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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


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


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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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


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


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 inear-by- L inear Association

0.007 1 0.936


a. 5 cells (41.7%) have expected count less than 5. The minimum expected count is .96.




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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


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


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


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


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 inear-by- L inear Association

2.396 1 0.122


a. 1 cells (11.1%) have expected count less than 5. The minimum expected count is 3.68.





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.

cus satisfaction

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