happy project report

8/6/2019 Happy Project Report

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1. EXECUTIVE SUMMARY

The project was basically divided into two phases. In phase one; work related tobranding was carried out. It involved, consolidating print media opportunities at B2B

level and analyzing them to develop ideal media mix for the branding of the company

and defining media spends for maximum impact based on the budgets provided. It

also involved sales & marketing tool development by consolidating all customer

references and analyzing them to primarily determine spread and gaps across Industry

Verticals.

In phase two, the task to implement SALES MANAGEMENT SYSTEM (SMS) wasstarted. It involved, identification of process deficiencies and setting up mechanism to

systematically eliminate bugs/threats, tracking all service requests that come in

through the user base and following up with the Software vendor for the same,

liaisoning with the software vendor to ensure timely bug resolution and closing of all

complaints within 48 hours of them being logged, creation of automated audio video

training tool for end users.

The future aspect of the work done related to branding could be to define a mediacampaign and release it, also analyzing electronic media, device a communication

strategy to highlight the companys strong reference base through media campaign,

sharing of case studies with customers, direct mailers and E-mailers. Also, completion

of tasks related to SMS may contribute towards releasing the final version of the

software by elimination of various usability and human issues.


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2. COMPANY PROFILE

2.1 INTRODUCTION:-

For over half a century, Forbes Marshall has been building steam engineering andcontrol instrumentation solutions that work for process industry. Forbes Marshall's

goal is to provide solutions in Energy, Efficiency and Process Automation, using thebest technology the world has to offer. 50 years ago we started out with steam

generation solutions. Today Forbes Marshall comprises of twelve business divisions;

most of them partnering with the world technology leaders in respective fields,

manufacturing products that cover the entire spectrum of energy generation, energy

efficiency, control and instrumentation for the process & power industry.

From their unique corporate structure & commitment to quality, to extensivecommunity and social service programs, there's a lot that makes them stand out from

the rest.

In the last five decades Forbes Marshall has grown from a modest, Mumbai basedtrading company to a multi-divisional, ISO 9001 certified global company

manufacturing advanced engineering products for process & power industries across

the World. Forbes Marshall is probably the only company in the world to have

extensive expertise in both steam and control instrumentation. The dual expertise has

allowed Forbes Marshall to engineer industry specific systems that focus on energy

efficiency and utilities management for sectors as diverse as textiles, food processing,

paper, power and chemicals etc.


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THE HISTORY:-

In 1926 Forbes Marshall made first supply of textile accessories to a thriving textileindustry in Ahmedabad, Western India. In 1946, the Spirax department was set up as

a representative of Spirax Sarco, U.K., world leaders, in the technology of efficient

and effective use of steam as a source of energy. Hundreds of surveys were done in

process industries, especially textile mills, and it was proved that by using Spirax

products, great savings could be made in fuel bills. In 1958, following the policy of

indigenous manufacture as prescribed to Indian companies by the Government, the

first manufacturing unit of the Spirax Marshall division was established in Kasarwadi,

Pune, with 12 people. Forbes Marshall today has six manufacturing divisions in joint

venture with leading International companies, and has representations with several

more. A leader in Process Efficiency and Energy Conservation over the last 50 years,

through joint ventures, technology tie-ups and focused investment in manufacturing

and research, Forbes Marshall has added products and services to serve complex and

critical needs in industry.

In 1946, soon after the association with Spirax Sarco, UK became operative, ForbesMarshall finalized a tie up with Cochran boilers for selling packaged boilers. Later,

Spirax Marshall, a joint venture born out of this association with Spirax Sarco, was

formed. The superior technology and manufacturing quality of Spirax Marshall steamtraps and other steam related equipment, made them very popular with Indian

industry. The products of Spirax Marshall soon became the standard for increasing

steam efficiency in the process industry. In 1962, building on the expertise gained

through studying hundreds of process plants for energy conservation

recommendations and improvements, Forbes Marshall entered the field of control

instrumentation introducing a range of world class pH analysers. In joint venture with

Cambridge Instruments, UK, and later with Polymetron of France (now part of Hach

Ultra Analytics, USA), Forbes Marshall began manufacture of a complete range of

water quality analysers. A natural extension of the expertise in Steam processing and

analysis of liquids was the management of process media; through a joint venture

with Krohne Messtechnik, Germany, Forbes Marshall began manufacturing a wide

range of flow and level equipment. Krohne Marshalls vortex flowmeter,


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manufactured in India for the world market, soon became known as one of the most

accurate and intelligent flowmeters in the world.

Continuing its mission to become a specialist in process control, Forbes Marshall in1985 introduced a range of control valves and desuperheating stations in collaboration

with Arca Regler, Germany. These control valves set a new standard in accuracy and

reliability with actuators guaranteed and tested to work over one million strokes.

Several more products and services, including instrumentation systems, gas analysers,

peristaltic pumps, data acquisition systems, vibration monitoring systems, steam and

water analysis systems, energy audits, and training were added. Forbes Marshall

became the only company to offer a truly complete line of products and services for

optimizing process efficiency and maximizing energy conservation.

In 2000 Forbes Marshall began to get truly global. International operationscommenced with the incorporation of Forbes Marshall Inc., in the United States. Later

Forbes Marshall opened several more sales, manufacturing and customer support

facilities in different parts of the world.

HEAD OFFICE KASARWADI PUNE


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2.2 WHAT FORBES MARSHALL DOES?

A. ENERGY CONSERVATION:- Energy Conservation not only saves costs but prevents a fast depletion of fossil fuels.

Recognizing this fact from its earliest days, Forbes Marshall consciously develops

products and services that enable process industries to conserve valuable energy.

1. J.N.MARSHALL:-

Fig 1: Oil & Gas Fired Boiler

The Boiler division makes boilers of upto a capacity of 16 tons per hour, providingdry saturated steam with thermal efficiencies of over 88%. J.N. Marshall boilers are

today the standard in oil & gas fired steam generation. Thousands of these true, 3-

pass, wetback boilers, provide steam to industrial process plants around the world.


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Fig 2: Marshall Burners

The 'Marshall Burner' has become a generic name in the process industry; it signifiesuncompromising standards in efficiency and reliability.

2. SPIRAX MARSHALL:-

Fig 3: Piston Valve Fig 4: Spirax Steam Traps

An undisputed leader in the field, Spirax Marshall manufactures steam accessories foroptimizing energy efficiency right through the steam cycle. Spirax Marshall Steam

traps, valves and pressure regulators, ensures both, steam quality and its efficient

utilization. Pressure reducing stations, steam meters and automatic blowdown systems


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help in providing steam at the right temperature and pressure and in the right quantity

so that consistent end product quality is maintained.

3. FORBES MARSHALL SERVICES:- Forbes Marshall Consultancy, division with a team of professional engineers, provide

detailed design and engineering for process plant utilities. Through good engineering

practices, the consultancy team has demonstrated amazingly large cuts in process

costs and improvements in product quality.

Millions of rupees worth of energy in the form of fuel costs, has been saved in processplants through our Energy Conservation Audits and implementation of customized

solutions. A key difference in the way Forbes Marshall conducts an Energy Audit is

the partnership in implementation and responsibility.


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B. PROCESS EFFICIENCY:-

With a combination of specialist knowledge and the latest technology, ForbesMarshall provides solutions to achieve peak Process Efficiency. The products are a

unique combination of hardware and software that make them not only reliable and

accurate, but complete solutions in themselves.

4. STEAM ENGINEERING:- With a mandate to plug every energy leak in process industries, the R&D team at the

Steam Engineering group has developed the Effimax series of products. These smart-

boxes monitor key parameters of a boiler's performance and use integrated electronics

to calculate its overall efficiency, allowing remote management.

Fig 5: Efficiency Monitoring System (EFFIMAX)

For the paper industry, the R&D efforts resulted in the development of theThermocompressor system, allowing low pressure steam to be boosted and reused in

paper machines. The thermocompressor system has been responsible for major energy

savings in paper plants since its introduction years ago.

Fig 6: Thermocompressor System and Thermocompressor


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Innovation & customer service go hand in hand. By listening to customers, ForbesMarshall developed the first of a kind, an integrated boiler known as Minimax.

Everything in the Minimax is integrated: from the control panel to the feedwater tank,

making it the first really compact instant steam boiler available.

Fig 7: Minimax- The first of a kind completely integrated boiler

5. KROHNE MARSHALL:-

Fig 8: Flowmeters


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Wherever there is a need for liquid management, Forbes Marshall plays a large andvital role. Krohne Marshall, a joint venture with Krohne Messtechnik of Germany,

manufactures equipment for flow and level measurement and control. From 10-200

mm vortex meters that are used on pipelines, to large ultrasonic electromagnetic

flowmeters upto 3 metres in diameter.Krohne Marshall makes them all. In addition to

this a sophisticated range of flow controllers, level switches and measurement

devices makes this one of the most comprehensive ranges of fluid management

equipment available.

6. FORBES POLYMETRON:-

Fig 9: Online Steam & Water Analysis System

The water quality analyzers of Forbes Polymetron, a joint venture with Hach UltraAnalytics, are capable of impurity measurement in parts per billion. Combining

sophisticated water chemistry technology with advanced instrumentation, theseanalyzers operate on-line, in real-time and are self-diagnostic with several built-in

compensations for transient instabilities.

For the Power Industry, On-line Steam and Water Analysis systems perform the vitaltask of alerting operators to conditions that promote corrosion and scaling of costly


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equipment like turbines. Vibration monitoring systems, imported from Shinkawa,

Japan, provide complete early warning systems for potential developing problems in

turbines and other rotating equipments.

7. FORBES MARSHALL ARCA:-

Fig 10: Control Valve

Forbes Marshall Arca, in joint venture with Arca Regler of Germany, manufactureshigh accuracy, high reliability control valves, desuperheaters, roboters, positioners,

and pressure reducing and desuperheating stations. Arca positioners are guaranteed to

operate over one million strokes. Check and Safety Valves manufactured from special

forging construction perform critical duty in high-pressure applications like nuclear

power plants.

8. FORBES MARSHALL CODEL:-

Fig 11: FM CODEL GCEM4000-Insitu Multi Gas Analyzer

Codel International Ltd is a UK based company in Bakewell, Derbyshire, specialisingin the design and manufacture of high technology instrumentation for combustion

processes and atmospheric pollution emissions from last two decades. The company

policy is simply to design well engineered, rugged, reliable equipment, capable of

continuous operation over long periods with minimal maintenance.


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C. LEADERS IN TECHNOLOGY & INNOVATION:-

Forbes Marshall's Quality and Innovation makes it a leading supplier to variousProcess Industries. Quantum and incremental innovations lead to continuous

improvement in quality, and products that are future-ready.

Research and development has always had an important place at Forbes Marshall. Acentral R&D department closely integrates its efforts into the operation of each group

company, and has brought several innovations to the market. The focus today is on

future-ready new product development, and several of these are now globally popular

in energy conservation and process efficiency.

Continuous innovation at the Krohne Marshall R&D has resulted in the worldwideacknowledgement of the Krohne Vortex Flowmeter as one of the best flowmeters in

its range.

Fig 12: Control Valve Rig Used in Missile Technology


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3. B2B MEDIA ANALYSIS

3.1 INTRODUCTION:-

Media consists of print media (newspapers and magazines), broadcast media (radioand television), network media (telephone, cable, satellite, wireless), electronic media

(audiotape, videotape, videodisk, CD-ROM, Web page), and display media

(billboards, signs, posters). Most non-personal messages come through paid media.

At B2B level print media is considered as most effective because of their self-pacednature they can provide much detailed product information and can also effectively

communicate user and usage imagery. At the same time they are preferred because

they offer benefits such as direct reach, they have ability to define focus target group

through technical magazines, etc.

In general, the two main print mediamagazines and newspapershave many of thesame advantages and disadvantages. Although newspapers are timely and pervasive,

technical journals are typically more effective at building user and usage imagery.

Daily newspapers are read by roughly three-fourths of the population and tend to be

used a lot for localespecially retailer advertising. Although advertisers have some

flexibility in designing and placing newspaper ads, poor reproduction quality and

short shelf life can diminish their impact.


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Media selection is finding the most cost-effective media to deliver the desirednumber and type of exposures to the target audience. The effect of exposures onaudience awareness depends on the exposures' reach, frequency, and impact:

The media planner has to figure out the most cost-effective combination of reach,frequency, and impact. The media planner has to know the capacity of the majoradvertising media types to deliver reach, frequency, and impact.

Fig 13: How to find most cost-effictive media?

Impact (I):-Thequalitative value of an

exposure through agiven medium (thus a

food ad in GoodHousekeeping wouldhave a higher impact

than in Fortune

magazine).

Frequency (F):-Thenumber of times within

the specified time

period that an averageperson or household isexposed to the message

Reach (R):-The numberof different persons or

households exposed to aparticular media

schedule at least once

during a specified timeperiod.


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Media planners make their choices by considering the following variables:

Fig 14: How Media Planners Make Their Choices?

In making choices, the planner has to rely on measurement services that provideestimates of audience size, composition, and media cost. Audience size has several

possible measures:

Target audience mediahabit: - Radio and televisionare the most effective media

for reaching teenagers.

Product characteristics: -Media types have different

potential for demonstration,visualization, explanation,

believability, and color.Women's dresses are best

shown in colour magazines,and Kodak cameras are bestdemonstrated on television.

Message characteristics:-Timeliness and informationcontent will influence media

choice. A messageannouncing a major sale

tomorrow will require radio,TV, or newspaper. A

message containing a greatdeal of technical data might

require specializedmagazines or mailings

Cost:-Television is veryexpensive, whereas

newspaper advertising isrelatively inexpensive. What

counts is the cost perthousand exposures


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3.2 OBJECTIVES:-

1. Developing the media mix for the branding of the company.

2. Analyzing the media mix to find out average reach, average costs and CPC for eachindustry vertical.

3. Calculating average cost to reach per thousand people for each industry vertical (CPTanalysis).

4. Based on budgets provided simulating three real scenarios and defining media spendsfor maximum impact.

3.3 RESEARCH METHODOLOGY:-

1. Problem identification: - The problem identified in this project were-

a) Defining the correct publications for each industry vertical through researchand analysis.

b) Developing the ideal media mix to drive visibility across each target segmentc) Defining media spends for maximum impact while also ensuring that reach is

targeted to the right audience.

2. Develop the research plan: - Designing a research plan calls for the following

decisions-

a) Data source: - the data gathered in this project was primary data collectedabout the magazines, newsletters and other media opportunities available at

various industrial associations & publication companies.

b) Research approach: - the research approach followed in this project wassurvey method. Industrial associations & publication companies publishing

magazines at b2b level were approached.

c) Research instrument: - the research instrument used for gathering primary datain this project was Questionnaires (open ended type).


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d) Sampling plan:- designing a sampling plan calls for 3 decisions-i. Sampling unit: Who is to be surveyed?

ii. Sample size: How many people should be surveyed?iii. Sampling procedure: How should the respondents be chosen?

In this project, Industrial associations & publication companies at b2b level in

pharmaceutical, textile, Sep, food & beverages, water, power, oil & gas were

approached with sample size of 34 and sampling procedure followed was

probability sampling.

e) Contact method: - Contact method used in this project were

mail questionnaire & telephonic interview method.

3. Collecting the information: - Thus in this project, information

collection was done by mailing the questionnaire and also by

telephonic interviews to various associations & publication

companies.

3.4 FINDINGS & ANALYSIS:-

1. PUBLICATIONS:-a) Following publications were found in the B2B space. Those are listed out along with

the names of organizations which publish them :-


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ORGANIZATION PUBLICATION REACH

All India Food Processors Association IFP MAGAZINE 800

Apparel Export Promotion Council(AEPC) APPAREL INDIA 8000

Assent MIDC Industrial Directory(Golden Triangle) R&D (GOLDEN TRAINGLE) 1,70,000

Assent MIDC Industrial Directory(Group A) R&D (GROUP A) 110000

Assent MIDC Industrial Directory(Group B) R&D (GROUP B) 105000

Assent MIDC Industrial Directory(vidharbha) R&D (VIDHARBHA REGION) 10000

Bulk Drug Manufacturers Association(India) BDMA NEWSLETTER 550

Cotton Textile Export Promotion Council TEXPROCIL NEWSLETTER 4000

Council Of Power Utilities INDIA POWER 30000

Indian Chemical Council CHEMICAL NEWS 5000

Indian Drug Manufacturers Association(IDMA) IDMA BULLETIN 1450

Indian Drug Manufacturers Association(IDMA) INDIAN DRUGS 1650

Indian Infrastructure Pvt.Ltd. INDIAN INFRASTRUCTURE 10000

Indian Purchase Infoware Ltd. INDIAN PURCHASE 43813

Indian Vanaspati Producers Association(IVPA) SOUVENIR 300

Indian Water Works Association JIWWA 7000

Infomedia 18 ltd. SEARCH 25000

Infomedia 18 ltd. MODERN PHARMACEUTICALS 25000

Infomedia 18 ltd. MODERN FOOD PROCESSING 25000

Infomedia 18 ltd. CHEMICAL WORLD 40000

Jasubhai Media CHEMICAL ENGG WORLD 41340

Jasubhai Media CHEMICAL PRODUCTS FINDER 37450

Jasubhai Media OFFSHORE WORLD 25370

Jasubhai Media PHARMA BIO WORLD 22375

Jasubhai Media SHIPPING MARINE & PORTS WORLD 7000

Kongposh Publications Pvt. Ltd. THE PHARMA REVIEW 40000

National Product News NPN 20000

Oil Technologists Association Of India(OTAI) JLST 1500

Product News Publications INDUSTRIAL PRODUCT SOURCE 14061

Pumps India PUMPS INDIA 30000

Solvent Extractors Association Of India SEA NEWS CIRCULAR 1800

The Mark Communication INDUSTRIAL SHOWCASE 29500Tool & Guage Manufacturers Association Of India TAGMA TIMES MAGAZINE 3000

Valves India VALVES INDIA 20000

Table 1: Publications in B2B Space


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b) Above publications focus mainly on the following industry segments:-1. Pharmaceutical2. Textile3. Solvent extraction plants (SEP)4. Food & beverages5. Water6. Power7. Oil & gas

2. REACH:-

a) Average reach of the publications across various industry segments is as follows :-

INDUSTRY AVERAGE REACH

Pharmaceutical 36559

Textile 38974

Solvent extraction plants (SEP) 35187

Food & beverages 34678

Water 40712

Power 43502

Oil & gas 43207

Table 2: Average Reach across Industry Segments

3. ADVERTISEMENT TARIFFS:-

a) Cost of cover page, front in, back in, back out, full page(colour & b/w),halfpage(colour & b/w) advertisements were found out for the above publications.

Average prices of cover page, front in, back in, back out, full page(colour & b/w),half

page(colour & b/w) advertisements for targeting pharmaceutical, textile, sep, food &

beverages, water, power and oil & gas industry are as follows :-


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i. COVER PAGES (average costs):-

INDUSTRY COVER PAGE FRONT IN BACK IN BACK OUT

Pharmaceutical 43600 35782 31791 43061

Textile 44400 34614 31360 63521

SEP 45500 34370 30467 60241

Food & beverages 38250 33600 29608 58088

Water 38250 41776 38040 72520

Power 44400 44365 40711 79384

Oil & gas 45500 41138 36650 73776

Table 3: Average Cost for Cover Pages

ii. FULL PAGE & HALF PAGE (average costs):-

INDUSTRY FULL

COLOUR

HALF

COLOUR

FULL B/W HALF B/W

Pharmaceutical 80831 47947 15730 10007

Textile 90047 56696 17573 11525

SEP 79474 57796 15994 10951

Food & beverages 76689 52207 14971 10091

Water 90371 54831 17880 11755

Power 99103 60636 20611 12388

Oil & gas 96527 61382 20310 13612

Table 4: Average Cost for Full & Half Page


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4. CPC:-

a) Based on the frequency of publications, no. of hits for each publication wascalculated.

b) CPC (cost per contact) was calculated by using the formula COST/NO.OF HITS.c) CPC for each publication is as shown below :-

i. YEARLY:-PUBLICATION CPC

SOUVENIR 400.00

R&D(VIDHARBHA REGION) 90.00

R&D(GROUP B) 47.02

R&D(GROUP A) 34.61

R&D(GOLDEN TRAINGLE) 32.70

Table 5: CPC of Yearly Publications

ii. QUARTERLY:-PUBLICATION CPC

JLST 8.00

JIWWA 3.06

VALVES INDIA 2.69

INDIA POWER 2.50

Table 6: CPC of Quarterly Publications


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iii. MONTHLY:-PUBLICATION CPC

SHIPPING MARINE & PORTS WORLD 6.43

INDIAN INFRASTRUCTURE 6.05

BDMA NEWSLETTER 4.55

INDIAN DRUGS 4.55

SEA NEWS CIRCULAR 3.33

TEXPROCIL NEWSLETTER 3.00

TAGMA TIMES MAGAZINE 2.33

INDUSTRIAL SHOWCASE 1.69

APPAREL INDIA 1.50

NATIONAL PRODUCT NEWS 1.50

INDUSTRIAL PRODUCT SOURCE 1.49

PHARMA BIO WORLD 1.43

CHEMICAL WORLD 1.10

MODERN FOOD PROCESSING 1.10

MODERN PHARMACEUTICALS 1.10

CHEMICAL NEWS 0.90

SEARCH 0.86

CHEMICAL PRODUCTS FINDER 0.85

CHEMICAL ENGG WORLD 0.85

INDIAN PURCHASE 0.80

Table 7: CPC of Monthly Publications

iv. BI-MONTHLY:-PUBLICATION CPC

IFP MAGAZINE 20.00

OFFSHORE WORLD 3.55

PUMPS INDIA 1.47

THE PHARMA REVIEW 0.45

Table 8: CPC of Bi-monthly publications


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v. WEEKLY:-PUBLICATION CPC

IDMA BULLETIN 1.72

Table 9: CPC of Weekly Publication

5. CPT:-

a) Cost per thousand was calculated using the formula COST/NO.OF HITS * 1000.b) Average CPT across various industry segment was calculated, it is as shown below:-

INDUSTRY CPT

Pharmaceutical 11563.16

Textile 12669.70

SEP 31150.85

Food & beverages 29890.22

Water 12299.87

Power 13586.06

Oil & gas 13107.91

Table 10: Average CPT across Industry Segments

6. INDUSTRY WISE PUBLICATIONS:-

Based on the above data it was identified that the following publications would bechosen as a route to increase visibility in the given market. Break-up of the

publications industry wise with average reach is as shown below:-


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a) PHARMACEUTICAL:-PUBLICATION REACH

BDMA NEWSLETTER 550

CHEMICAL ENGG WORLD 41340

CHEMICAL NEWS 5000

CHEMICAL PRODUCTS FINDER 37450

CHEMICAL WORLD 25000

IDMA BULLETIN 1450

IFP MAGAZINE 800

INDIAN DRUGS 1650

INDIAN PURCHASE 43813

INDUSTRIAL SHOWCASE 29500

MODERN PHARMACEUTICALS 25000

NPN 20000

OFFSHORE WORLD 25370

PHARMA BIO WORLD 22375

PUMPS INDIA 30000

R&D (GOLDEN TRAINGLE) 170000

R&D (GROUP A) 110000

R&D (GROUP B) 105000R&D (VIDHARBHA REGION) 10000

SEARCH 40000

THE PHARMA REVIEW 40000

VALVES INDIA 20000

Grand Total 36559(AVERAGE)

Table 11: Publications for Pharmaceutical Industry


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b) TEXTILE:-PUBLICATION REACH

APPAREL INDIA 8000

CHEMICAL ENGG WORLD 41340CHEMICAL NEWS 5000




INDUSTRIAL PRODUCT SOURCE 14061


NPN 20000


PUMPS INDIA 30000



R&D (GROUP B) 105000

R&D (VIDHARBHA REGION) 10000

TAGMA TIMES MAGAZINE 3000

TEXPROCIL NEWSLETTER 4000

VALVES INDIA 20000

Grand Total 38974 (AVERAGE)

Table 12: publications for Textile Industry


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c) SEP:-PUBLICATION REACH


CHEMICAL NEWS 5000



IFP MAGAZINE 800




JLST 1500

MODERN FOOD PROCESSING 25000

NPN 20000


PUMPS INDIA 30000





SEA NEWS CIRCULAR 1800

SEARCH 40000

SOUVENIR 300



Table 13: Publications for SEP


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d) FOOD & BEVERAGES:-PUBLICATION REACH


CHEMICAL NEWS 5000



IFP MAGAZINE 800




JIWWA 7000

JLST 1500


NPN 20000


PUMPS INDIA 30000





SEA NEWS CIRCULAR 1800

SEARCH 40000

SOUVENIR 300

VALVES INDIA 20000


Table 14: Publications for Food & Beverages


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e) WATER:-PUBLICATION REACH


CHEMICAL NEWS 5000



INDIA POWER 30000

INDIAN INFRASTRUCTURE 10000




JIWWA 7000

NPN 20000


PUMPS INDIA 30000





SEARCH 40000

VALVES INDIA 20000


Table 15: Publications for Water Industry


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f) POWER:-PUBLICATION REACH



INDIA POWER 30000

INDIAN INFRASTRUCTURE 10000




NPN 20000


PUMPS INDIA 30000





SEARCH 40000


VALVES INDIA 20000


Table 16: publications for Power Industry


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g) OIL & GAS:-PUBLICATION REACH


CHEMICAL NEWS 5000







NPN 20000


PUMPS INDIA 30000





SEARCH 40000



Table 17: Publications for Oil & Gas


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b) Rs.10, 00,000:-PUBLICATION INSERTS FULL COLOUR (Rs.) TOTAL

THE PHARMA REVIEW 3 9000 27000

INDIAN PURCHASE 4 35000 140000

SEARCH 3 34500 103500

CHEMICAL PRODUCTS FINDER 3 32000 96000

MODERN FOOD PROCESSING 3 27600 82800

CHEMICAL ENGG WORLD 4 35000 140000

CHEMICAL NEWS 4 4500 18000

APPAREL INDIA 3 12000 36000

PHARMA BIO WORLD 3 32000 96000

INDIA POWER 4 25000 90000

VALVES INDIA 3 18000 54000

NATIONAL PRODUCT NEWS 3 30000 90000

SEA NEWS CIRCULAR 3 6000 18000

BDMA NEWSLETTER 3 2500 7500

Table 19: Budget of Rs.1000000

While formulating the above budget the publications were selected based on theincreasing order of their cost per thousand i.e. in the range of 0 1000, 1000 2000,

2000 3000, 3000 4000, 4000 5000 & so on.

Also, selection was done considering the publications which had maximum reachand a good balance between reach, cost & CPT (for example, considering

PHARMA REVIEW and PHARMA BIO WORLD though monthly reach of pharma

bio world is higher than pharma review the cost of the full page colour advertisement

is very less as compared to that of pharma bio world, hence pharma review can be

given a priority while targeting pharma industry. Also, in case of SEARCH and

CHEMICAL NEWS though the cost of giving full page colour advertisement is very

less as compared to that of search, still search can be given priority since its reach is

much higher than that of chemical news ).


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The combination which would maximise the reach across pharmaceutical, textile,Sep, food & beverages, water, power, oil & gas was selected.

Since, giving only 1 insert doesnt have a good impact on the audience minimum 3 to4 inserts per publication was considered.

c) Rs.15,00,000 :-PUBLICATION INSERTS FULL COLOUR(Rs.) TOTAL

INDIAN PURCHASE 5 35000 175000

CHEMICAL ENGG WORLD 5 35000 175000

CHEMICAL PRODUCTS FINDER 4 32000 128000

SEARCH 4 34500 138000

CHEMICAL NEWS 6 4500 13500MODERN FOOD PROCESSING 4 27600 110400

MODERN PHARMACEUTICALS 4 27600 110400

INDUSTRIAL PRODUCT SOURCE 6 21000 56700

APPAREL INDIA 5 12000 60000

NATIONAL PRODUCT NEWS 4 30000 120000

INDIA POWER 6 25000 127500

VALVES INDIA 4 18000 72000

TEXPROCIL NEWSLETTER 6 12000 52560

JIWWA 6 7200 34560

SEA NEWS CIRCULAR 6 6000 34200

BDMA NEWSLETTER 6 2500 15000

INDIAN DRUGS 3 7500 22500

THE PHARMA REVIEW 6 9000 40500

JLST 4 4000 12000

Table 20: Budget of Rs.1500000

While formulating Rs.1500000 budget publications were selected to maximizethe reach across pharmaceutical, textile, Sep, food & beverages, water, power,

oil & gas.


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Publications were selected based on the increasing order of CPT (cost perthousand).

Higher numbers of inserts were selected for newsletters and publications ofvarious industrial associations to have maximum impact as publications of these

associations reach quality audience. And then inserts were increased depending

on the reach and to get the benefit of available discounts.

3.5 CONCLUSION:-

34 publications in B2B space were consolidated after interviewing directors ofvarious trade associations and managers of media agencies (screenshot of the

excel file shown in annexure).

For the media mix developed for each industry vertical it was found thataverage reach was lowest (34678) for food & beverages and highest (43502)

power industry, average cost of giving full page colour ads was lowest (Rs.

76689) for food & beverages and highest (Rs. 99103) for power industry, CPC

for the newsletter SOUVENIR was highest (Rs.400) and lowest (Rs.0.45) for

THE PHARMA REVIEW.

Average cost of reaching per thousand people was lowest (Rs.11563.16) forpharmaceutical segment and highest for SEP (Rs.31150.85).

Depending upon the factors such as reach, cost and CPT media spends formaximum impact was defined by formulating the budgets of Rs.500000,

Rs.1000000 and Rs.1500000 which were used as simulative models to identify

the coverage of media mix. The target was to maximise the reach at least CPT

(cost per thousand).


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4. MARKETING TOOL DEVELOPMENT

4.1 INTRODUCTION:-

Marketing communications are the means by which firms attempt to inform,persuade, and remind consumersdirectly or indirectlyabout the products and

brands that they sell. In a sense, marketing communications represent the "voice" of

the brand and are a means by which it can establish a dialogue and build relationships

with consumers.

Marketing communications perform many functions for consumers. Consumers canbe told or shown how and why a product is used, by what kind of person, and where

and when; consumers can learn about who makes the product and what the company

and brand stand for; and consumers can be given an incentive or reward for trial or

usage. Marketing communications allow companies to link their brands to other

people, places, events, brands, experiences, feelings, and things. Marketing

communications can contribute to brand equity by establishing the brand in memory

and crafting a brand image.

A company discovers different needs and groups in the marketplace, targets thoseneeds and groups that it can satisfy in a superior way, and then positions its offering

so that the target market recognizes the company's distinctive offering and image. If a

company does a poor job of positioning, the market will be confused.

Positioning is the act of designing the company's offering and image to occupy adistinctive place in the mind of the target market. The goal is to locate the brand in the

minds of consumers to maximize the potential benefit to the firm. A good brand

positioning helps guide marketing strategy by clarifying the brand's essence, what

goals it helps the consumer achieve, and how it does so in a unique way. The result of

positioning is the successful creation of a customer-focused value proposition, a

cogent reason why the target market should buy the product. Positioning starts with a

product. A piece of merchandise, a service, a company, an institution, or even a

person. But positioning is not what you do to a product. Positioning is what you do to

the mind of the prospect. That is, you position the product in the mind of the prospect.


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Now, for marketing communication to be effective, it should be carried out with apowerful marketing tool. Most manufacturing companies rely heavily on a

professional sales force to locate prospects, develop them into customers, and grow

the business; or they hire manufacturers' representatives and agents to carry out the

direct-selling task. Thus, marketing tools are used by the sales force of the companies

for creating a brand image and positioning their products in the minds of their

customers.

The marketing tool developed in this project was a database of customer referenceletters, specifying the industry type to which particular customer belongs, business

division of the company from which customer has purchased the product and what

benefits he had so far.

Since, Forbes Marshall is an innovative company and manufactures products whichcan be used across various industrial segments; customer from a particular industrial

segment always doubts or wants to be convinced that if the product is successful in

some other industry segment then the same would be successful in his company too.

In this case this tool can be used by the sales force in convincing the customer about

the performance of the product.

4.2 OBJECTIVES:-

1. Developing sales & marketing tool to be used by sales force for business growth.2. Primarily determining spread and gaps across Industry Verticals.

4.3 METHODOLOGY:-

1. The problems identified in developing this marketing tool were -a) Consolidating all customer references across steam engineering into one

database.

b) Collection of references from various branches of the company.


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2. The plan was to survey each working divisions across steam engineering group ofForbes Marshall such as SPIRAX, SPES, BOILER HOUSE DIVISION (BHD),

THERMOCOMPRESSOR (TC), SERVICES (ENERGY AUDIT + FORBES

MARSHALL CONSULTANCY) and BOILERS .

3. For each of the above divisions, divisional and product managers were approachedpersonally to get the reference letters.

4. Thus, all the references were collected from various divisional and product managersof respective divisions by visiting and meeting them personally and consolidated into

one database indicating the industry segment to which the letter belongs and also

which divisions product or service it refers.

4.4 FINDINGS & ANALYSIS:-

1. Based on the actual working divisions across the steam engineering group of ForbesMarshall the status of reference letters was found out division wise by analyzing what

was the target and how many letters have been collected so far.

Chart 1: Division Wise Reference Status

2. Now, to determine spread and gaps across industry verticals, each divisions referencestatus was analyzed based on the target of letters to be collected from a particular

industry segment and letters collected so far and on which industry segment each

division should focus to achieve the target.

211

76 72

46

115

71

100

42 34 42

67 64

DIVISION A DIVISION B DIVISION C DIVISION D DIVISION E DIVISION F

Target Achieved


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a) Division A:-

Chart 2: Reference Status for Division A

Following observations were made for the spirax division-

i. Target of 211.ii.

Letters collected 100.

iii. Majority collected from textile, pharmaceutical, food & beverages.iv. Need to focus on SEP (7/32), BREWERIES (6/7), PHARMA (15/44), TEXTILE

(34/58), OTHERS (2/70).

SEP

7

7%

AUTOMOTIVE

0

0%

BREWERIES

6

6%

CHEMICAL

7

7%

FERTILIZER

0

0%FMCG

1

1%

FOOD & BEVERAGES

14

14%HOTEL

0

0%IRON & STEEL

1

1%

OTHERS

2

2%

PAPER

55%

PETROCHEMICAL &

REFINERY

33%

PHARMA

15

15%

PLASTIC

00%

POWER

1

1%

RUBBER & TYRE

4

4%

TEXTILE

34

34%

DIVISION A


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b) Division B:-

Chart 3: Reference Status for Division B

Following observations were made for BHD-

i. Target of 76.ii. Letters collected 72.

iii. Pie chart shows equal distribution across various industry segments.iv. Need to focus on SEP (4/10), BREWERIES (4/7), CHEMICAL (4/7), FOOD &

BEVERAGES (8/14), PHARMA (5/16), TEXTILE (4/10), OTHERS (4/6).

SEP

4

10%AUTOMOTIVE

2

5%

BREWERIES

3

7%CHEMICAL

4

10%

FERTILIZER

0

0%

FMCG

0

0%

FOOD & BEVERAGES

8

19%

HOTEL

0

0%

IRON & STEEL

0

0%

OTHERS

4

10%

PAPER

2

5%

PETROCHEMICAL &

REFINERY

1

2%

PHARMA

5

12%

PLASTIC

1

2%

POWER

0

0%

RUBBER & TYRE4

10%

TEXTILE

4

10%

DIVISION B


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d) Division D (I + II):-

Chart 5: Reference Status for Division D (I)

Chart 6: Reference Status for Division D (II)

Following observations were made for SERVICES division-


iii. Majority collected from PHARMACEUTICAL, TEXTILE, PETROCHEMICAL &REFINERY, and RUBBER & TYRE.

iv. Need to focus on SEP (5/10), AUTOMOTIVE (0/1), BREWERIES (1/2), FOOD &BEVERAGES (3/6), TEXTILE (11/15).

SEP

5

16%

AUTOMOTIVE

0

0%

BREWERIES

1

3%

CHEMICAL

2

6%FERTILIZER

0

0%

FMCG

1

3%FOOD &

BEVERAGES

2

6%HOTEL

0

0%IRON & STEEL

0

0%

OTHERS

1

3%

PAPER

0

0%

PETROCHEMICAL &

REFINERY

6

19%

PHARMA

6

19%

PLASTIC

0

0%

POWER

0

0%

RUBBER & TYRE

26%

TEXTILE

5

16%

DIVISION D(I)

SEP

0

0%

AUTOMOTIVE

0

0%

BREWERIES

0

0%

CHEMICAL

0

0%FERTILIZER

0

0%

FMCG

0

0%

FOOD & BEVERAGES

1

9%

HOTEL

0

0%IRON & STEEL

0

0%

OTHERS

2

18%

PAPER

0

0%

PETROCHEMICAL &

REFINERY

0

0%

PHARMA

1

9%PLASTIC

0

0%POWER

0

0%

RUBBER & TYRE

1

9%

TEXTILE

6

55%

D(II)


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e) Division E:-

Chart 7: Reference Status for Division E

Following observations were made for boiler division-


iii. Majority collected from food & beverages, pharmaceutical, textile.iv. Need to focus on AUTOMOTIVE (1/2), FMCG (0/1), FOOD & BEVERAGES

(13/27), OTHERS (4/30), PHARMA (14/15), TEXTILE (10/22).

SEP

0

0%

AUTOMOTIVE

1

1%

BREWERIES

2

3%CHEMICAL

7

10%

FERTILIZER

0

0%

FMCG

0

0%

FOOD & BEVERAGES

13

19%

HOTEL

46%

IRON & STEEL

5

7%

OTHERS

4

6%

PAPER

0

0%

PETROCHEMICAL &

REFINERY

0

0%

PHARMA

14

21%

PLASTIC

2

3%

POWER

1

1%

RUBBER & TYRE

4

6%

TEXTILE

10

15%

DIVISION E


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f) Division F:-

Chart 8: Reference Status for Division F

Following observations were made for SPES division-


iii. Majority collected from textile, pharmaceutical, food & beverages, SEP.iv. Need to focus on FERTILIZER (1/2), OTHERS (2/52).

SEP

6

9%

AUTOMOTIVE

1

2%

BREWERIES

2

3%CHEMICAL

2

3%FERTILIZER

1

2%

FMCG

0

0%

FOOD &

BEVERAGES

8

13%

HOTEL

0

0%

IRON & STEEL

1

2%

OTHERS

2

3%

PAPER

4

6%

PETROCHEMICAL &

REFINERY

0

0%

PHARMA

17

27%PLASTIC

2

3%

POWER

1

2%

RUBBER & TYRE

1

2%

TEXTILE

16

25%

DIVISION F


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3. There is always more than one aspect for looking at a particular thing or object,considering this; the reference status industry wise was also analysed based on target

letters to be collected and letters collected so far.

Chart 9: Industry Wise Reference Status

Thus, by observing above chart, following observations were made-

i. Target achieved for AUTOMOTIVE, CHEMICAL, FMCG, HOTEL IRON &STEEL, PETROCHEMICAL & REFINERY, PLASTIC, POWER, RUBBER &

TYRE

ii. Need to focus on SEP, BREWERIES, FERTILIZER, FOOD & BEVERAGES,PAPER, PHARMACEUTICAL, TEXTILE, OTHERS.

64

317 14

2 2

52

3 5

161

56

4

86

2 2 9

109

143 8

181 2

33

4 6 1027

9

40

4 3 10

56

0

20

40

60

80

100

120

140

160

180

TARGET

ACHIEVED


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4.5 CONCLUSION:-

248 references so far collected across steam engineering group were consolidated(screenshot of the excel file shown in annexure). Consolidation of all the collected

references into one database served as a sales & marketing tool which can be used by

sales force of Forbes Marshall for growing the business of the company, creating a

brand image and positioning the products in the minds of customers.

It was found that for sep 14 letters were collected out 64, for breweries 8 out of 14 hasbeen collected, for fertilizer 1 out of 2 letters, for food & beverages 33 out of 52

letters, for paper 27 out of 56 letters, for pharmaceutical 40 out of 86 letters, for

textile 56 out of 109 letters and for others only 10 out of 161 has been collected. So to

achieve the target of 592 references division A,B,C,D,E and F should focus on SEP,

BREWERIES,FERTILIZER,FOOD&BEVERAGES,PAPER,PHARMACEUTICAL,

TEXTILE, OTHERS segments.


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5. SALES MANAGEMENT SYSTEM (SMS)

5.1 INTRODUCTION:-

A. WHAT IS SMS? SALES MANAGEMENT SYSTEM is basically a marketing intelligence system

designed to automate all the activities of the sales force i.e. SMS is a sales force

automation solution.

Sales management system is used by field sales engineers (FSE), branch managersand management authorities to carry out various sales activities & at the same time

continuously keep track of them.

Generally, the sales process followed in Forbes Marshall is that, each FSE is givencertain no. of customers that he has to visit, then FSE has to schedule the call i.e.

when and at what time he will be visiting the customer, after visit FSE has to report to

his branch manager about the updates of call, also FSE had to report about the offers

he has given to customer and if customer wants he orders the particular product

depending on the offer made to him.

Currently all information exchange was in the form of excel sheets which meant thatall reporting and flow of information within the organization had to flow manually.

All the updates and details about the product and customer FSE has to enter manually

in the reports and send them to the managers.

Now, with the development of sales management system all the above processes werewrapped under one software solution. Thus, in SMS for each of the step mentioned

above a page has been designed with all the details required.FSE has to enter the

details and synchronize the data to the main server. Once all the details are sent to the

server, manager synchronizes again to receive the updated information so that various

necessary approvals can be done.

Also various business intelligence reports required at the management level are alsoautomatically generated by the SMS.


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Thus, sales management system automates the hectic and complex sales process ofthe company and at the same time giving high level of transparency and end to end

efficient in processes.

Few highlights of SMS are as follows:-a) Enables Offline quote preparation by the branch engineers.b) A generic item code developed to enable ease in Offer Entry.c) Weekly Calls can be scheduled and monitored directly through the system.d) Manager can schedule calls for his engineers.e) All Targets / Grids can be reviewed and need managers approval.f) Options to re assign existing grids.g) Option to export this data from the offline application and upload to the

central MIS repository.

h) Option for Manager to view Actual Offer Document from a remote locationvia iPro Folders.

i) Once order is received branch engineer to convert the generic item codes tothe ERP item codes and then the quote gets transferred into application as an

entered order.

Sales management system basically allows to:-a) Access live data.b) Get Reports on Engineer / Industry / Grid / Product Performance all at the

touch of a button.

c) Keep track of sales progress.d) Identify where sales force need to improve.e) Track sales activities as it happens.f) Get live Information at your Fingertips.g)

Save Time.

h) Use time to Analyze rather than to accumulate data.i) Spot Trends and apply Strategies without any delay.

j) Spot Discrepancies right down to the EXACT ORDER.k) View Information upto 90 days back at the stroke of a button.


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B. WHY SMS? SMS enables offline offer logging and tracking of all offers. It provides a common analytical base across the organization. Enable the decision makers to base their decisions on quickly available facts and

figures rather than sift through reams of reports from IT systems or excel sheets.

SMS helps in answering questions such as :1. How can strike rates be improved?2. Who are the most profitable customers and why?3. How is customer base changing over time?4. Which products arent performing well and why?5. How is company performing on focus products?

C. HOW SMS WORKS?1. For field sales engineers:- The Offline module is available to the field sales engineers on their laptops. The access to the SMS application will be through a Login screen. Each sales

engineer will have a unique login-id and password.

Fig 16: SMS Login Page


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On logging in the sales engineer will get access to the various applicationfunctionalities as under:

a) Alertsb) Call schedule formc) Customer Gridd) Offer forme) Order formf) Target formg) Customer Card generationh) Sync manager

On choosing any one of the above functionalities the user will get access to itsrelevant form. Whatever data user enters in the form will be saved into the local

database residing on the Sales Engineers Laptops. Each of the above functionalities is

explained below in detail-

a) Alerts: - Alerts are basically used to notify the sales engineer regarding theactivities which he had scheduled but could not perform them at the

scheduled time.

Fig 17: FSE Alerts Page


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b) Call schedule form: - This form is used by the sales engineers to scheduletheir weekly calls by entering necessary details required.

Fig 18: Schedule Summary Form


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Fig 19: Add Schedule Form

c) Customer grid: - Each Field Sales Engineer is assigned a Customer Grid byhis/ her respective reporting manager. The customer grid indicates

i. Which customers is the sales engineer supposed to visit and when?ii. Which products are being proposed to the customer?


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iii. What is the status of the activity w.r.t customer?There are three types of Grids:

i. Customer Grid PGAU (Permanent Grid Active Users)ii. Customer Grid Giants (High Value Customers)

iii. Customer Grid Projects

Fig 20: Grid Summary Page


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Fig 21: Add Customer Grid PGAU Form

d) Offer form: - This form contains the technical specification of the productsthat are being offered to the customer. However the fields available under this

form could not be shown due to confidential reasons. The sales engineer can

save the Offer as a word file as well as to his local database. Functionality to

search an existing offer, edit the same and save it as a new version will also

be available. The sales engineer can enter generic item codes and price while

creating the offer form. Once the offer is confirmed as an order, the order

form will be used to convert the details on the offer form into an order.


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e) Order form:-The Order form will be used for converting the offers that havebeen entered into the system after Purchase Order has been received from the

customer. Again the fields available under this form could not be shown due

to confidential reasons.

f) Target form:-Target setting forms for the financial year will be available forFMC, EA, BHDs, TCs, Boilers, Spirax OEM, Giants and PGAU. Field

Sales Engineers can update the Target Forms. Whenever the Field Sales

Engineer updates any Target Format, he will have the facility to send the

same to his immediate manager for approvals. The updates will only get

reflected in the Central Repository after the target has been approved. The

updated target form will be stored as a new version.

Fig 22: Target Summary Page


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Fig 23: Add BHD Targets Form


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g) Customer card generation: - The Customer Card allows the sales engineer to

capture customer related details. The details entered into the customer card will get

saved to the local database of the sales engineers laptops, when the sales engineer

saves the form

Fig 24: Customer Card Page

Fig 25: Add New Customer Card Form


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h) Sync manager:-This function will allow the sales engineer to synchronize the data

on his laptop with the central repository. The sales engineer can upload the following

information from his local database to the central repository:-

i. Offers Madeii. Orders

iii. Customer Gridsiv. Daily Call reportsv. Call Schedules (As derived from the calendar function)

vi. Customer Cards

Fig 26: Sync Notification


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Fig 27: Sync Status

2. For managers:-

The access to the SMS application will be through a Login screen. Each manager willhave a unique login-id and password.

Login screen is same as the one shown above for field sales engineers. On logging in, the manager will get access to the various application functionalities as

under:

a) Exception report: - This form notifies the manager about the exceptionsoccurring in the schedules of sales engineers.

b) Grid approval & creation:-This form allows manager to approve variouscustomer grids sent by sales engineer for the approval. And also provides

option to add new customer grid for particular FSE.

c) Target approval & creation:- this form allows manager to approve varioustargets sent by sales engineer for the approval. And also provides option to add

new target for the FSE.


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d) Add schedule: - this form allows the manager to add schedule if he wants toadd for the particular FSE.

e) Sync manager: - This tab allows the manager to synchronise all the approveddata to the central repository so that FSEs can get the approvals and proceed.

The screen same as shown above for FSE appears when manager starts

synchronising the data.

3. For administrator:-

The following functionalities will be available under Administration:1. User Creation2. User Deletion3. User Rights and Privileges assignment

Fig 28: Admin Page


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D. REPORTS GENERATED BY SMS:-1. Customer information customer name, address, contact person, contact nos. For

mailers

2. Target Vs Achievement Reports a) Branch wiseb) Engineer wisec) Division wise

3. Weekly call schedules updates and reports4. Weekly Offer base / Projects Offer base5. Weekly change in platform status6. Review of frequency of visits, etc.7. Specific fuel consumption and documentation of savings8. Month-wise OEM UpdateE. ADVANTAGES OF SMS:-1. All presales functionalities and processes fully loaded and integrated into one central

system.

2. A single data repository ensures that data resides at one central location and provideseasy accessibility whenever needed.

3. Provides immediate access to weekly and monthly reports as this is now automatedand reports are complied by the System.

4. Provides detailed and precise analysis on activity as it happens, allowing you toidentify gaps and take corrective measures without any delay.

5. Tracks performance across -a) Divisionsb) Engineersc) Branches

6. Offline functionality ensures that activity is not hampered even if there is noconnectivity to the internet.

7. Track each report across multiple business dimensions.8. Drill down right to the actual offer document.9. Be updated on the platform status movements as they happen.10.Tracks performance across different Industry Verticals and Customer Segments.


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Though the system was designed so well, implementing it thoroughly with the salesforce was still in progress. The major problems encountered while implementing it

were some process deficiencies present in the system; bugs/threats occurring due to

some technical reasons; lack of computer skills and literacy among the sales force as

most of them were from mechanical, chemical, instrumentation background; also due

to hectic call schedules sales engineers used to give less importance to make use of

such system.

Now, though implementing this system throughout such a large sales force could notbe finished within the short span of time and it would be a on-going process, this

project on my part was to boost this implementation activity as much as possible and

managing all the activities involved in implementation process within my project

period.

5.2 OBJECTIVE:-

1. Implementing the sales management system thoroughly with the field sales force.2. Training end users to make the use of system in the best possible way.3. Elimination of usability issues..

5.3 METHODOLOGY:-

1. The system was tested to identify all the process deficiencies, bugs/threats andmechanism was set to systematically eliminate the same.

2. Regular follow-up was done with the sales force to determine the sync status andproblems they faced while using the system.

3. All the service requests were tracked that came in through the user base and softwarevendor was followed-up for the same.

4. Software vendor was liaisoned to ensure timely bug resolution and to close allcomplaints within 48 hours of them being logged.

5. Automated audio video training tool to train end users was created demonstrating howto use and fill-up the required details.


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5.4 FINDINGS & SUGGESTIONS:-

A. Following bugs were found while testing the system-

1. In certain numeric fields when larger values were put, then system gets stuckedcontinuously showing technical error messages and was not able to recover unless

user stops and log-in again.

It was suggested to make the system capable enough to recover withoutcompelling user to stop and log-in again.

2. While entering details for various forms in the system, even when details for aparticular customer were put, they would not appear in the offer summary table.

3. Also, for each offer made to a customer a .pdf file were generated electronicallyshowing details of the offer with unique number for each pdf. But sometime these

pdfs were generated with same numbers and even were not generated in certain cases.

4. In the order page, order type is not shown and calendars appear behind the text box.5. Planned schedule entered doesnt get displayed in the planned schedule table.6. In the offer page, when 2 or more products are added then only the last products

remains in the product basket when the user presses CONFIRM SELECTION.

Provision should be made to add more than one product the product basketand all of them should be displayed at once.

7. In the offer page, when the user adds the PDFs to be merged before pressingCALCULATE TOTAL, the list appears in the text box but after that when he

presses CALCULATE TOTAL the PDFs added in the list disappear and when the

new PDFs are added again, they are displayed with the previously added PDFs.

Here it was suggested to disable the BROWSE & ADD FILE buttons whichare used to add pdfs until CALCULATE TOTAL button is pressed. Once

CALCULATE TOTAL button is pressed then only option for merging the

pdfs should be enabled.

8. When the user wants to create new offer, on the click of ADD button, the offer pagegets displayed with the previous entries done including the product details.

Suggestions were made to put the clause in the back end program so that onpressing ADD button the previous entries done should automatically get

refreshed.

9. For the creation of targets in TARGET CONTRACTORS,TARGET OEM &TARGET GIANTS when the user enters all the compulsory fields leaving


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TARGET DETAILS and presses SAVE button ,the message SAVED

SUCCESSFULLY appears but the page doesnt gets refreshed and goes back to the

offer summary page.

In this case, system should display the error message for reminding the user toenter the TARGET DETAILS.

10.Now the EDIT OFFER BUG:a) User edits certain fields and presses 1st confirm selection, then the window

showing product details appears.

b) User deletes one product from the list and presses 2nd confirm selection.c) Now he wants to edit certain fields again appearing before 1st confirm

selection, he edits and presses 1st

confirm selection again.

d) Now the previously deleted product from the product details appears again.e) User deletes that product again and presses 2nd confirm selection.f) User still wants to add products since the window which shows the generic

codes of the products is enabled.

g) User adds 1 product, but now DELETE option for that product is disabledi.e. once entered that product cant be deleted.

In this case, previously deleted product from the list should not appear again,back end code should be checked to resolve this bug. Also after pressing 2

nd

CONFIRM SELECTION all the buttons above that should be disabled to

stop the user from repeating the same thing and compelling him to follow the

process taught to him at the time of training to fill up details.

B. Following process deficiencies were found

a) Sales engineers wanted the provision to add multiple pdfs at the same timewith the electronically generated pdf .

Here it was suggested that option for adding multiple pdfs could be madeavailable to the users by introducing BROWSE & ADD FILE buttons.

b) Also, provision to add more than one product in the product basket was to bemade which currently showed only one product after adding more than one.

After certain discussions, it was decided to change the format of this process.Previously it was done by selecting the product and adding it to the basket.


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Later on it was changed to the check-box format where users just have to tick

mark in front of the products name and product would be added to the basket.

c) Users were not able to see the Payment terms in detail on the OFFER EDIT &ORDER page.

It was suggested to display the payment terms in detail on both the pages.d) In the summary tables of all the forms; users wanted to see the details together

without scrolling vertically or horizontally.

Here it was suggested to freeze the top rows of all the summary tables to avoidvertical scrolling and 1200*800 pixels resolution should be set to avoid

horizontal scrolling for a wide screen machine.

C. Also it was found that the sales engineers didnt regularly used the system, some

resisted using it and those who tried to use it might face certain problems which would

serve as an excuse for not using and updating the status.

In this case, sync status sales engineers was analysed regarding CALLSSCHEDULED, CALLS UPDATED, GRIDS ENTERED, OFFERS

ENTERED, PLATFORMS UPDATED, TARGETS ENTERED and regular

follow-up was done with them at the starting and ending of the week. All their

service requests and problems were tracked and resolved which would create

hurdles in implementation of SMS.

5.5 CONCLUSION:-

An attempt was made to boost the implementation process of the SALESMANAGEMENT SYSTEM (SMS) by regularly monitoring the usage of system by

sales force, training them, tracking all the service requests and resolving complaints

by liaisoning with the vendor.

Various process deficiencies were reported, bugs/threats were found and mechanismwas set to eliminate them by following-up with the software vendor so that various

usability issues could be resolved.


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7.3 SALES MANAGEMENT SYSTEM (SMS):-

1. Got an idea about sales & marketing process followed at b2b level. Since, I was working on the implementation of software which automates the

selling process; first it demanded to understand the entire sales process of the

organization which also gave me idea about the sales process at b2b level.

2. Before training people about any topic first trainer should be certified in that. When I spent 2 weeks on understanding the SMS and then I was allowed to

interact with the sales force.

3. Bit aggressive approach rather than defensive is required sometimes to get the workdone.

While interacting with the sales force I used to request them to enter andsynchronize the data, but when my guide observed some of my conversations

with sales engineers then he suggested me coerce them and be assertive rather

than requesting them for entering and synchronizing data within certain time

period and then the boost in the process was observed.

4. Always be ready to put your 100% effort with full dedication when you are involvedin some work.

This I learnt and also developed when I have to stay in the office for around12-13 hours to make calls to the sales engineers and solve their problems.

5.

Selling a product to the buyer who is really not interested in buying it is a difficultjob.

This I experienced while interacting with the sales engineers and I found thatsome of them resisted using the system then I used to tell them about the

benefits that system offered to them and convince them to start using it.

6. Also, during this entire project whatever work I did, made my ideas more clear abouthow implementation of the software is done and how to manage it.

Entire project created an understanding of this as a whole.


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8. BIBLIOGRAPHY

BOOKS:-

Marketing Management by Philip Kotler. Research Methodology by C.R. Kothari.

WEBSITES:-

www.aepcindia.com www.bdmai.org www.icmaindia.com www.idma-assn.org www.aifpa.net www.indiapower.org www.idma-assn.org www.indiainfrastructure.com www.indianpurchase.com www.ips.co.in www.industrialshowcase.com www.iwwa.info www.infomedia18.in www.npnonline.info www.pumpsindia.com www.seaofindia.com www.texprocil.com www.kppub.com www.valvesindia.net


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9. ANNEXURE

I. QUESTIONNAIRE UTILIZED:-Dear Sir / Maam,

We at Forbes Marshall are in the process of formulating our Annual Media Plan and

are currently in the process of evaluating various publications and industry

associations for the same.

Recently, we came across your website / publication and would like to invite your

proposal for opportunities to advertise in any publications ( online or offline ) that

your organization releases.

We would appreciate if you could share the following information with us :

1. Name of publications / Newsletters / Emailers released by your association / group.2. Circulation and Readership statistics across various Industry Segments.3. Readership Profile Mix.4. Circulation by Geography.5. Media Release / Advertisement Tariffs with Annual, Quarterly, Monthly Rates.6. Final discounts applicable.

Also, we would be interested in any other opportunities to partner with your

organization for

- Releasing tips on Energy Conservation to your members / subscribers.- Advertising on your Website.- Possibilities of conducting Seminars/talks at meet-ups, conferences.We would request you to also mail the hard copy of your publication(s) at our address

mentioned below.

For more information on Forbes Marshall, you may visit our website:

www.forbesmarshall.com

We look forward to your prompt response.

Best Regards,

Abhishek


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II. CONSOLIDATION OF MEDIA OPPORTUNITIES:-

III. CONSOLIDATION OF REFERENCE LETTERS:-

happy project report

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