Marketing Strategies in Allied Digital

8/3/2019 Marketing Strategies in Allied Digital

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IN COMPANY TRAINING REPORT

ON

MARKETING STRATEGIES

IN

ALLIED DIGITAL SERVICES PVT LTD

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT

OF BACHELOR OF BUSINESS ADMINISTRATION (B.B.A.) GURU

JAMBHESHWAR UNIVERSITY, HISAR

TRAINING SUPERVISOR SUBMITTED BY

(.) ENROLLMENT NO.:

SESSION: .

DIRECTORATE OF DISTANCE EDUCATION

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE AND

TECHNOLOGY, HISAR-125001


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DECLARATION

I, Ankush, a student of BBA of Guru Jambeshwar University of Science & Technology,

respectively hereby declare that the Project Report on Marketing Strategies in Allied Digital

is the outcome of my own work and the same has not been submitted to any other

University/Institute for the award of any degree or any Professional diploma.

ANKUSH


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ACKNOWLEDGEMENT

The present work is an effort to throw some light on Marketing Strategies of Allied Digital

Services India The work would not have been possible to come to the present shape without

the able guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledged the encouragement and guidance received by Mr.

.. (Marketing Manager) I also convey my heartfelt affection to him who helped and

supported me during the course, for completion of my thesis.

ANKUSH

.


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EXECUTIVE SUMMARY

IT is the area of managing technology and spans wide variety of areas that include computer

software, information systems, computer hardware, programming languages but are not limited

to things such as processes, , and data constructs. In short, anything that renders data,

information or perceived knowledge in any visual format whatsoever, via any multimedia

distribution mechanism, is considered part of the IT domain. IT provides businesses with four

sets of core services to help execute the business strategy: business process automation,

providing information, connecting with customers, and productivity tools.

Allied Digital is well renowned as a leading Global IT Transformation Architect, with an

impeccable track record for designing, developing, deploying and delivering end-to-end IT

Infrastructure services.

With over two decades of proven experience Allied Digital responsibly delivers cutting-edge IT

services and solutions to a wide range of industries spanning 35 countries across 5 continents.

Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill

market needs and reach marketing objectives. Plans and objectives are generally tested for

measurable results. Commonly, marketing strategies are developed as multi-year plans, with a

tactical plan detailing specific actions to be accomplished in the current year. Time horizons

covered by the marketing plan vary by company, by industry, and by nation, however, time

horizons are becoming shorter as the speed of change in the environment increases. Marketing

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


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TABLE OF CONTENT

Sl.No TOPIC

1. CHAPTER-1 INTRODUCTION

OVERVIEW OF INDUSTRY AS A WHOLE

2. CHAPTER-2 COMPANY PROFILE

PROFILE OF THE ORGANISATION

PROBLEMS OF THE ORGANISATION

COMPETITION INFORMATION

SWOT ANALYSIS

3. CHAPTER-3 CONCEPTUAL DISCUSSION

4. CHAPTER-4 RESEARCH METHODOLOGY

RESEARCH OBJECTIVES

RESEARCH DESIGN

DATA SOURCES

QUESTIONNAIRE DESIGN

SAMPLING DESIGN

LIMITATION OF STUDY

5. CHAPTER-5 DATA ANALYSIS AND INTERPRETATION

6. CHAPTER-6 FACTS AND FINDINGS

7. CHAPTER-7 RECOMMENDATIONS

8. CHAPTER-8 CONCLUSION

9. BIBLIOGRAPHY

10. ANNEXURE


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CHAPTER 1

INTRODUCTION TO THE INDUSTRY


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INTRODUCTION TO THE INDUSTRY

Governments around the world. Companies that span the globe. Industries that dig deep into the

earth's surface Enterprises that launch into space. We've covered all that turf, and uncovered

some remarkable results along the way. One measure of the trust we've earned is our record of

successful consulting engagements with 74 percent of the Fortune Global 100, and 45 percent of

the Fortune Global 500.

SOFTWARE INDUSTRY IN INDIA-

Software is usually classified by type of use and by customization.

Types of software by usage:

System-level software: programs that manage the internal operations of the computer, suchas operating system software, driver software, virus scan software and utilities.

Tools software: programs that help applications to work better, such as database managementsoftware.

Applications: programs that deliver solutions to the end-user, such as word processingsoftware and financial accounting software.

The implantation of a technically sophisticated industry like software into a less developed host

country has typically been explained by the access of transnational corporations to local

resources facilitated by policy reform (often after efforts to create industry through protectionist

policies have failed). For example, Dunning(1992) argues that reform effectively enables cheap

labor pools and other host country resources to be matched with the financial, managerial,

technical, domain and marketing skills of TNCs.

In recent years, India has made good progress in the export of information technology (IT)

software and services. Many other countries now look to it as a model. At the same time, Indias

concentration of low value-added services, the near-absence of technology development, and the


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total absence of hardware development suggest that IT exports are not fulfilling their potential,

either in terms of innovative content or of possible sustainability. The Indian government has set

aggressive targets for the high technology industry, including an annual export growth rate of 33

percent for the next decade, compared with 50 percent over the past five years. These goals will

translate to substantial dollar increases in software and IT services exportsfrom $3 billion in

1998 to $50 billion in 2008.

The growth of the industry, which happened in the mid-1980s, was preceded by a paradigmatic

shift in government policy from hostility to the private sector to support for it; and maturation

was also critically enabled by the modularization of the programming function through the

establishment of Unix and the workstation in the 1980s. We showed how this led to a focus on

custom programming services located in Bangalore. In the process, the industry acquired skills in

managing projects remotely. Other weaknesses, particularly the shortage of domain skills and

difficulties with coordinating cross-border projects, persisted. While policy reform has put in

place several of the conditions for future growth, the shortage of domain skills arising from small

domestic markets, limited university research and interactions with the commercial sector

remains. Some of these skills are being acquired through cross-border interactions and alliances.

This, in consequence, means that established domestic firms now compete with TNCs and

startups with overseas links that have superior domain skills. As a result, while the large

domestic firms leadership of the software industry is increasingly being shared with TNCs and

startups, the acquisition of domain skills is likely to result in benefits for the industry as a whole,

implying higher value-addition.

Adoption of new liberal policies in India has given birth immense opportunities to its industries.

Success story of India's Software Industry is a step in the same direction. The Software Industry,

which is a main component of the Information technology, has brought tremendous success for

the emerging economy. India's young aged manpower is the key behind this success story.

Presently there are more than 500 software firms in the country. According to statistics, country's

software exports reached total revenues of Rs 46100 crores. The share of total Indian exports

forms 4.9 per cent in 1997 to 20.4 percent in 2002-03. It is expected that the industry will

generate a total employment of around four millions peoples, which accounts for 7 per cent of


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India's total GDP as in the year 2008. The year 1995-96 was a boom for the industry. The

performance of the industry over the years is as follows:

(IN TERMS OF US $ MILLIONS)

1995-96 1996-97 1997-98 1998-99 1999-2000 2000-01*

Domestic software Market 490 670 920 1250 1700 2450

Software Exports 734 1085 1750 2650 4000 6300

Indian Software Industry 1224 1755 2670 3900 5700 8750

The value proposition of the Indian software industry can be summed up as "faster, better, and

cheaper." The Indian companies have taken responsibility on an end-to-end basis for new

software development and for re-engineering. Indian software companies have also been very

proactive in accepting, embracing, and practising state of the art methodologies and processes; in

investing heavily in tools, technology, and infrastructure; in reducing time to market as well as

cost; and in improving quality, productivity, and response time. In the new paradigm, the Indian

software industries have brought tremendous value in the area of e-commerce. Nobody can be a

significant player unless they understand and embrace the depth of distance and the "anytime,

anywhere" paradigm that's brought to the table by e-commerce. Indian companies have of course

embraced it in a big way and have helped corporations all over the world derive benefits from

this paradigm. My own company derived about 18.8 per cent of its revenues last quarter from e-

commerce.


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THE INDIAN IT INDUSTRY

The Information Technology (IT) sector in India holds the distinction of advancing the country

into the new-age economy. The growth momentum attained by the overall economy since the

late 1990s to a great extent can be owed to the IT sector, well supported by a liberalised policy

regime with reduction in telecommunication cost and import duties on hardware and software.

Perceptible is the transformation since liberalisation India today is the world leader in

information technology and business outsourcing. Correspondingly, the industrys contribution

to Indias GDP has grown significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and

has been estimated to cross 5% in FY07. The sector has been growing at an annual rate of 28%

per annum since FY01.

Indian IT companies have globally established their superiority in terms of cost advantage,

availability of skilled manpower and the quality of services. They have been enhancing their

global service delivery capabilities through a combination of organic and inorganic growth

initiatives. Global giants like Microsoft, SAP, Oracle, Lenovo have already established their

captive centres in India. These companies recognise the advantage India offers and the fact that it

is among the fastest growing IT markets in the Asia-Pacific region.

Summarising some key highlights of the sector in FY06:

Software and services exports were estimated to have grown by 32% in dollar terms to exceed

US$ 23 bn.

ITeS-BPO exports were estimated to touch US$ 6.3 bn, a growth of 37%


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IT-ITeS export revenues from engineering and R&D services, offshore product development and

made-in-India software products touched an estimated US$ 3.9 bn from US$3.1 bn in FY05

Sales of Personal computers crossed 4.7 mn units; a growth of 20% compared to 3.6 mn units

sold in FY05

As of Dec 06, around 440 Indian companies had acquired quality certification with 90 companies

certified at SEI CMM Level 5, higher than any other country in the world

The total number of IT and ITeS-BPO professionals employed in India was estimated to have

grown to 1,293,000 from 1,058,000 in FY05


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INDUSTRY STRUCTURE

The size of the Indian IT industry, according to NASSCOM, has been estimated to be around

US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets: domestic market

and exports market. The exports market constitutes the largest segment accounting for 75% of

the total revenue generated by the Indian software industry.

The domestic IT market is broadly divided into the following four segments: IT Services,

software segment which includes engineering and Research & Development (R&D) services, IT-

enabled Services and Business Process Outsourcing (ITeS-BPO), and Hardware. While IT

Services accounted for 34% of the total revenue generated by the domestic market in FY06, the

Engineering Services, R&D and Software Products segments together accounted for 10% of the

revenue. The ITeS-BPO segment, on the other hand, contributed 7%. Hardware is the dominant

segment with a share of about 49%. The domestic IT market grew at a CAGR of 21.9% during

FY02-06 to touch US$ 13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a

growth of 24% y-o-y.

The exports market is dominated by the IT services market holding a share of 56.4% in the

software and services exports in FY06, followed by the ITeS-BPO segment with 26.7% share

and the software products and engineering services segment with 16.9% share.

The Indian hardware industry is at present estimated to be in the proportion of 30% domestic,

1.25% exports and the remaining being imports. The domestic market itself offers tremendous

potential for hardware companies, thus having very few companies venturing into hardware

exports. Imports of IT hardware which form a large component of the industry are mainly from


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Taiwan, China and Korea. Lately, however, MNCs in the hardware segment have been viewing

India as a hub for setting up hardware manufacturing facilities, for instance Dell.

IT Services Exports

Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13.3 bn in FY06, registering a

growth of 33.4%, and is further expected to reach US$ 18.1 bn in FY07, posting a growth of

36%. Revenue from projects dominated the IT Services exports with a share of 58%, with

outsourcing and support & training activities accounting for 33% and 9% respectively.

Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly Indias

IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance & accounting

contributes for the remaining 40-45%. Human resource and other high-end knowledge-based

processes account for 2% and 8-10% respectively.


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The Software product, Engineering services and R&D segment contributes around 17% of the

software and services exports. India is well positioned in the engineering and R&D services

segment. Apart from Indian companies offering these services, several foreign companies (bothcaptive and third party) are also setting up base in India to provide these services. Overseas

companies operating in sectors like hightech, telecommunications, automobile, aerospace,

heavy machinery, construction and industrial products are looking at off-shoring their

engineering and R&D related work to India.

Few important characteristics of the Indian IT sector include:

Export intensive: Ever since the industrys evolution, exports has been the major contributor to

the industry.

Concentration on Low-end services: Low-end services such as customised software services

and maintenance have been the key strength of the Indian IT companies. These companies are

now however moving up the value chain offering end-to-end solutions to clients.

Labour intensive industry: The very nature of the services offered by the industry makes

human resources a significant driver for the industry.

Fragmented industry: D&Bs inhouse database has identified over 8,000 companies which

operate in the IT space in India, offering a wide range of software products and services. A large

number of these companies are unorganised players


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Skewed concentration: The revenues of the top four companies, TCS, Infosys, Wipro and

Satyam, including income of their subsidiaries, account for around 22% of the overall industry.

This skewness is all the more pronounced in the case of software services.

Emerging Trends in the Indian IT Services Industry

While the global IT players are aggressively scaling up their operations in India, due to the

advantages that the Indian industry offers, the Indian IT companies are also preparing to tap the

global market. The companies are witnessing significant change with regard to their service

offerings and geographical concentration. Today, companies are expanding their service

offerings from application development and maintenance to high end services like testing,

consulting and engineering designing. The global delivery model has not only facilitated the

companies in delivering quality of work but also helped them to control costs.

Concerns for the Indian IT Industry

Though demand conditions have been optimistic, the Indian IT sector is exposed to certain risks

which may deter growth. An appreciating rupee, anticipated slowdown in the US economy,

shortage of skilled manpower, limitations in domestic infrastructure and competition from other

global players offering manpower at low cost like China, Philippines and Vietnam can have a

negative impact on the performance of the Indian IT companies.

Besides, increasing activities of global MNCs in India will make difficult employee retention for

Indian companies. NASSCOM opines that there will be a shortage of half a million people in the

IT and ITeS segments by 2009. With an industry attrition level hovering around 20-25% (often


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higher for smaller players), companies are likely to offer an increase of 10-15% in salaries in the

coming years.

On the financial front, wage inflation of 10-15% and forex fluctuation can reduce the top line as

well as the bottom line of the companies. Unless the Government defers the withdrawal of tax

incentives which is due to expire after 2009, IT companies operating out of the Software

Technology Parks of India (STPIs) are likely to witness an increase in their tax liabilities, which

may reduce their profitability further.


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CHAPTER 2

COMPANY PROFILE


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COMPANY OVERVIEW

Allied Digital is well renowned as a leading Global IT Transformation Architect, with an

impeccable track record for designing, developing, deploying and delivering end-to-end IT

Infrastructure services.

With over two decades of proven experience Allied Digital responsibly delivers cutting-edge IT

services and solutions to a wide range of industries spanning 35 countries across 5 continents.

Our inherent capabilities built on the philosophy of '3S' (Smart People, Smart Processes, Smart

Technology); provides the strong foundation for a best-in-class Integrated Service Delivery

Framework which consistently augments our overall value creation proposition to our clients;

both effectively and efficiently.

As a trusted partner with wide range of service capabilities and state-of-the-art global commandcentres, Allied Digital help clients transform and succeed in challenging environments by

making better IT decisions.

About Allied Digital Services

Global provider of comprehensive solutions and services that help build flexible, scalable

and highly available IT systems for you

We seek to be your trusted IT partner with our vendor neutrality, in-depth technological

competencies, proven service quality, rapidly scalable service delivery and meticulous

governance methodology while executing projects


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Publicly listed; current sales US$ 150 million with over 2,000 customers globally; YoY

growth > 67% over last 5 years; 3,000+ employees

The most extensive direct presence in the industry: 132 locations in India & 40 locations

in USA/ Australia

Robust capability across all service delivery models: On-site, Off-site, Off-shore

Management depth in the organization delivers a world-class customer experience:

Technology, Service Delivery, Customer Service/ Support, Operations, Pre-sales,

Sales/Marketing

VISION AND MISSION

VISION

To become most admired global IT Services provider by consistently applying and reinforcing 3

mega forces:

Develop technological depth

Augment resources, reach and infrastructure Leverage the best management practices for operational excellence

MISSION

"We will operate as a global technology driven organization committed to customer needs,

devoted to building lasting partnerships, and dedicated to acting with integrity, honesty and a

spirit of collaboration with customers, suppliers, and employees. Furthermore, it is our promise

to every client that we will guide, support and add value to every IT process within our

customer's organization through our cost-effective professional expertise and our continuous

after sales support.


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OUR CORE VALUES

At Allied Digital, the pyramid is more than just our logo, it is the essence of what provides our

strong culture. These are the set of values that provide our constant guiding light.

At the pinnacle of this value pyramid is our commitment to ethics, our strict adherence to blatant

honesty 'speak what you mean and express what you think.' In the top half, we have our

triumvirate of attitude, relationship, and trust. In essence, it is our never-say-never attitude, our

commitment to building everlasting relationships, and our continuous earning of the trust of each

person that we encounter that allows us to maintain such long term relationships.

In the bottom half, we have capabilities and infrastructure. At Allied Digital, we are always

growing and evolving, developing superior capabilities and acquiring advanced technologicalinfrastructure to put us ahead of our competitors. At the foundation of our value pyramid are our

transactions which are the natural outcomes of our ethical practices and strong processes.

These set of values govern and form the very fabric of Allied Digital and is the reason for

everything that we are today.


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CORPORATE GOVERNANCE

The Company believes that good Corporate Governance practices enable a Company to attract

and enhance financial and human capital and leverage these resources to maximize long-term

shareholders' value and preserve the interests of multiple stakeholders, including society at large.

The Company believes in good Corporate Governance and has made Corporate Governance a

practice and a continuous process of development. The Company's philosophy on Corporate

Governance envisage the attainment of high level of transparency and accountability in the

functioning of the Company and conduct of business and places due emphasis on regulatory

compliance. This would help the Company to meet its obligation to its client's, employees and

shareholder

Subsidiaries and JV

Subsidiaries

Digicomp Complete Solutions Ltd.

In business since 1993, Digicomp, incorporated as a private limited company in 2001, is

headquartered in Bangalore India. Digicomp has over 35 offices across India and a team of

over 500 experienced professionals on board. The team is specialized and focuses on their core

strengths to provide Digicomp clients with a varied blend of products and services that maximize


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their business and brand value. Digicomp provides an end-to-end hardware services, Asset

Recovery, Software Services and Reverse Logistics services through its single window solutions

to meet the technical needs of the clients allowing them to focus on their core competence.

Joint Ventures

e-Cop

Allied Digital and Singapore based e-Cop join hands to provide Managed Security Services to

enterprises in 20 countries. Allied Digital will hold a majority stake of 80% while e-Cop will

hold remaining 20% in the Joint Venture. Allied e-Cop Pvt Ltd. enjoys exclusivity in over 20

countries. Allied e-Cop is one of the largest threat intelligence networks in the world today with

7 Security Operating Centers (SOCs) across the globe. The multi- regional threat intelligence

network will provide threat notifications and associate advisory services based on data collection

from SOCs located in USA, Indian, Singapore, Malaysia, China, Hongkong and Thailand.

e-Cop is the trusted partner for managed risk and information security services to enterprises and

governments. It offers a comprehensive suite of services to identify and deal effectively with

threats and risks related to information security management. These services include Managed

Security Services, Technology Consulting Services and Professional Security Services.


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Widely hailed as an innovative and leading information security industry bluechip , e-Cop

operates and maintains several Security Operations Centres (SOC) around the world. All of

which are ISO/IEC 27001 certified and powered by its highly advanced, award-winning security

event correlation technology developed internally by its R&D team.

e-Cops sedulous commitment to deliver a multi-pronged integrated suite of Professional

Security Services and Technology Consultancy Services has earned itself numerous accolades as

the industrys leader. Our clients tell us that they value the vision, leadership and customised

services and solutions that we bring to our projects. Entrusting their information security

management needs in the hands of e-Cop allows them to focus on what they do best and respond

to the market faster.

Digicomp Electronics Testing Services (DETS) Pvt. Ltd., Singapore

DETS is a joint venture between Digicomp Complete Solutions Limited and TES-AMM

(Singapore) Pte Ltd (www.tes-amm.com).

Digicomp Complete Solutions Limited is headquartered in Bangalore with 21 offices within

India and more than 400 experienced professionals. Digicomp is competent in providing highly

specialized end-to-end hardware and software solutions.


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TES-AMM (Singapore) Pte Ltd is headquartered in Singapore with 24 offices spanning Asia,

Oceania, E.M.E.A and Americas regions and more than 750 experienced professionals. TES-

AMM is competent in providing complete electronic equipment, epoxy resin, lithium ion battery

recycling and precious metal recovery solutions. The formation of DETS is strategic to both JV

partners.

DETS is headquartered in Singapore and immediately inherits the core competencies and global

service network established by its founders. DETS is able to competitively extend its multi-

faceted services to all the OEMs, ODMs, System Integrators and EMS companies etc in the

entire Information and Communication Technology (ICT) industry. DETS is a new industry

benchmark where the most valued service and process attributes of both JV partners consolidate

at a common platform, providing extremely cost effective single point of solutions for customers

to encash.

How Our Network of Alliances Benefit Clients?

Our network with a host of alliance partners globally complements and extends Allied Digital's

overall service capabilities. These relationships strengthen our ability to create Centers of

Excellence and help clients achieve: sustainable IT cost reduction; reduced total cost of

ownership; reduced delivery risk; and accelerated vendor identification and evaluation cycle

time.

The continual transformation within the global IT landscape poses a constant challenge for

organizations wishing to optimize existing assets and adopt new technologies. As a result, CXOs

are searching for trusted and objective advisors with the breadth of knowledge and depth of

experience to help them navigate the ever growing challenges and market scenarios.

Some of the key benefits our partner relationships deliver for our clients include:


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Reduced risk and costs associated with the services and technology process and ownership

Competitive advantage by leveraging Allied Digital and it's partner's services network and

solutions expertise

Reduced IT costs with cost-effective solutions which can scale seamlessly to meet customers'

changing requirements

Ability to leverage trained resources to help you plan and build solutions.

Allied Digital relies upon our network of alliances to augment our knowledge of the solution

providers globally. In addition, our clients that leverage our network of alliances are able to

reduce the risk and costs associated with the technology procurement process as well as the total

cost of technology ownership; thus, streamlining and expediting intelligent decision making.


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SWOT ANALYSIS

STRENGTHS

Right products, quality and reliability.

Superior product performance vs. competitors.

Brand Image

Products have required accreditations.

High degree of customer satisfaction.

Good place to work

Dedicated workforce aiming at making a long-term career in the field.

WEAKNESSES

Some gaps in range for certain sectors.

Customer service staff need training.

Processes and systems, etc

Management cover insufficient.

Sectoral growth is constrained by low unemployment levels and competition for staff

OPPORTUNITIES

Profit margins will be good. End-users respond to new ideas.


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New specialist applications. Fast-track career development opportunities on an industry-wide basis. An applied research centre to create opportunities for developing techniques to provide

added-value services

THREATS

Legislation could impact. Existing core business distribution risk.

Vulnerable to reactive attack by major competitors.


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CHAPTER 3

CONCEPTUAL DISCUSSION


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MARKETING STRATEGY OF IT COMPANIES IN INDIA

MARKETING STRATEGY- AN ANALYTICAL UNDERSTANDING

To begin answering this question, lets consider a few definitions. Marketing is defined in

various ways by different people. The most suitable to the present context is all the activities

involved in moving products and services from the source to the end user, including advertising,

sales, packaging, promotion and printingi. The most critical entity implied by this definition is

end user. The definition of society suitable to this context is Society is made up of people,

groups, networks, institutions, organizations and systems. These aspects of society may include

local, national and international patterns of relationships. People belong to informal and formalgroups, and within and between these groups there are patterns of interactions. The most critical

entity implied by this definition is people.

A marketing strategy is a process that can allow an organization to concentrate its (always

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

competitive advantage. A marketing strategy is most effective when it is an integral component

of corporate strategy, defining how the organization will engage customers, prospects andcompetitors in the market arena for success. It is partially derived from broader corporate

missions, and corporate goals. They should flow from the firm's mission statement. They are also

influenced by a range of environmental factors. A good marketing strategy should integrate an

organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole.

Many companies cascade a strategy throughout an organization, by creating strategy tactics that


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then become strategy goals for the next level or group. Each group is expected to take that

strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make

each strategy goal measurable. Every marketing strategy is unique, but if we abstract from the

individualizing details, each can be reduced into a generic marketing strategy. There are a

number of ways of categorizing these generic strategies. A brief description of the most common

categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their market

share or dominance of an industry. Typically there are three types of market dominance

strategies:

Leader Challenger Follower

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength.

Strategic scope refers to the market penetration while strategic strength refers to the firms

sustainable competitive advantage.

Cost leadership Product differentiation Market segmentationInnovation strategies - This deals with the firm's rate of the new product development and

business model innovation. It asks whether the company is on the cutting edge of technology and

business innovation. There are three types:

Pioneers Close followers Late followersGrowth strategies - In this scheme we ask the question, How should the firm grow?. There are

a number of different ways of answering that question, but the most common gives four answers:


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Horizontal integration Vertical integration Diversification IntensificationA more detailed schemes uses the categories:

Prospector Analyzer Defender ReactorThe objective of many marketing strategies in the last 10 years has been building the customers

commitment to a brand or a dealer. This has taken three forms:

CREATING CUSTOMER SATISFACTION -

Delivering superior quality products and services (Gale and Chapman)

BUILDING BRAND EQUITY

The sum - the sum of the intangible assets of a brand. Factors that contribute to this are: name

awareness, perceived quality, brand loyalty, the associations consumers have towards the brand,

trademarks, packaging, and marketing channel presence.

Creating and maintaining relationships (Peppers and Rogers).

Success with any of these strategies will result in high levels of repeat purchase, insulation from

price increases and improved responsiveness to marketing communications by customers. There

has been an evolution of marketing thought and activity over this last decade. Initially, the


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quality movement placed customer satisfaction as the ultimate goal of marketing programs.

However, as satisfied customers were shown to defect to other brands or providers at relatively

high rates, strategists looked to creating a greater commitment with the customer. Two ways to

achieve this were to build brand equity (primarily for consumer products) and to build

relationships (primarily for industrial products.) Brand equity used mass media advertising,

corporate citizenship and public events sponsorship to build a brand image. Relationship

marketing sought to build interdependence between partners and relied on one-to-one

communications, historically delivered through the sales force. With the growth of marketing

databases and the Internet, the ability to reach customers individually became a viable strategy

for a wide range of firms including consumer products companies. The growth in relationship

marketing was fueled by the writings of management consultants.

In 1993, Don Peppers and Martha Rogers published The One-to-One Future. Taking inspiration

from mass customization manufacturing technologies and applying them to marketing

communications, Peppers and Rogers encouraged a one-to-one focus on share of customer

rather than the mass marketers share of market. This was based on the marketers ability to

communicate a unique message to the customers based on the companys knowledge of their

interests. They claimed that this one-to-one interaction with customers would lead to improved

lifetime value.

Frederick Reichheld further developed the importance of building customer commitment in his

1996 book The Loyalty Effect. He focused on the cost of customer defection and set the stage for

the problem by claiming many major corporations now lose and have to replace half their

customers in five years. Using examples from financial service companies, advertising agencies,

and manufacturing firms, Reichheld claimed that even small improvements in customer retention

can as much as double company profits. This is because:

It costs less to serve long-term customers. Loyal customers will pay a price premium. Loyal customers will generate word-of-mouth referrals to other prospective customers.


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However, given the failure of many information technology investments to achieve the expected

benefits, concerns about relationship marketing strategy are emerging. The section that follows

addresses the questions of whether loyal customers are more profitable and under what

conditions a loyalty strategy is appropriate. The major technology enablers for relationship

marketing have been the Internet and enterprise- wide management information systems. The

former allowed businesses, for the first time, to get low cost interactions with customers. The

second allowed for a firm to generate a single view of a customer across all functional areas of a

firm. Both of these systems together allowed for customized communication with a single

customer for very large firms.

Marketing strategies for product software assist software firms to determine the type of market

analysis that is needed for decision-making. Two general strategies that are well known in the

marketing discipline are:

Marketing mix and Relational marketing.

"Marketing mix" is the typical strategy for traditional mass marketers of product software in

competitive markets. Structured market research, and agility in reacting to sales, are

characteristic of their product development process (Alajoutsijarvi et al, 2000). An example

would be Electronic Arts, with their various home computer software games, which areadvertised on television and sold in many electronic stores.

"Relational marketing", also known as relationship marketing, is used by product software

companies who focus on long-term customer relationships (Alajoutsijarvi et al, 2000). An

example of this is SAP, which offers enterprise resource planning systems, along with support

(since the software is complicated to install). Maintaining customer relationships helps sell

additional modules and future upgrades.

Broethers and van't Kruis explain two other strategies that are important to the growth of

software firms:

a service-based strategy; and a different marketing channels strategy.


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Information about customer preferences, observations of customer reactions, and knowledge of

past mistakes are important for the "service-based strategy". "Different marketing channels

strategy" tries to discover non-traditional marketing channels to help increase distribution of

software products to other target markets that take advantage of positional differences. "Alliance-

based strategies", on the other hand, are helpful at providing knowledge exchanges, opening

previously inaccessible markets (such as export markets), and an overall larger market access

(1997). Besides helping with current strategies, market analysis can improve future planning and

growth strategies that are helpful in product roadmapping decisions. It also helps discover areas

where "complementary product development and "diversification strategies" can be profitable.

Complementary goods can be in the form of other software products, hardware, or services, such

as consultancy, user training, and customization (Rao & Klein, 1994). The development of these

goods increases the opportunities for companies in the software market (Sengupta, 1998). Even

complementary products from other vendors can lead to an increase in the value of the original

product, while reducing the time to market (Messerschmitt & Szyperski, 2004).

The complementary product strategy adds value by showing innovation, and creates a multiplier

effect on the original product (Sengupta, 1998). Investing in other products and services aids in

diversification, which can increase the overall customer base, and helps decrease the risks of

being overly specialized (Rao & Klein, 1994). Diversification can, therefore, increase the

financial health of the company. An example of this is Microsoft, which has increased the sales

of its primary operating system software by offering products, such as word processing, and

media player software.

Every exporter has to contend with three levels at which Image works Country Image,

Corporate Image and finally, for branded products, the Brand Image. Most of our exporters

suffer due to the poor image that buyers have of India as a country, and of Indian companies.

India is perceived as backward, and Indian companies have a non-professional image in terms ofalmost any parameter known to affect successful marketing. Our quality is perceived as shoddy,

packaging is not up to international standards, delivery is unreliable and export procedures

unfathomable. There are, of course, some bright exceptions to the generally lackadaisical export

performance. But there is still an image problem for Indias goods abroad. Issues like child

labour, lack of environmental safeguards, and cruelty to animals have also had a negative image


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contribution to various Indian exports such as carpets, garments and leather goods. A variety of

factors contribute to the image a company has overseas. Some of these are within the companys

control, and some are not. Of the factors which the company cannot entirely control, are the

media coverage of a country by the world press and television, the occurrence of extraordinary

events such as the unification of East and West Germany, or the breakup of Yugoslavia etc.

which may affect international perceptions. Also, tourists from other countries may carry

impressions of a country from their personal experience. In the case of India, for example, recent

successes of Indian women in beauty paegents have contributed positively to a good image.

The time has come for Indian software companies to become multinationals and start companies

in the West. Indeed, it may be one of the most desirable ways of increasing revenues and

bottom-lines and might even be necessary to effectively fight the current inflow of

multinationals to India.

ECONOMIC RATIONALE

As more multinationals open development centers in India, it will become harder for the Indian

companies to retain people. Multinationals can always afford to pay better, not because of their

financial muscle, but because of the nature of the relationship between the parent company and

its center here. For illustration purposes, let us consider a company in USA which does software

development for itself. Say, it costs the company $7000/- per person month in USA. If it opens

a development center in India, and spends $4000 per person month, it still saves $3000 per

person month. On the other hand, an Indian software company developing software for clients,

even if it charges $4000/- per person month, it cannot spend the entire amount as it must also

make a profit in this $4000 rate. That is, given a rate in India, the multinational makes a profit

even if it spends the entire rate amount on the Indian center. On the other hand, the Indian

company can spend only about 60-70% of this on the center (assuming a profit margin of 30-

40%). Clearly, if salary wars really start, Indian companies will find it hard to win against

multinationals. However, this economic logic can be inverted and used by Indian companies to

increase their profitability and strength by going multinational. The idea is as follows. An Indian

company starts a full fledged software development center in the USA, manned by people from


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USA (and India). As a US company, this company charges US rates. However, it ?sub-

contracts? parts of its work to its parent company in India, making double profits on these parts

(the US company makes a profit as well as the Indian company makes a profit). The relationship

between the Indian company & its subsidiary is just reverse of the relationship a typical

multinational has with its subsidiary in India. With multinationals, they provide work to their

center, while in the case of Indian companies, it is their overseas center that will provide work to

them. Note also this concept is different from setting up centers in other Asean countries to meet

the manpower needs. The driving force here is not shortage of manpower, but the desire for

higher rates and profits.

There is another economic reason to support such a move. Currently, Indian companies charge

between $15 to $25 per person-hour of effort from their overseas clients. The rates for

comparable expertise in the US are around $50 to $70; the rates in other developed or semi-

developed countries might be lower. This means, that Indian software companies are already

operating at around one third to half the hourly cost in the west. As most Indian software

companies deploy lesser tools, and the level of technical education of many software

professionals is not always very high, the chances are that the productivity and quality of Indian

software may not be as high as in the West. All this means that it is unlikely that the rates that

Indian companies can charge will increase as much in future as they have in the past---after all if

the rate is close to the rate of an US or an European company, why would a US or European

customer come all the way to India to get its software developed, given the perceived risks and

psychological barriers that exist? On the other hand, the salaries are likely to continue rising.

This will create pressure on the profit margins, and alternative means will have to be devised to

increase profit margins. Going multinational might be just the right alternative for this.

FOCUSING FURTHER

Even if an Indian company wants to starts a company in USA, how should it face the

competition there and create a market for itself? Unless there is a reasonable chance of

succeeding, no company will make this move as investments are likely to be high. An average


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SW professional in USA costs about $80,000. Hence, the cost of running a 50 person company

in US is about $400,000 per year. In addition, there is also the cost of setting up the company.

First prerequisite for this model to succeed is that the subsidary should have a strong US or

European face. In other words, it should be a bona-fide local company, with local people, and,

perhaps even local share holders. It should not be percieved as a marketing or work sourcing arm

of an Indian company---in this situation, it is unlikely that any client will pay the prevaling local

rates. In addition, it will be most useful if the Indian connection of this US company can be

exploited to create a niche in the US software services market. One possibility is to exploit the

time zone difference and the internet and multimedia technology to offer Rapid Application

Development (RAD) services in well defined business areas. In the current times, there are

many business sectors, in which time to market is one of the most important parameters. For

these business segments, a rapid development service offering for their support software

can create a niche for itself. An example of this is financial services where frequently the

window of opportunity is small and so the software to support the services for this window has to

be developed rapidly. However, just having development teams in two time zones is not going to

be sufficient to provide a true RAD. Suitable development process models will have to be

developed, and technology will have to be fully exploited for this. For example, incremental

development models, or the evolutionary object-oriented models might have to be used to reduce

dependencies between work elements, libraries of reusable components for the market segment

will have to be built before hand to reduce the cycle time, proper distributed work-flow

management tools will have to be built on the internet, and multimedia workstations might have

to be used to pass work products and instructions from one developer to another. In other

words, a lot of work will have to be done to precisely define and make possible the service

offering. However, it is technically feasible (which was not the case a few years ago).

Year 2000 is another such service where a niche can be created. There are various estimates of

the total volume of business that will come due to the year 2000 problem varying from $50

billion to over $200 billion. One thing is clear that the year 2000 problem offers an enormous

business opportunity, which companies world over are trying to encash. A company in the west

that just offers a solution to the year 2000 problem might be able to create the niche needed to

focus and succeed in the market.


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RISKS

Most of the risks in this strategy revolve around opening a center in the West, where costs are

very high, and market fiercely competetive. One risk is whether there is a demand for the

proposed service. A market survey can be used to get actual estimates of the market size and

estimate the value of the proposed service. Another risk will be in marketing this service and

showing that it is different and more effective than those offered by the competitors in the west.

This is where the companies will have to apply their business and marketing expertise to make

such a venture successful.


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CHAPTER 4

RESEARCH METHODOLOGY


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RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to measure

progress and what constitute success with respect to the objectives determined for carrying out

the research study. The appropriate research design formulated is detailed below.

Exploratory research: this kind of research has the primary objective of development of insights

into the problem. It studies the main area where the problem lies and also tries to evaluate some

appropriate courses of action. The research methodology for the present study has been adopted

to reflect these realties and help reach the logical conclusion in an objective and scientific

manner. The present study contemplated an exploratory research

TITLE

MARKETING STRATEGIES OF ALLIED DIGITAL SERVICE INDIA

OBJECTIVE OF THE STUDY

1. To study the marketing strategies currently adopted by ALLIED DIGITAL global

services India private limited.

2. To critically analyze the marketing strategy in this highly competitive Indian scenario and

also its competitive product portfolio.


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SCOPE OF THE STUDY

The following are the limitations of the study:

The sample size was small and hence the results can have a degree of variation.

The response of the employees in giving information was lukewarm.

Organizations resistance to share the internal information.

Questionnaire is subjected to errors.

RESEARCH DESIGN

The research design is the basic framework, which provides guidelines for the rest of the

research process. The present research can be said to be exploratory. The research design

determines the direction of the study throughout and the procedures to be followed. It determines

the data collection method, sampling method, the fieldwork and so on.

NATURE OF DATA

PRIMARY DATA: Primary data is basically fresh data collected directly from the target

respondents; it could be collected through Questionnaire Surveys, Interviews, Focus Group

Discussions Etc.

SECONDARY DATA: Secondary data that is already available and published .it could be

internal and external source of data. Internal source: which originates from the specific field or

area where research is carried out e.g. publish broachers, official reports etc.

External source: This originates outside the field of study like books, periodicals, journals,

newspapers and the Internet.


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DATA COLLECTION

Primary data: Primary data was selected from the sample by a self-administrated

questionnaire in presence of the interviewer.

SAMPLE SIZE:

The survey is conducted among 100 respondents

Sample Area: NCR Delhi

Sample unit: Officials and Employees of ALLIED DIGITAL Global services in addition to the

officials of other companies like HP, HCL, Satyam etc. in regard to the current research study

SECONDARY DATA: Secondary data has been used which is collected through

Articles, Reports, Journals, Magazines, Newspapers and Internet

SAMPLING TECHNIQUE

Random sampling technique has been employed to extract the fruitful results. This includes the

overall design, the sampling procedure, the data collection methods, the field methods and the

analysis procedures


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SAMPLING PROCEDURE ACTUALLY EMPLOYED:

The process employed to select the sample was simple random sampling. Simple random

sampling refers to that sampling technique in which each and every unit of the population has an

equal and same opportunity of being on the sample. In simple random sampling, which item gets

selected is just a matter of chance.

ANALYTICAL TOOLS:

Simple statistical tools have been used in the present study to analyze and interpret the data

collected from the field. The study has used percentiles method and the data are presented in the

form of tables and diagrams.

SAMPLING METHODOLOGY

Research methodology is a way to systematically solve the research problems. It may be

understood as a science of studying how research is done scientifically. In it we study the various

steps that area generally adopted by a researcher in studying his research problem along with the

logic behind them. It is necessary for the researcher to know not only the research methods /

techniques but also the methodology. Researchers not only need to know how to develop certain

indices and tests, how to calculate the mean, the mode, the median or the standard deviation or

the chi square, how to apply particular research techniques, but they also need to know, which of

these methods or techniques, are relevant and which are not, and what would they mean and

indicate and why. Researchers also need to understand the assumptions underlying various

techniques and they need to know the criteria by which they can decide that certain techniques

and procedures will be applicable to certain problems and others will not. All this means that it

is necessary for the researcher to design his methodology for his problem as the same may differ

from problem to problem. For example , an architect while designing a building, has to

consciously evaluate the best of his decision , i.e., he has to evaluate why and on what basis he


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selects particular size, number and locations of doors, windows and ventilators, uses particular

materials and not others and the like.

I have carried out a research which is both qualitative and quantitative in its support. The

qualitative approach applies to both, descriptive and inductive forms of research. While as in

case of quantitative approach, an extensive use has been made of the literature available to carry

out a detail research on the nature of the problem. I have chosen ALLIED DIGITAL Global as

the target company for my research study.

SAMPLING UNIT: -

Who is to be surveyed? The marketing researcher must define the target population that will be

sampled.

The sample Unit taken by me; General public of different age group, different gender and

different profession

SAMPLING FRAME:-

The source from which the sample is drawn

SAMPLING TECHNIQUE: -

In the Project sampling is done on basis of Probability sampling. Among the probability

sampling design the sampling design chosen is stratified random sampling.

Because in this survey I had stratified the sample in different age group, different gender and

different profession

SAMPLING AREA: - NCR DELHI

SAMPLE SIZE: - 100


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LIMITATIONS

The geographical area was very much limited to residential area & so the results are not

particularly reflection of the current behavior.

1. Due to limited time period and constrained working hours for most of the respondents, the

answers at times were vague enough to be ignored

2. I was not only able to carry out the research on a greater basis


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CHAPTER 5

DATA ANALYSIS AND INTERPRETATION


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DATA ANALYSIS AND INTERPRETATION

1. SINCE HOW LONG YOU ARE ASSOCIATED WITH IT INDUSTRY IN INDIA?

0-5 Years 6-10 Years More than 10 Years

Response No of Respondent

0-5 years 30

6-10 years 45

More than 10 years 20

0

5

10

15

20

25

30

35

40

45

Numberofrespondent

Response

0-5 years

6-10 years

more than 10 years


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Interpretation

3o%.have Associated on 0-5 years

45%have Associated on 6-10 year

20%have Associated on above 10.

2. ACCORDING TO YOU WHICH IS THE MOST CONSUMER ORIENTED BRAND?

a. HCL b. COMPAQ c. ALLIED DIGITAL d. WIPRO e. OTHERS

Response No. of respondent

HCL 20

COMPAQ 25

ALLIED DIGITAL 30

WIPRO 20

OTHERS 5


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Interpretation

20%.have Consumer oriented Brand on HCL 25% have Consumer oriented Brand on COMPAQ

30%.have Consumer oriented Brand on ALLIED DIGITAL

20%. ...have Consumer oriented Brand on WIPRO

5%.. have Consumer oriented Brand on OTHER..

0

5

10

15

20

25

30

Numberofrespondent

Response

HCL

COMPAQ

IBM

WIPRO

OTHERS


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3. WHAT IS THE MARKET POTENTIAL OF ALLIED DIGITAL GLOBALINDIA?

a. Excellent b. High c. Medium d. Low e. Cant Say


Excellent 20

High 25

Medium 30

Low 10

Cant say 15


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Interpretation

20%.have Market Potential ofAllied Digital Global of Excellent

25% have Market Potential ofAllied Digital Global of High

30%. have Market Potential ofAllied Digital Global of Medium

10%. ... have Market Potential ofAllied Digital Global of Low

15%.. have Consumer oriented Brand on cant say.

0

5

10

15

20

25

30

Numberofrespondent

Response

excellent

high

medium

low

cant say


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4. HOW WOULD YOU RATE CONSUMERS PREFERENCE FORALLIEDDIGITAL GLOBAL INDIA?

a. Excellent b. High c. Medium d. Low e. Cant Say


Excellent 20

High 30

Medium 20

Low 10

Cant say 20


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Interpretation

20%.have Consumer Preference ofAllied Digital Global of Excellent

30% have Market Potential ofAllied Digital Global of High

20%. have Market Potential ofAllied Digital Global of Medium

10%. ... have Market Potential ofAllied Digital Global of Low

20%.. have Consumer oriented Brand on cant say.

5. WHAT IS EFFECT OF PRODUCT AND POSTER DISPLAY?

a. Excellent b. Very Good c. Good d. Average e. Poor d. None

0

5

10

15

20

25

30

Numberofrepondent

Response

excellent

high

medium

low

cant say


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Excellent 25

Very Good 30

Good 25

Average 15

Poor 5

0

5

10

15

20

25

30

Numberofres

pondent

Response

Excellent

Very Good

Good

Average

Poor


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Interpretation

25%.have Effect Of Product And Poster Display on Excellent

30% have Effect Of Product And Poster Display on Very Good

25%. have Effect Of Product And Poster Display on Good

15%. ... have Effect Of Product And Poster Display on Average

05%.. have Effect Of Product And Poster Display on Poor


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6. HOW WOULD YOU RATE THE EFFECT OF CATALOGUE?

Very Good b. Good c. Average d. Poor e. None


Very Good 20

Good 25

Average 30

Poor 10

None 15

0

5

10

15

20

25

30

N

umberofrespondent

Response

Very Good

Good

Average

Poor

None


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Interpretation

20%.have Effect Of Catalogue on Very Good

25% have Effect OfCatalogue on Good

30%. have Effect Of Catalogue on Average

10%. ... have Effect Of Catalogue on Poor

15%.. have Effect Of Catalogue on None

7. PLEASE RANK PROMOTIONAL ACTIVITIES ON THE SCALE OFEFFECTIVENESS (RANK 1-6)

a. Canopy b. Ads in Newspapers c. Direct Marketing d. Insertions e. EPPf. Cant Say

Response RANK

Canopy 1

Ads in newspaper 2

ERP 4

Direct marketing 3

Insertions 6

Cant say 5


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Interpretation

35%.have Rank Promotional Activities on Canopy

30% have Rank Promotional Activities on Ads newspaper 8%. ... have Rank Promotional Activities on ERP

15%..have Rank Promotional Activities on Direct Marketing

5%. have Rank Promotional Activities on insertions

7%.. have Rank Promotional Activities on Cant say

0

5

10

15

20

25

30

35

Rank

Response

canopy

Ads in newspaper

direct marketing

insertions

ERP

cant say


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8. HOW WOULD YOU RANK THE IN-SHOP PROMOTIONAL ACTIVITIES OF

CHANNEL PARTNER?

a. Excellent b. High c. Medium d. Low e.Cant say

Response RANK

Excellent 1

High 3

Medium 2

Low 4

Cant say 5

\

0

5

10

15

20

25

30

Rank

Response

excellent

high

medium

low

cant say


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Interpretation

30%have Rank Promotional Activities of Excellent

20%have Rank Promotional Activities of High

25%. have Rank Promotional Activities of Medium 15%. have Rank Promotional Activities of low

10%have Rank Promotional Activities of Cantsay


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9. WHO ARE THE MAJOR CONSUMERS OF ALLIED DIGITAL INDIAS PRODUCTS

AND SERVICES?


Domestic market 23

Foreign market 27

Both Domestic and foreign

market

44

Cant say 6

0

5

10

15

20

25

30

35

40

45

No.ofrespondent

Response

domestic market

foreign market

both domesti and foreign

market

cant say

Interpretation

23%-------------------- domestic market 27%---------------------foreign market 44%-------------------- both domestic and foreign market 06%--------------------- Do not know /Can not say


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Fro the above response it is very clear that being a local operational body of a foreign company,

the customer base of the ALLIED DIGITAL India is not concentrated only in the domestic

market but in the foreign market as well.

10. MAJOR WEAKNESS OF ALLIED DIGITAL INDIAS MARKETING STRATEGY.

Response No of respondent

Branding 7

Publicity 9

Infrastructure assessment 26

Lack of distribution

channels

51

Cant say 7


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Interpretation

Branding ------------------------------------ 07% Publicity ----------------------------------------- 09% Infrastructure assessment and Development --- 26%

Lack of effective distribution channels51% Do not know / Can not say ----------------- 07%

0

10

20

30

40

50

60

Noofrespondent

Response

branding

publicity

infrastructure assessment

lack of distribution channels

cant say


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CHAPTER 6

FACTS AND FINDINGS


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FACTS & FINDINGS

The Customers are advised to look into the accessories

1. Features,

2. Utility,

3. Price first

Before going for the Product Services


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CHAPTER 7

RECOMMENDATION


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RECOMMENDATION

The total information collected was on the basis of the discussion guidelines. So we did not get

to interact with the people working at the operational level. But whenever we visited Global the

working environment was very friendly & lively. We got to visit their cafeteria offering a wide

variety of meals to the people at subsidized rates and all had equal opportunity to sit together be

it the CEO, the VP , the Director or the CCS, recreational room which were very well build and

lively to spend time when one is free. The workforce is very young of an age group from 21

onwards.


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CHAPTER 8

CONCLUSION


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CONCLUSION

Since the financial reforms of 1991, there have been significant favourable changes in Indias

service sector which was earlier lying as dormant. This thesis has assessed the impact of the

reforms by examining in the context of a few objectives as stated earlier. Like custom software,

other software services also face limits to off-shoring. Some limits are physical, such as the need

for proximity to provide hardware installation and support services. Other limits may also exist,

especially if tacit (un-codified) knowledge is to be exchanged. Technological development may

change these limits. For example, the invention of the router led to the creation of data centers,

thus reducing the need for on-site storage hardware and support services. Similarly, the Internet

has enabled the remote installation and maintenance of software. By building targeted industry

solutions that combine elements of Allied Digital products and services as well as applications

from independent software vendor (ISV) partners, Allied Digital believes it will be selling the

way customers want to buy. In some ways, Allied Digital sees itself moving back to its IT

solutions vendor positioning of 20-30 years ago, and away from the piecemeal, build-it-yourself

sales model that has characterized the industry in recent times.


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BIBLIOGRAPHY

BOOKS

Marketing Management, Keller Marketing Management, Gambhir & Prasad Marketing Management, Sellins

JOURNALS

ICFAI University Press Journals On Marketing

AAAI Journals On Marketing

MAGAZINES

Business India Indian Business & Economy How to Build Strategy, Walkins

INTERNET

www.google.com http://allieddigital.net/in/
http://www.google.com/http://allieddigital.net/in/http://allieddigital.net/in/http://www.google.com/


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APPENDIX

QUESTIONNAIRE

This survey is being carried out to gather information about the marketing strategies of ALLIED

DIGITAL Global India. The information is being used by management students for academic

purpose only

1. Since how long you are associated with IT industry In India?

0-5 Years 6-10 Years More than 10 Years

2. According to you which is the most consumer oriented brand?

HCL Compaq HP

Satyam Wipro

Others (Please specify) ________________________


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3. What is the market potential of Allied Digital Global India?

Excellent High Medium

Low Cant Say

4. How would you rate consumers preference for Allied Digital Global India?

Excellent High Medium

Low Cant Say


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5. What is effect of Product and Poster Display?

Excellent Very Good Good

Average Poor None

6. How would you rate the effect of Catalogue?

Very Good Good Average

Poor None

7. Please rank promotional activities on the scale of effectiveness (Rank 1-6)

Canopy Ads in Newspapers

Direct Marketing Insertions

EPP Cant Say


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8. How would you rank the in-shop promotional activities of Channel Partner?

Excellent Very Good Good

Average Poor None

9. Who are the major consumers of ALLIED DIGITAL Indias products and services?

23 percent -------------------- domestic market

27 percent ---------------------foreign market 44 per cent -------------------- both domestic and foreign market

06 percent --------------------- Do not know /Can not say


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10. Major Weakness of Allied Digital Indias Marketing strategy.

Branding ------------------------------------ 07 per cent

Publicity ----------------------------------------- 09 percent

Infrastructure assessment

and Development ---- -----------------------------26 percent

Lack of effective distribution channels51 per cent

Do not know / Can not say ----------------- 07 per cent

Thank you very much for your valuable time!

Marketing Strategies in Allied Digital

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