers perceive their product.

A Competitive Analysis performed by an unbiased third party is an invaluable tool

because it can help me to identify ways to attract new customers, as well as keep the ones you

have satisfied with our products.

• STRENGTHS AND WEAKNESSES: How our product stacks up against the

competition and in what areas they have an edge over our product and in what areas

our product is superior.

• IDENTIFY OUR COMPETITORS: Verify who your primary and secondary

competitors are.

• IMPROVEMENTS: How and in what areas our product, processes, and practices

must be improved to meet market demands or to stay ahead of the competition.

• MARKETING: What improvements we need to make in our marketing approach

we may want to highlight why our product is ahead of the competition, or the unique

features that consumers desire.

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1.1.5 DEVELOPMENT OF COMPETITOR ANALYSIS

The following questions should be kept it in the mind when undertaking competitor analysis

such as

• Who are our competitors?

• What threats do they possess?

• What is the profile of our competitors?

• What are the objectives of our competitors?

• What strategies are our competitors pursuing and how successful are these

strategies?

• What are the strengths and weaknesses of our competitors?

• How are our competitors likely to respond to any changes to the way we do

business?

1.1.6INFORMATION ABOUT THE COMPETITORS

A business should consider certain factors for the betterment of competitor

analysis. Those factors are as follows;

• Sales and profits by product

• Relative costs

• Customer satisfaction and service levels

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• Customer retention levels

• Distribution costs

• Size and quality of customer databases

• Advertising effectiveness• Future investment strategy

1.1.7 ABOUT THE STUDY

This study focuses to do the competitive analysis of Fibro Flex Company and its major

competitors in Tirunelveli region.

The study was conducted to identify the competitive process of Fibro flex company and

customer satisfaction. Study was focuses on clients within Thirunelveli region. The company

provides many products and services to the customers.

Outcome of the analysis shows that though Fibro flex is on the top position as a market

share in Thirunelveli region, but Fibro flex is still behind in many more factors and they need to

improve those factors. Some recommendations are given to improve. (Project study has been

done with the help of primary and secondary data.)

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INDUSTRY PROFILE

1.2.1 COIR INDUSTRY IN INDIA

Indian coir industry is an important cottage industry contributing significantly to the

economy of the major coconut growing States and Union Territories, i.e., Kerala, Tamil Nadu,

Andhra Pradesh, Karnataka, Maharashtra, Goa, Orissa, Assam, Andaman & Nicobar, etc.

About 5.5 lakhs persons get employment, mostly part time in this industry. The exports from

this industry are around Rs.70 cores. Coconut husk is the basic raw material for coir products.

Around 50% of the available coir husk is used to produce the products. Hence there is scope for

growth of coir industry.

The English Plan programmers for coir industry aimed at increased utilization of

coconut husk for production of coir fibre, growth of find our new uses of coir fibre especially in

the areas of geo-fibre, fire retardant, cement and gypsum polymer development, acquiring of new

technology like PVC-tufted coir products, encouragement to co-operativisation and providingsocial welfare, civic amenities and medical facilities to coir workers. Emphasis would be laid on

mechanization in a phased manner without affecting employment to make Indian coir products

competitive in the export maker. Brown coir fibre production would be encouraged by providing

seed capital assistance. Modernization of coir units has been envisaged by providing incentives

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for installation of modern equipments to make coir industry more competitive in the export

market.

India accounts for more than two-thirds of the world production of coir and coir products. Kerala

is the home of Indian coir industry, particularly white fibre, accounting for 61% of coconut

production and over 85% of coir products. Although India has along coastline dotted with

coconut palms, growth of coir industry in other coastal states has been insignificant, not more

than 50% of the coconut husks is utilized in the coir industry, the remaining being used as fuel in

rural areas.

Production in the cooperative fold is not more than 20% to 25%. The development programmer so far undertaken aimed at revitalization. Efforts were also made for exploring

wider export markets for coir and coir products. Judged from the increase in production and

employment, the progress has been rather slow and exports in physical terms have remained

mere or lets static.

It focuses on the 30 most important mattress manufacturing countries, i.e. Australia,

Austria, Belgium, Brazil, Canada, China, Czech Republic, Denmark, Finland, France, Germany,

Greece, India, Ireland, Italy, Japan, Malaysia, Mexico, the Netherlands, Norway, Poland,

Portugal, Russia, South Korea, Spain, Sweden, Switzerland, Turkey, the UK and the US. It

should be noted that India and Russia have been added this year and appear for the first time in

this edition of the report. Data on international trade of mattresses cover (in addition to the 30

countries listed above), 30 other countries, for a total of 60 countries.

The mattress industry is based on a shared commitment to produce a quality product that

enhances the universal experience of sleep. Through the sharing of information, participation in

trade fairs and a variety of other activities, the bedding industry continues to grow, innovate,

educate and its customers, and play a significant role in people's lives. In 2007, U.S. mattress

producers shipped 40.3 million units of mattresses and foundations.

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TABLE NO- 1. 1.

TABLE SHOWING COMPARATIVE ANALYSIS OF VARIOUS BRANDS

BrandsPrice

(in ‘000s)Softness Thickness

Tapestry

DesignWeight

Sales

Promotion

Schemes

Duroflex 7.4 7.8 8.2 8.1 8.2 8.3Bedsy 8.2 6.8 6.9 8.2 7.8 7.8Fibroflex 7.1 7.8 7.5 6.6 6.8 6.9

Restolex 7.6 7.9 7.9 6.6 6.8 9.0Starlite 6.6 7.9 6.7 7.8 7.7 8.4Aaram 6.4 8.2 7.8 8.3 7.6 8.1Coiron 7.3 5.9 8.1 5.9 6.4 6.9Rilaxon 6.8 6.8 5.4 5.4 6.3 7.2Sulfex 6.5 5.6 5.2 5.5 5.8 7.6Kurlon 6.7 7.7 7.5 7.9 6.9 6.9

Centuary 7.5 6.7 7.7 7.5 7.5 8.2

1.2.2 U.S MATTRESS INDUSTRY OVERVIEW

The mattress industry is represented by wholly-owned manufacturers, licensing

organizations, publicly traded companies, independent companies and factory directs (companies

that both manufacture and retail their product.

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Data on international trade of mattresses cover (in addition to the 30 countries listed above),

30 other countries, for a total of 60 countries. The report consists of five parts. Part I deals with

production, consumption and international trade of mattresses and includes a section on world

mattress statistics, an annex on ecological mattresses and an appendix with methodology notes.

Part II consists of 30 country analysis sections, which include: Mattress production, apparent

consumption, exports, and imports for the years 2000-2009 and forecasts of yearly changes in

mattress consumption for 2010-2011.

1.2.3 TOP TEN MATTRESS COMPANIES IN WORLD-WISE

CAL Int’l (HK) Co Ltd

Comfi-Home Ltd

Ching Tai Ind’l Co

Plastmetic (Hong Kong) Manufactory Ltd

King Long Textile Ltd

SZDY Co Ltd

Sunray Int’l Trading Co Ltd

Powertronics (HK) Co., Ltd

Wellman Industrial Ltd

Shining Industries Ltd

1.2.4 TOP TEN MATTRESS COMPANIES IN INDIA

Sheela Foam Pvt Ltd

Harshit Export

Shivam Narrow Fabrics

Kontak Comports Pvt Ltd

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Vats Medical Healthcare (p) ltd

Karamanaye

Furnishing Gallery /Rexine Enterprise

Oriental Techno Craft Pvt. Ltd.

Anand Spring Mattress Mfg Co

Raha Poly Products Ltd

COMPANY PROFILE

1.3.1 COMPANY DETAILS

‘Fibroflex’ stands for the ultimate in quality and comfort. Fibroflex Rubberized Coir

Mattresses, Pillows and Cushions are manufactured by the reputed house of ‘Bharat Motors’ for

the past four decades. The factory is based at Pettai, Tirunelveli. It was founded in the year

1945, as a partnership concern. Initially it began as a dealer in imported automobiles such as

Oldsmobile and Fiat cars, Bedford Trucks and automobile spare parts. Later, the trading in trucks

and vehicles and their servicing were stopped while the automobile spares division alonecontinued till about 1985.

In 1960, Bharat Motors diversified into manufacturing rubberized coir products for the

first time in the whole of South East Asia with the technology imported from the Austrian,

Dr. Fehrer, who helped set up the plant in Tirunelveli in southern-most India, with a vision that it

had a very huge market potential in India. The mattress pads produced from these machines are

made of essentially coconut coir fiber with latex rubber sprayed on them to bond the coir fibre

and impart stiffness to the mattress

1.3.2 QUALITY PRINCIPLES

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The Fibro flex has the following purposes to be achieved in observing the quality

principles:

• To have continuous improvement in achieving highest quality standards.

• To use relevant technology, latest production methods and highest quality

equipments.

• To improve employee’s skills, talent and creativity and allow everyone to participate

and give their best in the way they work.

• To have in mind always that ‘Quality Improvement’ is the mantra and set right the

quality management methods every now and then.

1.3.3 CERTIFICATION

Fibro flex has applied for and receiving the following certification:

1.3.3.1ISI-‘Bureau of Indian Standard’

The product certification scheme for obtaining ISI is basically voluntary and aims at

providing high quality, safety and dependability to the ultimate customer. Presence of

certification mark known as Standard Mark to a product is an assurance of conformity is ensured

by regular surveillance of the performance by surprise inspection testing of samples, drawn both

from the factory and marker. The product certification scheme is largely based on ISO Guide 28,

which provides general rules for third party certification system of determining conformity with

product standards through initial testing and assessment of a factory quality management system

and its acceptance followed by surveillance that takes into account the factory quality

management system and testing the samples from factory and open market.

All BIS certification is carried out on Indian Standards, which have been found

amenable to product certification, a sizable number of Indian Standards have been harmonized

with ISO/IEC Standards and some are dual numbered. A large number of operational elements

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of the BIS product certification scheme correspond with the requirements of ISO Guide 65. Fibro

flex has obtained the ISI mark IS: 8391 and CM/L no. is 6015346.

1.3.3.2 ISO 9001:2000:

ISO is a network of the national standards institutes of 151 countries on the basis of one

member per country, with Central Secretariat in Geneva, Switzerland. ISO is a non government

organization. Its members are not as the case in the UNO systems, delegations of national

governments. Nevertheless, ISO occupies a special position between the public and private

sectors. ISO is able to act as a bridging organization in which a consensus can be reached on

solutions that meet both the requirements of business and the broader needs of society, such as

the needs of stakeholder groups like consumers and users. The ISO 9000 and ISO 14000 familiesare among ISO’s most widely known standards ever. ISO 9000 has become an international

reference for quality requirements in Business to Business dealings. ISO 9000 is concerned with

“Quality Management”. ISO 9001:2000 has been organized in a user friendly format with terms

which is recognized by all business sectors the standard is used for certification /registration and

contractual purposes by organization seeking recognition of their quality management system.

Fibro flex (INDIA Pvt. Ltd. has received its ISO 9001:2000. Certification by international

Certifications Ltd. in March 2003.

We are pioneers in manufacturing Rubberized Coir, quality as per BIS standards and with

ISI Mark IS: 8391/1987, starting in 1960. Our factory is located in Pettai, Tirunelveli. The brand

‘Fibro flex’ stands for best quality in the rubberized coir industry. These mattresses are of

standard 80 Density and are endorsed by ‘Bureau of Indian Standards’ (BIS) as firm-grade

mattresses (ISI mark). Only the best materials are used in the manufacturing process to achieve

these high standards of quality. These mattresses provide the best support for the human back

and are cool in summer and warm in winter.

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1.3.4 VISION AND MISSION

1.3.4.1 VISION

At Flex we believe that, to eventually emerge as a World leader in providing total

Flexible Packaging solutions, we need a customer focused approach. The way to being a world

class player is paved with state-of-the art facilities blended with world-class practices. And it

shall be our Endeavour to be placed amongst the top ten international players by the year

2005.

1.3.3.2 MISSION

We believe in using our creativity and aesthetic potential in providing flexible packaging

solutions which make packaging easier, faster, and more efficient and user friendly. In this way

we too have a share in contributing to the conservator of resource by enhancing the shelf life of

the perishable products.

1.3.3.3 FIVESTEPS TO ACHIEVE THE EXCELLENCE

Step 1 : Remove which are not necessary

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Step 2 : Keep them in practices which are necessary

Step 3 : Cleanliness daily

Step 4 : Implement rules

Step 5 : Practice and appreciation

PRODUCT PROFILE

1.4.1 PRODUCT DETAILS

Mattress sizes run from the smallest (twin) to the largest (King). Mattresses also come in

various thicknesses, ranging from “standard,” at 9 inches thick, to “high contour,” which is 9” to

13” thick, to “custom,” which is more than 13 inches thick.

1.4.2 MATTRESSES

The brand ‘Fibroflex’ stands for best quality in the rubberized coir industry. These

mattresses are of standard 80 Density and are endorsed by ‘Bureau of Indian Standards’ (BIS) as

firm-grade mattresses (ISI mark). Only the best materials are used in the manufacturing process

to achieve these high standards of quality. These mattresses provide the best support for the

human back and are cool in summer and warm in winter.

Fibroflex Gold Mattresses are made of superior quality viscose cotton fabric and hi-density

rubberized coir that has total reinforcements on all sides for better durability and to maintain the

shape.

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1.4.3 FIBRO FLEX BRANDS

• Fibro flex Gold

•

Fibro flex Quilt• Fibro flex Deluxe

• Koolflex Quilt

• Koolflex Deluxe

1.4.3.1 KOOLFLEX DELUXE

It is most Economical, yet uncompromised in quality which is extensively used in

hostels, lodges, etc.

1.4.3.2 FIBRO FLEX GOLD

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Fibro flex Gold Mattresses are made of superior quality viscose cotton fabric and

hi-density rubberized coir that have total reinforcements on all sides for better durability and to

maintain the shape even after extensive usage. It is available in attractive dark shades with gold

designs.

1.4.3.3 FIBRO FLEX QUILT

Extra crisscross fleece at the center for firm even support to the back, specially

recommended by medical practitioners. Highly durable, Warm in winter, Cool in summer.

1.4.3.4 FIBRO FLEX DELUXE

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Fibro flex deluxe is a self Ventilating – No heat or sweat. Deluxe beds are used

extensively in houses, hotels, etc. It is the perfect combination of softness & strength, gives

optimum support to your back for better body comfort.

1.4.3.5 KOOLFLEX QUILT

Koolflex quilt maintains uniform surface and provides better body comfort. It is covered

in quilted 100% cotton fabric.

1.4.3.6 CUSHIONS

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Cushions are a comforting accessory when sitting or relaxing. Cushions are used in many

places and hence, the house of ‘Fibro flex’ manufactures cushions for different uses.

The following types of cushions are available from the house of ‘Fibro flex’

Sofa Cushions & Bolsters

Folding Cool Cushions

1.4.4 OTHERS

‘Fibro flex’ also manufactures

Carpet Underlay’s

Medical Beds

Travel Beds

Pillows

1.4.4.1 CARPET UNDERLAYS

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When carpets are laid, they generally adapt the texture of the floor on which they are laid.

If a downy feeling is desired, then the carpet has to be under laid. ‘Fibro flex’ provides the best

underlays, of a very high quality, in the industry. ‘Fibro flex’ underlays are the natural way to

protect and increase the life of your carpet.

1.4.4.2 BATH MATS

Bath mats are quick absorption of water, leaving you feet feeling completely dry evenafter a bath which is available in attractive shades.

1.4.4.3 MEDICAL BEDS

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It is essential that patients should experience maximum comfort while recuperating, at the

same time ensuring minimal maintenance for the hospitals. ‘Fibro flex’ provides refine covered

medical beds specially made for hospitals and nursing homes. These beds are hygienic, healthy,

and comfortable and can be sterilized. Additionally, these beds are washable, moth proof and

prevent insects taking shelter. We supply all sizes as per requirement. Beds also specially made

for fowler cots.

1.4.4.4 TRAVEL BEDS

It is very easy to carry and in convenient sizes. For travel purpose also it can be used as

an extra bed in homes, lodges and hotels. It is easy to store as well.

TABLE NO-1.2

TABLE SHOWING THE TRAVEL BEDS

Travel Beds

Sizes (in inches) Sizes(in mm)

72 x 20 1829 x 50872 x 24 1829 x 61072 x 30 1829 x 76272 x 36 1829 x 91575 x 20 1905 x 50875 x 24 1905 x 61075 x 30 1905 x 762

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75 x 36 1905 x 915

1.4.4.5 PILLOW

High quality Designer Pillows are made from very high quality raw material due to which

these carpets are widely demanded by all. These Designer Pillows are also customized accordingto our customers.

TABLE NO-1.3

Pillows

Sizes (in inches) Sizes (in mm)

25 x 15 635 x 38126 x 16 660 x 406

1.4.4.6 CANE CHAIR CUSHIONS

Cane Chair Cushions as its name suggests is to be used on a cane chair. They cushion youfrom the hard cane and support your back.

TABLE NO-1.4

TABLE SHOWING CANE CHAIR CUSHIONS FEATURES AND MARKET POSITION

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Name of the Products Features Market Position

Fibroflex Gold *All Sides for better durability andto maintain the shape even after extensive usage.

Its market position is medium andmiddle clause people are utilizing it.

Fibroflex Quilt *It is comfortable to the patients.

*Highly durable in warm in winter and cool in summer.

Its market position is high and high

clause people are utilizing it.

Fibroflex Deluxe *It supports your back for better body comfort.*it is extensively in houses andhotels.

Its market position is high and highclause people are utilizing it.

Koolflex Quilt *maintain uniform surface*Provide better body comfort

Its market position is medium andlow clause people are utilizing it.

Carpet Underlays *It protects and increases the lifeof your carpet.


Bath mats *Leaving your feet feeling

completely bath.

Its market position is medium and

middle clause people are utilizing it.Medical Beds *It is washable*It prevents insects taking shelter.

Its market position is medium andmiddle clause people are utilizing it.

Travel Beds *Easy to carry*In convenient sizes*For travel purpose and also can be used as an extra bed in homes,lodges and hotels.*Easy to store.


Cane chair cushions *It supports your back bone. Its market position is high and highclause people are utilizing it.

1.4.5 FIBROFLEX’S COMPETITORS

Fibroflex is in business, so it has competitors. But not all competition is a threat. Some

competitors represent an opportunity. competitor that serve as indicators of its objectives include risk

tolerance, management incentives, backgrounds of the executives, composition of the board of directors,

legal or contractual restrictions, and any additional corporate-level goals that may influence the

competing business unit. The competitor’s organizational structure provide clues as to which functions of

the company are deemed to be the more important. Our competitor analysis reports reveal how and

why. Our Competitor analysis reports provide an overview of your entire sector, and a detailedanalysis of each competitors, they are:

a) Duroflex

b) Kurlon

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c) Coiron

1.4.5.1 PRODUCTS OF DUROFLEX MATTRESS COMPANY

The following products are the products of Duroflex company;

Duroflex Spring Mattresses

Duroflex Quit

Duroflex Seasons

Duroflex Bliss

Duroflex Crown

Duroflex Body Line

Duroflex Standard DM

Duroflex Premium SLD

1.4.5.2 PRODUCTS OF KURL-ON MATTRESS COMPANY

1.4.5.2.1 PILLOW

The followings are the various pillows;

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• Grazel Premium Pillow

• Latex Pillow

• Chimera Pillow

• Sleepzzz Pillow

• Velve Touch Pillow

• Super soft Pillow

• Kalpana Pillow

• Lotus Pillow

• Slym Pillow

• Grazel Pillow

1.4.5.2.2 MATTRESS

The followings are the various mattresses;

Klassic Mattress

Klassicplus Mattress

Romantique Mattress

Super Deluxe Mattress

Apna Regular Mattress

Apna Popular Mattress

Spine Kare Mattress

Spine Kare Ultra Mattress

Twinz Mattress

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2.1. RESEARCH METHODOLOGY

2.1.1 INTRODUCTION

Research is an art of scientific investigation through search of new facts in any branch of

knowledge. It is movement from unknown to known. The study of research methodology gives

the student the necessary training in gathering materials required, and also training in technique

for the collection of data appropriate to particular problem. It helps in the use of statistics,

questionnaire and controlled experimentation and in recording evidences, sorting it out and

interpreting it. Knowledge of research methodology is helpful in various fields. Research

methodology plays key role in project work. It consists of series of actions or steps necessary to

effectively carry out research and the desired sequencing of these steps. Basic features of a

research process are: Research always starts with a question or a problem. It s purpose is to find

answers to questions through the application of scientific method. It is a systematic and intensive

study directed towards a more complete knowledge of the subject studied.

2.1.2 METHODS OF DATA COLLECTION

Data collection is an elaborate process in which the researcher makes a planned search for all relevant data and is the foundation of all marketing research. It is the raw material with which

a marketer researcher functions. The task of data collection begins after a research problem has

been defined and research plan is chalked out. While deciding about the method of data

collection to be used for the study the researcher should keep in mind two types of data viz.,

primary data and secondary data.

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2.1.3 SOURCES OF DATA

There are two types of data done or used in research methodology. They are as follows;

A. Primary data

B. Secondary data

2.1.3.1. a). PRIMARY DATA

The data that is being collected for the first time or to particularly fulfill the objectives of

the project is known as primary data. The data can be classifies as primary data, which is

gathered for the first time by the researcher and thus happen to be original in character.

Interpersonal interview method and telephonic interview method were used to collect the

primary data.

2.1.3.2. b).SECONDARY DATA

Secondary data is the data already collected by others for purposes other than solution of the

problem at hand. In case of Secondary data the nature of data collection work is merely that of

compilation. Secondary data has several supplementary uses.

2.1.3.3. a). INTERNAL SOURCCES

• Company records

• Service reports

• Yellow pages

2.1.3.4. b). EXTERNAL SOURCES

• Web pages of organizations and journals

• Magazines

• Newspapers

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2.1.4 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in procedure. The

research design is the conceptual structure within which research is conducted. It constitutes the

blueprint for the collection measurement and analysis of data. Here in this study the researcher

chooses Descriptive Research. This study is concerned with describing the characteristics of a

particular individual or of a group.

2.1.5 SAMPLING DESIGN/TECHNIQUES

Sampling is the process of selecting a sufficient number of elements from the population,

so that a study of the sample and an understanding of its properties or characteristics would make

it possible for us to generalize such properties or characteristics to the population elements.

Sampling design is to clearly define set of objects, technically called the universe to be studied.

Sampling technique used is Convenience Sampling.

2.1.6 SAMPLING SIZE

Sample is small group taken under consideration from total customer population. This

small group represents the total population. In the project the researcher studied market in

Tirunelveli. As it was impossible to approach all respondents of city, a sample was selected as

100 respondents.

2.1.7. Competitors Analysis: A sample size of ten competitors was selected for the analysis.

The competitors selected for the study were chosen with the consent of the company, as the

management thought that these competitors could pose serious threat in the future.

26



2.1.7 TECHNICAL TOOLS USED FOR ANALYSIS

Analysis is the process of placing the data in the ordered form, combining them with theexisting information and extracting the meaning from them. The raw data becomes information

only when they are analyzed and when put in a meaningful form.

Chi-square test

Henry garret ranking method

Weighted average method

Analysis of Variance (ANOVA) Factor analysis

2.1.7.1 CHI-SQUARE ANALYSIS

The chi-square test is an important test among the several tests of significance developed

by statisticians. Chi-square, (symbolically written as χ2) is a statistical measure used in the

context of sampling analysis for comparing a variance to a theoretical variance. As a non-

parametric test, it can be used to determine if the categorized data shows dependency or the two

classifications are independent. It can also be used to make comparison between theoretical

population and actual data when categories are used. Thus, chi-square test is applicable in large

number of problems.

Chi-Square (χ 2) test was used, and the formula of Chi-Square test is furnished below:

(O-E) 2

Chi-Square (χ 2

) = ∑ E

Degree of Freedom = (R-1) (C-1)

Whereas, O = Observed Frequency

E = Expected Frequency

R = Number of Rows

27



C = Number of Columns

2.1.7.2 HENRY GARRET RANKING METHOD

This technique was used to evaluate the problems faced by the policy holders of health

insurance policy. In this method, the policy holders were asked to rank the given problem

according to the magnitude of the problem. The orders of merit given by the respondents were

converted into ranks by using following formula.

Percentage position= 100(R ij-0.5)

N j

Where,

R ij= Rank given for ith item jth individual

N j= Number of items ranked by jth individual

The percentage position of each rank thus obtained was converted into scores by referring

to the tables given by Henry Garrett. Then to each factor the scores of individual respondents

were added together and divided by the total number of respondents for whom the scores were

added. These means scores for all the factors was arranged in the order of their ranks and

inferences were drawn.

2.1.7.3 WEIGHTED AVERAGE

The weighted average technique was used to find out the weighted average score for each

category of respondents over several study factors to know their level of opinion towards the

statement agreed or disagreed. For this purpose the qualitative information was converted into

five points scaling techniques.

28



2.1.7.4 ANALYSIS OF VARIANCE (ANOVA)

Analysis of variance is an extremely useful technique concerning researches in the fieldof economics, biology, education, psychology, sociology, and business/industry and in

researches of several other disciplines. This technique is used when multiple sample cases are

involved. The ANOVA technique enables us to perform this simultaneous and as such is

considered to be an important tool of analysis in the hands of a researcher. Using this technique,

one can draw inferences about where the samples have been drawn from populations having the

same mean. ANOVA is essentially a procedure for testing the difference among different groups

of data for homogeneity. “The essence of ANOVA is that the total amount of variation in a set of

data is broken down into two types, the amount which can be attributed to chance and that

amount which can be attributed to specified cases”. ANOVA is the method of analyzing the

variance to which a response is subject into its various components corresponding to various

sources of variation.

2.1.7.5 FACTOR ANALYSIS

Factor analysis is a method used to transform a set of variables into a small number of

linear composites, which have maximum correlation with original variables. In this study, Factor

analysis is used to study the reasons behind knowing the marketing mix that affect the purchase

decision in order to identify the major characteristics or factors considered as important by the

respondents. The purpose of factor analysis is to determine the responses from the several

numbers of statements, which are significantly correlated. If the responses of the several

statements are significantly correlated, it is believed that the statement measures some factors

common to all of them.

Factor analysis can only be applied to continuous variables (or) intervals scaled variables.

A factor analysis is like regression analysis as it tries to “best fit” factors to a scatter diagram of

data in such a way that factors explain the variance associated with responses to each statement.

29



2.1.8 DATA EVALUATION

All the data collected was filtered & only relevant data is introduced in the report which

helped in achieving objective of the project. This relevant data is finally analyzed and evaluated

to make the final report and to deduce final conclusion.

30



2.2 REVIEW OF LITERATURE

Review of literature is an integral part of any research studies which includes other

researches points and findings. The main aim of including review of literature to any research

process is which give suitable support and guidance to accomplish the new research process.

Any review of literature includes objectives, research methodology and findings.

Review of literature chapter of any studies is the collection of various studies done by

various researcher in same topic or related topic in every studies each and every researchers are

followed different method for accomplish his objectives. Each studies are giving more and

suitable ideas for accomplish the new researchers objectives. Each studies are giving more and

suitable ideas for accomplish the new researchers objectives. In the study, the researcher using

ten different researchers and it support to make a good inclusion to this study.

31



1. Tim S. McLaren, Milena M. Head and Yufei Yuan, Yolande E. Chan (2011)1

To compete in a highly dynamic marketplace, firms must frequently adapt and align their

competitive strategies and information systems. The dominant literature on the strategic fit of a

firm’s information systems focuses primarily on high-level measures of the strategic fit of a

firm’s overall IS portfolio and the impact of fit on business performance. This paper addresses

the need for a more fine-grained approach for assessing the specific areas of misfit between a

firm’s competitive strategies and IS capabilities. We describe the design and evaluation of a

multilevel strategic fit (MSF) measurement model that enables researchers and practitioners to

measure the strategic fit of a firm’s information systems at both an overall and a detailed level.

The steps in the model include identifying the relevant IS capabilities according to the type of system; measuring the current level of support for each capability using a capabilities instrument;

identifying the ideal level of support for each capability using an adaptation of Conant et al.’s

(1990) instrument to assess strategic archetype; and comparing the ideal and realized level of

support for each capability. Evidence from a multiple case study analysis indicates that the fine-

grained assessment of strategic fit can strengthen the validity, utility, and ease of corroboration

of the strategic fit measurement outputs. The paper also demonstrates how an iterative design

science research approach, with its emphasis on evaluating the utility of prototype artifacts, is

well suited to developing field-tested and theoretically grounded measurement models and

instruments that are accessible to practitioners. This focus on practical utility in turn provides

researchers with results that can be more readily corroborated, thus improving the quality and

usefulness of the research findings.

10.1080/01446193.2010.52072

32



1.Tim S. Mclaren, Milena M. Head and Yufei Yuan, Yolande E. Chan, A Multilevel Model For Measuring Fit Between A Firm’s Competitive Strategies And

Information Systems Capabilities1, MIS Quarterly Vol. 35 No. 4 pp. 909-929/December 2011.

2. Reginald Sheppard, (2011)2

This paper provides a comparative analysis of market orientation in the New England States

Commercial Fish Processing Sector to that of Atlantic Canada. Part I is an exploratory analysis

of market orientation in the New England setting. Part II is concerned with the construction of a

parsimonious seasonal market orientation model for the North-Eastern Atlantic Commercial Fish

Processing Sector. Using structural equation modeling, the author provides an interpretable

solution of market orientation in this broad industry setting. The paper concludes with a

discussion of limitations on the research, and recommendations for future research initiatives.

3. Allen Z. Reich (2011)3

The concept of competing for the customer, like many concepts, appears deceptively

simple. A problem with some restaurants’ analyses of customers and competitors is that they are

often viewed as isolated events, decreasing the effectiveness with which information is

incorporated in the firm’s research, planning, and implementation efforts. The concept of relative

perceived product quality not only synthesizes the customer and competitor analyses, but it

provides management with a means of ingraining the new relevant information into the

marketing planning process. As important as this concept is, it has received virtually no coverage

in general business and hospitality research.

2. Reginald Sheppard,A Comparative Analysis of Market Orientation in the Commercial Fish Processing Industries of Atlantic Canada and The New England States

University of New Brunswick, Journal of Marketing Development and Competitiveness vol. 5(6) 2011 27.

33



3. Allen Z. Reich, Relative Perceived Product Quality: Increasing the Effectiveness of Restaurant Planning

Through a More Effective Integration of the Competitive Environment, Journal of Foodservice Business Research, 14:2–19, 2011

Copyright © Taylor & Francis Group, LLC ISSN: 1537-8020 print/1537-8039 online DOI: 10.1080/15378020.2011.548204

4. Kenneth Dao-Ping Ko, (2011)4

In this article, we use regression analysis to examine the relationships of stock prices of 10

sets of major competitors. Six of the 10 sets of competitors had strong regression relationships

between their stock prices with R2=0.8. Furthermore, through looking at the slopes from the

regression equations, we identified the relative sensitivity of a company’s stock price to that of

its competitor’s. Given R 2 and slope, we were able to determine how concerned a company

should be with its competitor’s stock price. Our analysis revealed that three sets of companies

have R 2=0.8 and slope>=1.

5. KumikoFukumura and Roger P. G. van Gompel, Martin J. Pickering, (2010)5

Most theories of reference assume that a referent’s saliency in the linguistic context

determines the choice of referring expression. However, it is less clear whether cognitive factors

relating to the nonlinguistic context also have an effect. We investigated whether visual context

influences the choice of a pronoun over a repeated noun phrase when speakers refer back to a

referent in a preceding sentence. In Experiment 1, linguistic mention as well as visual presence

of a competitor with the same gender as the referent resulted in fewer pronouns for the referent,

suggesting that both linguistic and visual context determined the choice of referring expression.

Experiment 2 showed that even when the competitor had a different gender from the referent, its

visual presence reduced pronoun use, indicating that visual context plays a role even if the use of

a pronoun is unambiguous. Thus, both linguistic and nonlinguistic information affect the choice

of referring expression.

34



4. Kenneth Dao-Ping Ko, The Relationships Between Stock Prices of Competitors, Journal of Transnational Management, 16:36–42, 2011 Copyright # Taylor &

Francis Group, LLC ISSN: 1547-5778 print=1547-5786 online DOI: 10.1080/15475778.2011.549809.

5. KumikoFukumura and Roger P. G. van Gompel, Martin J. Pickering, The use of visual context during the production of referring expressions, The Quarterly Journal

Of Experimental Psychology2010, 63 (9), 1700–1715.

6. Bee-lan oo, derek s. Drew, goran runeson (2010)6

Bidding strategies vary from contractor to contractor, each of which will have different

degrees of sensitivity towards the factors affecting their bidding decisions. A competitor analysis

using a linear mixed model is proposed for use by contractors as part of a more informed

approach in identifying key competitors, and as a basis for formulating bidding strategies. The

competitiveness between bids is examined according to: (i) project size, (ii) work sector; (iii)

work nature; and (iv) number of bidders. The model was tested empirically by application to a

bidding dataset obtained from a large Hong Kong contractor. Allowing for different degrees of

sensitivity towards the four bidding variables across competing contractors (i.e. with the model

parameters that varied across competing contractors), the results indicate that competitiveness in

bidding of this contractor is generally greater than the majority of its competitors.

7. Prasun Das1, Sandip Mukherjee2 (2008)7

Understanding of consumers’ perception about various product features helps companies to

identify their own strengths and weaknesses. This article aims at finding the relative brand

position of a company along with the nature of preference as perceived by the customers towards

its major competitors. Information obtained through a feedback survey was subjected to analysis

using multivariate statistical techniques. Feature-based preferences by the customers to

evaluating companies’ performances in the retail footwear market are reported here.

35



6. Bee-lan oo, derek s. Drew, goran runeson, Competitor analysis in construction bidding, Construction Management and Economics ( December 2010)28s, DOI:

10.1080/01446193.2010.520721

7. Prasun Das1, Sandip Mukherjee2, Modeling of Customer Preferences on Product Features and Comparingthe Competitors’ Performances, Quality Engineering,

20:53–62, 2008 Copyright # Taylor & Francis Group, LLCISSN: 0898-2112 print=1532-4222 online DOI: 10.1080/08982110701623797.

8. Johannes Ledolter , (2007)8

In this paper we consider the case of a drug manufacturer who has physician-level

information on the prescription volume for its own brand and its competitor, has complete

physician-level data on its own free-sampling plan, but has only sparse data on the competitor’s

promotion strategy. We investigate whether one is able to predict the competitor’s promotion

strategy from such limited data. We treat the competitor’s promotion as a latent (unobservable)

event, and propose a hidden Markov model (HMM) to describe its progression over time.

Analysis of actual and simulated data shows that the HMM improves our ability to infer the

missing promotion event if promotions are serially correlated. A simpler model assuming that the

probability of transition from one sampling state to the other is independent of the current state is

adequate if the serial correlation among promotions is weak. Copyright q 2007 John Wiley &

Sons, Ltd.

36



8 Johannes Ledolter ,Random-coefficients hidden-Markov Poisson regression models for inferring a competitor’s promotion strategy, Applied Stochastic Models In

Business And Industry Appl. Stochastic Models Bus. Ind. 2007; 23:293–305 Published online 8 March 2007 in Wiley InterScience (www.interscience.wiley.com).

DOI: 10.1002/asmb.672.

9. Mark Bergen and Margaret A. Peteraf,(2002)9

Managerial myopia in identifying competitive threats is a well-recognized phenomenon

(Levitt. 1960; Zodiac and Bazerman, 1991). Identifying such threats is particularly problematic.

since they may arise from substitutability on the supply side as well as on the demand side.

Managers who focus only on the product market arena in scanning their competitive

environment may fail to notice threats that are developing due to the resources and latent

capabilities of indirect or potential competitors. This paper brings together insights from the

fields of strategic management and marketing to develop a simple but powerful set of tools for

helping managers overcome this common problem. We present a two-stage framework for competitor identification and analysis that brings into consideration a broad range of

competitors, including potential competitors, substitutors and indirect competitors. Specifically

we draw from Peteraf and Bergen's (2001) framework for competitor identification to develop a

hierarchy of competitor awareness. That is used, in combination with resource equivalence, to

generate hypotheses on competitive analysis. This framework not only extends the ken of

managers, but also facilitates an assessment of the strategic opportunities and threats that various

competitors represent and allows managers to assess their significance in relative terms.

Copyright A: 2002 John Wiley &Sons, Ltd.

37



9.Mark Bergen and Margaret A. Peteraf, Competitor Identification and Competitor Analysis: A Broad-Based Managerial Approach, Managerial And Decision

Economics Mamge. Deds.Econ.23: 157-169 (2002) DOI: 10.1002/mde. 1059

10. MING-JER CHEN (1996)10

This article bridges two important subjects B in strategy: competitor analysis and interfirm

rivalry. Through a refined conceptualization of competitor analysis, the article introduces two

firm-specific, theory based constructs: market commonality, developed from the literature on

multiple-point competition, and resource similarity, derived from the resource-based theory of

the firm. The joint consideration of these two constructs shows the complementarities of these

two prominent but contrasting strategy theories. Each firm has a unique market profile and

strategic resource endowment, and a pair-wise comparison with a given competitor along these

two dimensions will help to illuminate the pre battle competitive tension between these two firms

and to predict how a focal firm may interact with each of its competitors. The idea of competitive

asymmetry is introduced, that is, the notion that a given pair of firms may not pose an equal

degree of threat to each other. To illustrate competitor mapping, measures of these two

constructs are proposed, and an example is offered. The article ends with a number of

implications for research and practice.

10. Ming-Jer Chen, Competitor Analysis And Interfirm Rivalry: Toward A Theoretical Integration, Academy of Management Review 1996, Vol. 21, No. 1. 100-134.

2.3 RESEARCH GAP

Research gap is a systematic approach to find out the uncovered area in the present study.

The Literature review is mainly focusing on the functions of competitors. The review aims at

identifying the activities of the competitors and finding out the strength and weakness of the

company of Fibroflex India (pvt) Ltd. The researcher observed the basic goal and functions of

the company to increase its competitive advantage.

The researcher has found some major points from review of literature which are called

covered areas and those are as follows- Competitor awareness, Product quality, Marketing

planning process, Brand position, Product identification, Promotion strategy, Market orientation,

38



and Price identification. The above mentioned points are major points identified by the

researcher from the review of literature.

The researcher has utilized some areas for his research which are not covered in the

review of literature. The uncovered areas are brand usage, initiators to select a specific brand,

experience, future plan, strategies to increase sales and market share, marketing mix factors, key

success factors (KSA) or Challenges, and marketing channel. Having these points in the mind of

researcher the researcher has done his research report titled “A study on competitor analysis with

special reference to fibroflex India (pvt) ltd”.

2.4. STATEMENT OF THE PROBLEM

As a part of this research, the researcher has conducted a study among the people of

Tirunelveli district on the behavior and attitude of the competitor in market. The sample

collection was related to the opinion of hundred people and the study focused, who are all

competitor of Fibroflex and how their activities are involved in the market. Here, in this study

based on gap found in earlier the researcher tries to focus on the uncovered area or unknown

segments of competitor analysis which may be considered as importance for company’s future

decision, budgeting and developments of other aspects of the business. The key areas are-

competitive advantage and disadvantage, strategy applied for present and future, forecasting for

the future in reference to competitor analysis.

39



2.5 OBJECTIVES OF THE STUDY

1. To study the conceptual frame work of competitor analysis.

2. To help management understand their competitive advantages/disadvantages relative to

competitors.

40



3. To generate the understanding of competitor’s past, present (most important) and future

strategies.

4. To provide an informed basis to develop strategies to achieve competitive advantage in

the future.

5. To help forecast the returns that may be made from the future investments (e.g. How will

competitors respond to a new product or pricing strategy)

2.6 SCOPE OF THE STUDY

41



1. This study clearly explains that how far it is easy and difficult to enter in the arena

for the new competitors and its strategies to adopt it.

2. It helps to identify Key Success Factors (KSFs) for the industry, rate by themselves

and others on each of them.

3. It indirectly helps the competitors to understand their competitive position and

others.

4. This also helps in adopting the new strategies and technologies to the competitors.

5. It clearly focuses on what marketing channel should be adopted by the competitor

for the future merits.

2.7 LIMITATIONS OF THE STUDY

42



• The project report was designed mainly on the belief that information provided by

the respondents is correct.

• Even though the respondents are available they are not willing to give their valuable

responses.

• The study may not be applicable to other districts.

• The time to conduct the survey was a major limitation as most of them were too

busy during working hours and had to conduct the survey only on the time allotted.

This reduces the number of respondents to 100.

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3.1 PERCENTAGE ANALYSIS

TABLE NO – 3.1.1

TABLE SHOWING THE GENDER OF THE RESPONDENTS

Sex No. of Respondents % of Respondents

Male 73 73

Female 27 27

Total 100 100

Source: Primary Data

Inference:

From the above table, the researcher found that, a high of 73% of the respondents are

Male and 27% of them are female.

CHART NO-3.1.1

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TABLE NO – 3.1.2

TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS

Marital status No. of Respondents % of Respondents

Married 66 66

Unmarried 34 34

Total 100 100


Inference:

From the above table the researcher found that, a high of 66% of the respondents are

married and 34% of them are unmarried.

CHART NO-3.1.2

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TABLE NO-3.1.3

TABLE SHOWING THE AGE OF THE RESPONDENTS

Age No. of Respondents % of Respondents

Below 20 Yrs 10 10

21-30 Yrs 33 33

31-40 Yrs 18 18

41-50 Yrs 16 16

Above 51 Yrs 23 23

Total 100 100


Inference:

From the above table, the researcher found that, a high of 33% of the respondents belongs

to the age group of 21-30 years, 23% belongs to the age group of above 51 years, 18% belongs to

the age group of 31-40 years and the remaining are between 16% and 10% belongs to group of

41-50 years and below 20 years

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CHART NO – 3.1.3

TABLE NO – 3.1.4

TABLE SHOWING THE NUMBER OF DEPENDENTS OF RESPONDENTS

No. of dependents No. of Respondents % of Respondents

Below 2 members 24 24

3-4 members 43 43

5-6 members 17 17

7-8 members 13 13

Above 9 members 3 3

Total 100 100


Inference:

From the above table the researcher found that, a high of 43% of the respondents belongs

to the family level of 3-4 members, 24% belongs to the family level of below 2 members, 17%

47



belongs to the family level of 5-6 members and the remaining are between 13% and 3% belongs

to family level of 7-8 members and above 9 members.

CHART NO – 3.1.4

TABLE NO – 3.1.5

TABLE SHOWING THE OCCUPATION OF RESPONDENTS

Occupation No. of Respondents % of Respondents

Business 10 10

Agriculture 12 12

Employed 51 51

Professional 18 18

Students 9 9Total 100 100


Inference:

48




to employed, 18% belongs to professional,12% belongs to agriculture and the remaining are

between 10% and 9% belongs to business and students.

CHART NO – 3.1.5

TABLE NO – 3.1.6

TABLE SHOWING THE EDUCATIONAL BACK GROUND OF RESPONDENTS

Occupation No. of Respondents % of Respondents

School level 55 55

Diploma/ITI 10 10

UG 15 15

PG 15 15

Others 5 5

Total 100 100


Inference:

49




to school level, 15% belongs to UG and PG level, and the remaining are between 10% and 5%

belongs to diploma and others.

CHART NO – 3.1.6

TABLE NO – 3.1.7

TABLE SHOWING THE ANNUAL INCOME OF RESPONDENTS

Annual income No. of Respondents % of Respondents

Below 100000 52 52

100001-150000 33 33

150001-200000 6 6

200001-250000 9 9

Above 250001 0 0

Total 100 100


Inference:

50




to the annual income of below 100000 lacks, 33% belongs to the annual income of 100001-

150000 lacks,9% belongs to the annual income of 200001-250000 lacks, 6% belongs to the

annual income of 150001-200000 and there is no respondent for above 250001.

CHART NO – 3.1.7

TABLE NO – 3.1.8

TABLE SHOWING PREFERENCE OF BRAND

Company No. of Respondents % of Respondents

Fibroflex 29 29

Duroflex 33 33

Kurl-on 19 19

Coir-on 19 19

Total 100 100


Inference:

From the above table, the researcher found that, a high of 33% of the respondents are

using Duroflex’s brand, 29% of them are using Fibroflex’s brand, and other respondents are

using equal percentage of the both brands(19%) called Kurl-on and Coir-on.

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CHARTNO – 3.1.8

TABLE NO – 3.1.9

TABLE SHOWING THE INFLUENCE ON PURCHASE OF A SPECIFIC BRAND

Initiators No. of Respondents % of Respondents

Self 26 26

Spouse 30 30

Children 7 7

Parents 16 16

Company Representative/Dealer 21 21

Total 100 100


Inference:

52



From the above table the researcher found that, a high 30% of the respondents are

influenced by their spouse to purchase a specific brand, 26% of them are influenced by their own

(Self), 21% of them are influenced by company representative/dealer and 16% as well as 7% of

them are influenced by parents and children.

CHART NO – 3.9

TABLE NO – 3.1.10

TABLE SHOWING NUMBER OF YEARS USING THE FAVOURITE BRANDED FLEX

Experience No. of Respondents % of Respondents

Below 5 years 47 47

6-10 years 31 31

11-15 years 17 17

16-20 years 4 4Above 21 years 1 1

Total 100 100


Inference:

53



From the above table the researcher found that, a high of 47% of the respondents are using the

branded flex for below 5 years, 31% of them are using the branded flex for 6-10 years,17% are

using it for 11-15 years and the remaining are between 4% and 1% are using the branded flex for

16-20 years and above 21 years.

CHART NO – 3.1.10

TABLE NO – 3.1.11TABLE SHOWING THE OPINION ABOUT THE FUTURE PLAN ABOUT THE

PRESENT USAGE BRAND

Future plan No. of Respondents % of Respondents

Continuing the usage 49 49

Exchange 26 26

Disposal 14 14

Resale 9 9

Others 2 2

Total 100 100


Inference:

54



From the above table the researcher found that, a high of 49% of the respondents are interested to

continue the usage,26% of them are going for exchange,14% of them are going for disposal and

the remaining 9% and 2% are going for resale and others.

CHART NO – 3.1.11

3.2 TECHNICAL ANALYSIS

3.2.1 ANNUAL INCOME VS PAYMENT OPTION (CHI-SQUARE TESTS)

AIM

H0 = There is no significant relationship between Annual Income and Payment Option.

H1 = There is significant relationship between Annual Income and payment option.

ANNUAL INCOME * PAYMENT OPTION CROSSTABULATION

Payment option Total

High Medium LowAnnual incomeBelow 100000

Count 21 24 6 51Expected Count 24.5 23.0 3.6 51.0

100001-150000Count 20 13 1 34Expected Count 16.3 15.3 2.4 34.0

150001-200000 Count 4 3 0 7Expected Count 3.4 3.2 0.5 7.0

55



200001-250000Count 3 5 0 8Expected Count 3.8 3.6 0.6 8.0

TotalCount 48 45 7 100Expected Count 48.0 45.0 7.0 100.0

CHI-SQUARE TESTS

Value Df Asymp. Sig.(2-sided)

Pearson Chi-Square 6.080a 6 .414Likelihood Ratio 7.008 6 .320Linear-by-Linear Association 1.325 1 .250 N of Valid Cases 100a. 8 cells (66.7%) have expected count less than 5. The minimum expected

ount is .49.

Calculated value = 6.080

Degrees of freedom = 6

Significance level = 5%

Tabulated value = 12.592

It is noted from the above table that the calculated Chi-square value is less than the table

value (6.080 < 12.592) and the result is significant at 5% level. Thus H0 is accepted. So there is

no significant relationship between Annual Income and Payment Option.

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3.2.2 INCOME LEVEL VS FUTURE PLAN (ANOVA)

57



AIM

H0= There is no significant relationship between Income level and Future plan.

H1=There is significant relationship between Income level and Future plan.

Descriptives

Future plan

N Mean Std.Deviation

Std.Error

95% ConfidenceInterval for Mean

Minimum Maximum

Lower Bound

Upper Bound

below 100000 51 1.86 1.200 .168 1.53 2.20 1100001-150000 34 1.94 1.013 .174 1.59 2.29 1150001-200000 7 1.43 .535 .202 .93 1.92 1200001-250000 8 2.00 .926 .327 1.23 2.77 1Total 100 1.87 1.079 .108 1.66 2.08 1

Test of Homogeneity of Variances

Future plan

Levene Statistic df1 df2 Sig.

1.729 3 96 .166

Future plan

Sum of

Squares

Df Mean Square F Sig.

Between Groups 1.674 3 .558 .471 .703Within Groups 113.636 96 1.184

Total 115.310 99

Calculated value = .471

Degrees of freedom = 3

Significance level = 5%

Tabulated value = 6.39

58



From the table, the calculated ANOVAs value is less than the table value (.471 < 6.39)and the result is significant at 5% level. Thus H0 is accepted. So there is no significantrelationship between Income level and Future plan.

59



3.2.3 TABLE SHOWING THE KEY SUCCESS FACTORS FACED BY FIBROFLEX

(HENRY GARRET RANKING METHOD)

Factors Total Scores Mean Scores Rank

Need guidance in developing a new product or entering a

new market

421 84.1 11

Competition is making inroads into our business 815 162.9 10

Need to improve effectiveness of distribution channels 1056 211.1 1

Need more or better information on customer needs, product requirements and purchase requirements/ preferences

875 174.9 5

Need help in evaluating a merger, acquisition, or strategic partnership

842 168.3 8

Need help in planning a new product introduction 879 175.7 4

Others (Specify) 922 184.3 3

Evaluation need/ opportunity for new product 870 173.9 6

Identify/ quantify new markets for existing technology or product

868 173.5 7

Develop competitive profiles or evaluation of newor existing market

841 168.1 9

Identify user preferences, buying criteria 980 195.9 2

Inference

The researcher used Henry garret ranking method to give rank to the above table. The

researcher gave rank to all the key success factors based on his collected data. The key success

factor “Need to improve effectiveness of distribution channels” is ranked1,”Identify user

preferences, buying criteria” is ranked 2, “Others” is ranked 3, “ Need help in planning a new

product introduction” is ranked 4, “ Need more or better information on customer needs, product

requirements and purchase requirements/preferences” is ranked 5, “Evaluation need/ opportunity

for new product” is ranked 6, “Identify/ quantify new markets for existing technology or product” is ranked 7, “ Need help in evaluating a merger, acquisition, or strategic partnership” is

ranked 8, “Develop competitive profiles or evaluation of new or existing market” is ranked 9,

“Competing is marketing inroads into our business” is ranked 10 and “ Need guidance in

developing a new product or entering a new market” is given the rank 11.

60



TABLE NO-3.2.4

TABLE SHOWING THE DIFFERENT TYPE OF MARKETING CHANNELS TO

MARKET THE FIBROFLEX’S BRAND (WEIGHTED AVERAGE)

Throughdealer

Throughsub

dealer

E-Marketing

Retailing Mobile&Telemarketin

g

Throughsales

executives

Chainmarketing

Total No. of Respondents

100 100 100 100 100 100 100

Totalcompositeranks

368 1603 1235 1880 1432 1426 1759

Weights 7 3 6 1 4 5 2

Total score 2576 4809 7410 1880 5728 7130 3518

Rank 6 4 1 7 3 2 5

Inference:

The researcher used weighted average method to find out ranks to the above table. The

researcher gave rank to all marketing channels based on the data the researcher collected. The

marketing channel of E- marketing is ranked is ranked I, Through sales executives is ranked 2,

Mobile & Telemarketing is ranked 3, Through sub dealer is ranked 4, Chain marketing is ranked5, Through dealer is given the rank 6 and Retailing is ranked 7. Table No. 3.2.4 is a correlation

matrix constructed based on the ratings. The analytical process is based on the matrix of

correlation between the variables. Valuable insights can be gained from an examination of this

matrix. If the factor analysis should be proper the variables must be correlated. If the correlations

between all the variables are small, factor analysis may not be appropriate. In this inter

correlation matrix the correlation between all the variables are in good fit, hence the factor

analysis may be appropriate.

61



FACTOR ANALYSISTABLE NO-3.3.1 - CORRELATION MATRIX

Factor

P a y m e n t o p t i o n

V a l u e

f o r m o n e y

P r i c e c o r r e s p o n d i n g w i t h b r a n d

r e p

u t a t i o n

A d v e r t i s e m e n t

S a l e s p r o m

o t i o n a l a f f a i r s

I n f l u e n c e

o f t h e d e a l e r

C o n v e n i e n t l o c a t i o n o f d e a l e r

T i m i n g

o f d e l i v e r y

E a s y a v a i l a b i l i t

y o f e x p e c t e d b r a n d

C u s t o m i z e d s e r v i c e s

V a l u e - a d

d e d s e r v i c e s

D i s p l a y i n

t h e s h o w r o o m

P r o d u

c t q u a l i t y

B r a n d

r e p u t a t i o n

C

o l o r

C o

m f o r t

A p p e a r a n c e / A t t r a c t i v e n e s s / G o o d

l o o k A

p p e a l t o s a m

e t a r g e t g r o u p o f

Payment option1.000

Value for money-.098 1.000

Price corresponding with brand

reputation-.144 .157 1.000

Advertisement -.262 .181 -.130 1.000

Sales promotional affairs .075 .018 -.095 -.009 1.000

Influence of the dealer -.116 .088 .211 -.060 -.113 1.000

Convenient location of dealer .136 .209 .090 -.086 .059 .132 1.000

Timing of delivery -.146 -.191 -.213 -.124 -.098 -.084 -.090 1.000

Easy availability of expected brand -.124 .183 .168 .132 -.033 .118 -.079 -.237 1.000

Customized services -.087 .058 .090 -.038 -.026 .073 -.011 -.051 .170 1.000

Value-added services -.089 .321 .329 .155 -.013 .159 .007 -.178 .167 -.089 1.000

Display in the showroom -.053 .326 .429 .126 .047 .145 .212 -.346 .002 .052 .166 1.000

Product quality .017 .015 -.019 .303 -.037 .045 .063 .006 .139 -.013 -.090 .034 1.000

Brand reputation .147 -.048 -.267 -.065 .088 -.224 -.110 .066 -.139 -.036 -.186 -.288 -.073 1.000

Color .178 .143 .229 -.116 -.137 .040 .183 -.060 -.054 -.004 .027 .125 -.177 -.159 1.000

62



Comfort -.125 .054 .288 .086 -.059 .168 .056 -.015 -.062 -.130 .151 .143 -.041 -.315 .063 1.000

Appearance/Attractiveness/ Good

look -.043 .264 .214 .086 .174 .155 -.048 -.098 .209 .050 .235 .194 .130 -.163 -.041 -.046 1.000

Appeal to same target group of

customers-.128 .256 .152 .123 .012 .288 .044 -.042 .296 .115 .169 .153 .091 -.225 .109 -.035 -.014 1.0

63



Table No. 3.3.1 is a correlation matrix constructed based on the ratings. The analytical

process is based on the matrix of correlation between the variables. Valuable insights can be

gained from an examination of this matrix. If the factor analysis should be proper the variables

must be correlated. If the correlations between all the variables are small, factor analysis may not

be appropriate. In this inter correlation matrix the correlation between all the variables are in

good fit, hence the factor analysis may be appropriate.

TABLE NO-3.3.2

K.M.O. AND BARTLETT’S TEST

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .529

Bartlett's

Test of Sphericity

Approx. Chi-Square 274.165

Df 153Sig. .000

64



TABLE NO-3.3.3

COMMUNALITIES

(KNOWN MARKETING MIX THAT AFFECT RESPONDENTS

PURCHASE DECISION)

Initial Extraction

Payment option 1.000 .215Value for money 1.000 .315Price corresponding with brand reputation 1.000 .503Advertisement 1.000 .397Sales promotional affairs 1.000 .014Influence of the dealer 1.000 .208

Convenient location of dealer 1.000 .214Timing of delivery 1.000 .174Easy availability of expected brand 1.000 .359Customized services 1.000 .036Value-added services 1.000 .299Display in the showroom 1.000 .429Product quality 1.000 .221Brand reputation 1.000 .305Color 1.000 .389Comfort 1.000 .173

Appearance/Attractiveness/Good look 1.000 .237Appeal to same target group of customers 1.000 .250

Extraction Method: Principal Component Analysis.

The above table Bartlett’s test of sphericity and Kaiser Meyer Olkin measures of sample

adequacy are used to test the appropriateness of the factor model. Bartlett’s test is used to test the

null-hypothesis that is to find out that the variables are not correlated. Since the approximate

Chi-square value on unorganized purchasing decisions in Fibroflex Brand is 274.165which are

significant at 1% level, the test leads to the rejection of the null-hypothesis.

The value of KMO statistics (0.529) is also high greater than 1%. Thus, the factor

analysis is considered as an appropriate technique for analyzing the correlation matrix.

65



TABLE NO-3.3.4

TOTAL VARIANCE EXPLAINED

Comp

onent

Initial Eigenvalues Extraction Sums of Squared

Loadings

Rotation Sums of

Squared

Loadingsa

Total % of

Variance

Cumulative

%

Total % of

Variance

Cumulative

%

Total

1 2.975 16.530 16.530 2.975 16.530 16.530 2.8942 1.762 9.790 26.320 1.762 9.790 26.320 1.8933 1.506 8.368 34.6884 1.338 7.434 42.1225 1.219 6.773 48.896

6 1.093 6.073 54.9687 1.020 5.665 60.6338 1.000 5.555 66.1889 .919 5.108 71.29710 .848 4.709 76.00611 .735 4.083 80.08912 .706 3.921 84.01013 .645 3.582 87.59214 .640 3.553 91.14515 .573 3.181 94.32616 .412 2.286 96.61217 .354 1.968 98.58018 .256 1.420 100.000

Extraction Method: Principal Component Analysis.

a. When components are correlated, sums of squared loadings cannot be added to obtain a total variance.

It is observed from Table 3.2.8 that the labeled initial Eigen values use the Eigen values.

The Eigen value for a factor indicates total variance attributed to the factor. Factor one has a

variance of 2.975 which is 16.530% of the total variance; likewise the second factor and third

factors have variances of 1.762 and 1.506 respectively which is cumulatively 34.688% of total

variance. Similarly the fourth factor situation shows 1.338variance, the fifth factor is represented

with 1.219 variance. The sixth and seventh factors showed the variance of 1.093 and 1.020

respectively. And the eighth factor situation shows 1.000 variance.

66



Determination of factors based on eigen values

In this approach, only the factors with eigen values greater than 1.0 are retained

(Marketing Mix and Purchase Decision), the other factors are not included in this model.

TABLE NO-3.3.5

COMPONENT MATRIX

Component

1 2

Price corresponding with brand reputation .644 -.297Display in the showroom .626 -.193Value for money .556 .079

Value-added services .545 .043Brand reputation -.539 .120Appeal to same target group of customers .464 .185Influence of the dealer .450 -.070Timing of delivery -.416 .039Appearance/Attractiveness/Good look .415 .254Comfort .322 -.263Advertisement .232 .586Color .222 -.582Product quality .104 .458Easy availability of expected brand .406 .441Convenient location of dealer .225 -.404Payment option -.238 -.398Customized services .130 .139Sales promotional affairs -.043 .109Extraction Method: Principal Component Analysis.a. 2 components extracted.

The above component matrix table indicates the relationship between the different factors

and their individual value. It is clear that factors are having high correlation with same

component.

67



Interpretation of Output

The output of Factor analysis is obtained by requesting principal component analysis and

specifying the rotation. As evident from the above table, it can be found that eight factors

extracted together account for 64.47% of the total variance (information contained in the original

18 variables). Hence, the selected variables have reduced the number of variables from 18 to 8

underlying factors. For Factor 2, the variables ‘Advertisement’ and ‘Colour’ have high loadings

of 0.586, and 0.582 respectively on factor 2. This indicates that Factor 2 is a combination of

these two variables. These variables can be clubbed into a single factor called “Selection” Factor.

Likewise we get eight factors. Those factors are - 1.Buying Decisions, 2. Selection, 3. Attraction,

4. Location, 5. Taking decisions, 6. Quality, 7. Convenience, 8. Need Fulfillment constitute the

reasons behind the buying preference towards Fibroflex mattress.

68



TABLE NO – 3.3.6

TABLE SHOWING THE MARKETING MIX FACTORS TO INFLUENCE THE

SELECTION OF FIBROFLEX’S BRAND(WEIGHTED AVERAGE)

Main marketing mix factors High Medium Low Total

compositeranks

Weights Total

score

Rank

Price

Payment option 150 86 7 243 2 486 14

Value for money 78 96 26 200 12 2400 4Price corresponding with brandreputation 87

78 32 197 14 2561 3

Promotion

Advertisement 99 120 7 226 6 1356 10

Sales promotional affairs 99 98 18 215 8 1720 8nfluencer of the dealer

93 74 32 199 13 2587 2Place

Convenient location of dealer 129 86 14 229 4 916 12

Timing of delivery 141 100 3 244 1 144 15

Easy availability of expected brand 81 86 30 197 14 2758 1Customized Services

78 96 26 200 12 2400 4Value-added services

105 72 29 206 10 2060 6Display in the showroom

105 72 29 206 10 2060 6Product

Product quality 117 100 11 228 5 1140 11

Brand reputation 141 84 11 236 3 708 13

Color Appeal to same target groupof customers 78 110 19 207 9 1863 7

Comfort 123 80 19 222 7 1554 9Appearance / Attractiveness /

Good look 108 60 34 202 11 2222 5Appeal to same target group of customers 84 82 31 197 14 2758 1

69



Inference:

The researcher used weighted average method to find out ranks to the above table. The

researcher gave rank to all marketing mix factors based on the data the researcher collected. The

marketing mix factor of Appeal to same target group of customers is ranked as I with the total

score of 2758, Influencer of the dealer is ranked as II with the total score of 2587, Price

corresponding with brand reputation is ranked as III with the total score of 2561, Value for

money and Customized Services is ranked as IV with the total score of 2400, Appearance /

Attractiveness / Good look is ranked as V with the total score of 2222, Value-added services and

Display in the showroom is ranked as VI with the total score of 2020, Color Appeal to same

target group of customers is ranked as VII with the total score of 1863, Sales promotional affairs

is ranked as VIII with the total score of 1720, Comfort is ranked as IX with the total score of 1554, Advertisement is ranked as X with the total score of 1356, Product quality is ranked as XI

with the total score of 1140, Convenient location of dealer is ranked as XII with the total score of

916, Brand reputation is ranked as XIII with the total score of 708, Payment option is ranked as

XIV with the total score of 486, Timing of delivery is ranked as XV with the total score of 144.

Table No. 3.3.6 is a correlation matrix constructed based on the ratings. The analytical process is

based on the matrix of correlation between the variables. Valuable insights can be gained from

an examination of this matrix. If the factor analysis should be proper the variables must be

correlated. If the correlations between all the variables are small, factor analysis may not be

appropriate. In this inter correlation matrix the correlation between all the variables are in good

fit, hence the factor analysis may be appropriate.

70



4.1 FINDINGS

4.1.1. Percentage Analysis

73% of the respondents are male and 27% of them are female.

66% of the respondents are married and 34% of them are unmarried.

33% of the respondents belong to the age group of 21-30 and 16% of them belong

to the age group of above 41-50 years.

43% of the respondents belong to the family level of 3-4 members and 3% of

them belong to the family level of above 9 members.

51% of the respondents belong to employed and 9% of them belong to students.

55% of the respondents completed school level and 5% of them completed other

level(no education).

52% of the respondents earn the annual income of below 100000 lacks and 0% of

them earn the annual income of Above 250001 lacks.

71



33% of the respondents are using Duroflex’s brand and 19% of them are using

Curl-on’s brand Coir-on’s brand.

30% of the respondents are influenced by their spouse to purchase a specific

brand and 7% of them are influenced by children.

47% of the respondents are using the branded flex for below 5 years and 1% of

them are using the branded flex for Above 21 years.

49% of the respondents are interested to continue the usage and 2% of them are

going for others.

4.1.2. Technical Analysis

4.1.2.1Findings of Chi-Square Analysis

There is no significant relationship between Annual Income and Payment Option.

4.1.2.2 Findings of Anova

There is no significant relationship between Income level and Future plan.

4.1.2.3 Findings of Henry Garret Ranking Method

The key success factor “Need to improve effectiveness of distribution channels” is

ranked1. Need guidance in developing a new product or entering a new market” is given the rank 11.

4.1.2.5 Findings of Weighted Average

The marketing channel of E- marketing is ranked is ranked I.

Retailing is ranked 7.

72



4.2 SUGGESTIONS

Company has to concentrate more on advertisement and sales promotionaltechniques to develop it faster than competitors.

Company can retain more customers by forming customer service center.

It should use raw materials properly to improve the quality.

The price should be taken into consideration now and then to promote the

company.

Advertisement should be made in an effective manner.

Company can improve prober distribution channel through which products

and name of the company will reach all over India.

Modern technology can be adopted for the betterment of the company.

More employees should be recruited to produce more number of units of

mattress and they must be offered proper training.

73



Ethics can be implemented to do justice to the employees and customers.

Company can give more reward to the employees to boost them.

It can improve the workings conditions to get overall performance.

Company has to adopt penetration pricing strategy. Prices of various servicesand products offered by the company should be comparatively cheaper thanmost of the competitors.

4.3 CONCLUSION

Competitor analysis refers to examine the comparative position of competing enterprises

within a given strategic sector. While formulating the business strategy, managers must consider

the strategies of the firm's competitors. Once we are able to identify the strategies adopted by our

competitors it becomes easy for us to make new strategies which can never be found available in

our competitors. A competitor must consider four factors in his competitor analysis process such

as- Strengths and Weaknesses, Identify our Competitors, Improvements, and Marketing.

This study is focused on the uncovered area or unknown segments of competitor analysis

which may be considered as importance for company’s future decision, budgeting and

developments of other aspects of the business. The key areas are competitive advantage and

disadvantage, strategy applied for present and future, forecasting for the future in reference to

competitor analysis.

While conducting the study of competitor analysis, it helps the management to generate

the understanding of competitor’s past, present (most important) and future strategies provided

helps to forecast the returns that may be made from the future investments (e.g. How will

competitors respond to a new product or pricing strategy). To establish a good market power, the

entire competitors should analyze their competitive position time to time systematically.

74



BIBLIOGRAPHY

REFERENCE FOR REVIEW

1.Tim S. Mclaren, Milena M. Head and Yufei Yuan, Yolande E. Chan, A Multilevel Model For Measuring Fit Between A Firm’s Competitive Strategies And Information SystemsCapabilities1,MIS Quarterly Vol. 35 No. 4 pp. 909-929/December 2011.

2. Reginald Sheppard,A Comparative Analysis of Market Orientation in the Commercial Fish

Processing Industries of Atlantic Canada and The New England States University of NewBrunswick, Journal of Marketing Development and Competitiveness vol. 5(6) 2011 27.

3. Allen Z. Reich, Relative Perceived Product Quality: Increasing the Effectiveness of RestaurantPlanning Through a More Effective Integration of the Competitive Environment, Journal of Foodservice Business Research, 14:2–19, 2011 Copyright © Taylor & Francis Group, LLCISSN: 1537-8020 print/1537-8039 online DOI: 10.1080/15378020.2011.548204

4. Kenneth Dao-Ping Ko, The Relationships Between Stock Prices of Competitors, Journal of Transnational Management, 16:36–42, 2011 Copyright # Taylor & Francis Group, LLC ISSN:1547-5778 print=1547-5786 online DOI: 10.1080/15475778.2011.549809.

5. KumikoFukumura and Roger P. G. van Gompel, Martin J. Pickering, The use of visual contextduring the production of referring expressions, The Quarterly Journal Of ExperimentalPsychology2010, 63 (9), 1700–1715.

6. Bee-lan oo, derek s. Drew, goran runeson, Competitor analysis in construction bidding,Construction Management and Economics (December 2010)28s, 1321–1329 ConstructionManagement and Economics ISSN 0144-6193, DOI: 10.1080/01446193.2010.520721

75



7. Prasun Das1, Sandip Mukherjee2, Modeling of Customer Preferences on Product Features andComparingthe Competitors’ Performances, Quality Engineering, 20:53–62, 2008 Copyright #Taylor & Francis Group, LLCISSN: 0898-2112 print=1532-4222 online DOI:10.1080/08982110701623797.

8 Johannes Ledolter,Random-coefficients hidden-Markov Poisson regression models for inferring a competitor’s promotion strategy, Applied Stochastic Models In Business AndIndustry Appl. Stochastic Models Bus. Ind. 2007; 23:293–305 Published online 8 March 2007 inWiley InterScience (www.interscience.wiley.com). DOI: 10.1002/asmb.672.

9.Mark Bergen and Margaret A. Peteraf, Competitor Identification and Competitor Analysis: ABroad-Based Managerial Approach, Managerial And Decision Economics Mamge.Deds.Econ.23: 157-169 (2002) DOI: 10.1002/mde. 1059

10. Ming-Jer Chen, Competitor Analysis And Interfirm Rivalry: Toward A TheoreticalIntegration, Academy of Management Review 1996, Vol. 21, No. 1. 100-134.

GENERAL REFERENCE

1. Research Methodology by` C.R.Kothari.

2. Research Methodology by P.Ravilochanan.

3. Research Methodology by R. Panneerselvam

4. Marketing Management by R.S.N. Pillai, Bhavathi

5. Marketing Management by Philip Kotler.

6. Marketing Research by Dr. Varma & Agarwal 1988, Punjab.

76



7. Strategic Marketing Management.

WEBSITE REFERENCE

www.projectsparadise.com

www.ebsco.com

www.antiessays.com

www.fibroflexpvtltd.com

A STUDY ON COMPETITOR ANALYSIS WITH SPECIAL REFERENCE TO FIBRO

FLEX (P) LTD, TIRUNELVELI DISTRICT

Questionnaire

I. Personal Data

1. Name of the respondent: ___________________________________

2. Gender : a. Male ( ) b. Female ( )

3. Marital status : a. Married ( ) b. Unmarried ( )

4. Age (in years) : a. below 20 years ( ) b.21-30years ( )C.31-40 years ( ) d. 41-50 years ( ) e. above 50years ( )

5. No. of Dependents : a. Below 2 members ( ) b.3-4members ( )c. 5-6 members ( ) d.7-8 members ( ) e. above 8 members ( )

6. Occupation: a. Business ( ) b. Agriculture ( )c. Employed ( ) d. Professional ( ) e. Students ( )

7. Educational Back ground: a. School Level ( ) b. Diploma/ ITI ( )c. UG ( ) d. PG ( ) e. Others ( )

8. Annual Income: a. below 100000 ( ) b. 100001 to 150000 ( )c. 150001 to 200000 ( ) d. 200001 to 250000 ( ) e. Above 250000 ( )

77

http://www.projects/

http://www.ebsco/

http://www.antiessays.com/

http://www.fibroflex/

http://maps.google.co.in/maps?hl=en&bav=on.2,or.r_gc.r_pw.r_qf.,cf.osb&biw=1360&bih=596&q=tirunelveli&um=1&ie=UTF-8&hq=&hnear=0x3b0411625053c519:0xad791b361b359a4d,Tirunelveli,+Tamil+Nadu&gl=in&ei=1mBYT8X6G4i3rAedptWbDA&sa=X&oi=geocode_result&ct=title&resnum=1&ved=0CDcQ8gEwAA


http://www.projects/

http://www.ebsco/

http://www.antiessays.com/

http://www.fibroflex/




2. At present which Company’s brand you are using?

Company Brand Please Tick

FIBRO FLEX

Fibro flex Gold,Fibro flex QuiltFibro flex Deluxe,Koolflex QuiltKoolflex Deluxe

DUROFLEXDuroflex Spring Mattresses,Duroflex Quit, Duroflex SeasonsDuroflex Bliss, Duroflex Crown,

KURLONKlassicMattress,Lotus PillowKlassicplusMattress,Grazel PillowRomantique Mattress

COIR-ONFoam Mattresses, Comfort Products,Coir-Fibre, Coco Peat,Rubberised Coir Mattresses

3. Who initiate or influence your decision to purchase a specific brand?

Initiators (Please √)Self SpouseChildrenParents

Company Representative / Dealer / Retailer

4. How long have you been using your favorite branded flex?Experience (Please √)

Below 5 years6-10 years11-15 years16-20 yearsAbove 21 years

5. What is your future plan regarding the present brand now you owned?

78



Future plan (Please √)Continuing the usageExchange

Disposal

Resale / Second saleOthers (Specify)

6. Give your opinion to measure the below mentioned applicable strategies to increase thesales and market share of fibro flex in future?

Strategies Excellent Good Average Poor Very poor Introduction of new models with innovative usageReduce the price

Create brand awarenessCustomized ServicesColour combinationOn-Time DeliveryEasy Financing if they want installmentsConsider Buyers taste & PreferenceShowing visible differentiation

7. What is the main marketing mix factors influencing the selection of fibro flex’s brand?

Main Marketing Mix Factors High Medium LowPrice

Payment optionValue for moneyPrice corresponding with brand reputationPromotion

AdvertisementSales promotional affairsInfluence of the dealer Place

Convenient location of dealer Timing of deliveryEasy availability of expected brand

Customized ServicesValue-added servicesDisplay in the showroomProduct

Product qualityBrand reputationColour Comfort

79



Appearance / Attractiveness / Good look Appeal to same target group of customers

8. What market challenges or key success factors (KSFs) are your company facing? (Check all that apply. Need to increase sales or market share of existing product(s) – Rank the

following

Key success factors (KSFs) Rank

Need guidance in developing a new product or entering a new marketCompetition is making inroads into our business Need to improve effectiveness of distribution channels Need more or better information on customer needs, product

requirements and purchase requirements/preferences Need help in evaluating a merger, acquisition, or strategic partnership Need help in planning a new product introductionOthers (Specify)

Evaluation need/opportunity for new productIdentify/quantify new markets for existing technology or productDevelop competitive profiles or evaluation of new or existing marketIdentify user preferences, buying criteria

9. At present which type of marketing channel will be suitable to market the Brands of fibroflex?

S.No. Marketing Channel Rank the Following1. Through dealer 2. Through sub dealer 3. E-Marketing4. Retailing5. Mobile & Telemarketing6. Through sales executives7. Chain marketing

10. Please give your general suggestion to improve the sales, market share and winningcompetitors of fibro flex.

80

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