RURAL DISTRIBUTION OPPORTUNITY IDENTIFICATION OF COCO COLA

SUMMER TRAINING REPORT
ON
RURAL DISTRIBUTION OPPORTUNITY IDENTIFICATION OF COCO COLA

FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF
MASTER OF BUSINESS ADMINISTRATION



(Director) (Lecturer)


Submitted By










PREFACE

The present is an era of cut throat competition after liberalization policy of Indian Govt. plethora of MNC enters in India. As a result to day every business hold a view of globalization.

The new product are launching and the old and absolute product are being obliterating from the market every second.

There is no monopoly played by an enterprise in every one.

There is an existence of rival enterprise the rivals are strong enough to vanguisth each other sort of dared erstine struggle has taken its break though in the corporate and business world..

The same is befalling between Coca-Cola and Pepsi.
Some times one Coca Cola over powered the Pepsi and some time vice versa has taken place regarding the market share and scaled volume though the rivalry contrive rood the year but it is at zenith in summer.


CONTENTS
Introduction
 Company Profile
 Swot Analysis
 CETT Report
 Product Portfolio
Objective of Research
Research Methodology
Data Collection
Data Analysis and Interpretation
Findings
Suggestion
Conclusion
Bibliography
Annexure
Questionnaire











EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
This project high lightens the importance of merchandising and route productivity in the soft drink industry. This project also highlights the promotional activities that were
carried out during the launching of the new products and to increase the market share of their existing products. This project deals with the various aspects of marketing and sales.
E.D.S. survey, we mean that, other than doing the fresh marketing activities, creating new consumer & customer, doing new promotion and Advertising is done in relation to the 4 P's of marketing that is Product, Price, Place, Promotion. There exist some opportunity in the marketing activity done by the company in the past. In E.D.S. (EVERY DEALER SURVEY) rather than doing fresh marketing activities gaps are found in the alerting system for product, place, and promotion activities done by the company in the past and corrective actions are taken accordingly .In E.D.S. survey While doing the trade in its present manner, opportunities are found for tilling up the gaps in the existing system, and efforts made in order to remove the deficiency by doing the marketing activities.
 Effect of merchandising on sales.
 Merchandising as a sales promotion tool.
 Effect of route on productivity/sales.
 Comparison of different Brands.
 Contribution of different Brand in market.
 Packed wise contribution.
 Brand wise contribution.
 To check the Display.
 To know the relation ship in Demand & Supply condition
 To improve in marketing mix
 To check the cooler purity in outlets and to remove impurity.
 To check the POS material display in different outlets across the market.




















INTRODUCTION

Introduction
Dr. pemberton’s partner and bookkeeper frank M. Robinson, Suggested the name and penned Coca Cola in unique following script that is famous world wide today. Mr. Robinsan thought “the two C’s would look well in advertising.

By 1886, sales of Coca Cola averaged nine drinks per day. That first year, Dr. Pemberton sold 25 gallons of syrop, shipped in bright red wooden kgs .red has been a distinctive color associated with the No.1 soft drink brand ever since. For this efforts, Dr. Palmerton grossed $50 and spent $73.96 on advertising.

In 1891, Atlanta entrepreneur. As g. candler had acquired complete owner ship of the Coca cola business within for his merchandising flair helped expand consumption of Coca cola to every state and territory. In 1919, the coca cola way sold to a group investors for $25million, Robert W.Woodrup become president of the Coca cola company in 1923, and his more than six decades of leadership took the business to unrivaled height of commercial success making coca Cola in institution the world over.
The company does the base job of the products existence, which is the production of the concentrates of the various brands and then it sells them to the various licensed Coca-Cola bottlers all around the globe. The bottlers throughout the world hold contracts with the company, taking under themselves various territories to sell the product in its finished format of bottles and cans. They further distribute the products through distributors and retailers to reach the final consumers. The company even sells concentrates for fountain sales to major restaurants and food service distributors.
This product requires lot of promotional and marketing activities, So the company always keep on working for the development of new promotional and distribution strategies to serve the market in best available resources.
After going through this impressive profile of the company I chose CCI for my MBA management thesis. And for me the most interesting part is the development of these new marketing strategies which forms the basis of my study. The topic of my thesis is “ Topic”

COCA-COLA FIRST BOTTLED
Coca Cola began as a ferntevin product but candy merchant jusepth A. Biedentrnn of Mississippi was looking for a way to serve this resrashing beverage at picnics. Tiebegan offering bottled Coca –Cola, using syrup shipped from Atlanta, during an especially, busy summer in 1894.

In 1899, large scale bottling become possible when as concluder granted exclusive bottling rights to Joseph B. whiter head and Benjamin F. Thomas of Chattanooga, Jenacessec. The contract market the beginning of the Coca cola company’s unique intendment bottling system that remains the formdation of the company soft drink operations.

Back then, sod a bottles were all very similar and Coca-Cola has many imitators, which consumers would be unable to identify until they took a sip.

The answer way to create a distinct bottle for Coca Cola. As a result the genuine Coca Cola bottle with the contour shape now known the world way developed in 1915 by the red Glass company.

OUR PARTNERS
The Coca-Cola Company works with a wide variety of organizations to support health, fitness and good nutrition. Visit these sites for more information about positions, programs and activities.
The Coalition for a Healthy and Active America (CHAA) CHAA was formed in 2003 by concerned organizations and national leaders to educate parents, children, schools, and communities about the critical roles physical activity and nutrition education play in reversing the alarming trends of childhood obesity. As a non-profit national grassroots coalition, CHAA is a vigorous advocate for developing healthy and active lifestyles for America's youth.
CHAA is committed to working with schools to rededicate time for physical fitness; giving parents the freedom to help their children make their own nutritional choices; building school-business model relationships that benefit our families by supporting healthy and active lifestyles; and finding solutions to childhood obesity that are both responsible and realistic
American Council for Fitness and Nutrition The American Council for Fitness and Nutrition (ACFN) is a group of food, beverage and consumer products companies, not-for-profit organizations and trade associations working together to improve the health of all Americans, particularly youth, by encouraging a healthy balance between fitness and nutrition. The cornerstone of all ACFN initiatives is the idea that lasting solutions to the nation's obesity problem must be based on sound science and behavioral research. Such policies are likely to help parents and their children develop eating and exercise habits that lead to a healthier life.
Grocery Manufacturers of America The Grocery Manufacturers of America (GMA) represents the food, beverage and consumer products industry on key issues that affect the ability of brand manufacturers to market their products profitably and deliver superior value to the consumer.
International Food Information Council (IFIC) Foundation The IFIC Foundation is a public education foundation disseminating sound, science-based information on food safety, nutrition and health.
International Life Sciences Institute Founded in 1978, the International Life Sciences Institute (ILSI) is a nonprofit, worldwide foundation that seeks to improve the well-being of the general public through the pursuit of balanced science. Its goal is to further the understanding of scientific issues relating to nutrition, food safety, toxicology, risk assessment, and the environment by bringing together scientists from academia, government, and industry.
Kidnetic.com
Kidnetic.com is a fun, interactive Web site that emphasizes healthy living achieved through a balance of physical activity and responsible eating habits. The Web site gives young people and their parents the tools and ideas to help change habits and plant the seeds for healthier families tomorrow. Kidnetic.com is a program of the International Food Information Council (IFIC) Foundation.
National Association for Sport and Physical Educationsociation for Sport and Physical Education seeks to enhance knowledge and professional practice in sport and physical activity through scientific study and dissemination of research-based and experiential knowledge to members and the public.
National Soft Drink Association The National Soft Drink Association (NSDA) is the trade association for America's soft drink industry, serving the pub.










COMPANY PROFILE
INTRODUCTION OF COMPANY
Coca-Cola, the name bears it all. It is the name given to a carbonated soft drink (now known as a sparkling drink), which is sold in stores, restaurants, vending machines, literally in every market corner amongst more than 200 countries. It is a product of the giant beverage company in the world that is the Coca-Cola Company; it is even referred simply as Coke. Coca-Cola was invented by Dr.JOHN.S.Pemberton in 1886 as a patent medicine and it was further brought into the market by Asa Candler, whose marketing tactics led Coke to its dominance in the world of soft drinks throughout the 20th century and it is still till date holding its ground with several new brands added to its profile.
The company does the base job of the products existence, which is the production of the concentrates of the various brands and then it sells them to the various licensed Coca-Cola bottlers all around the globe. The bottlers throughout the world hold contracts with the company, taking under themselves various territories to sell the product in its finished format of bottles and cans. They further distribute the products through distributors and retailers to reach the final consumers. The company even sells concentrates for fountain sales to major restaurants and food service distributors.
This Multi-National Corporation has a great impact on the world’s ongoing trade marker as it never stops and keeps introducing new drinks under the single brand name of coke to keep its consumers enjoy various tastes and flavours, giving the company a versatile image in the market. Some of the most known sub-brands in India are Thums Up and Limca, which cover a huge market share. The company has experimented a lot in the past years to meet more and more customer demands in order to satisfy their various kinds of Thirsts, some failed too but the company never gave up.


CETT REPORT
COMPANY
COMPANY PROFILE: Coca-Cola, the multi-national giants of beverage industry nourishes the global community with the world’s largest selling soft drink concentrates since 1886, returned to India in 1993 after a gap of 16 years giving a new thumbs up to the Indian Soft Drink Market. In the same year, the Company took over ownership of the nation's top soft-drink brands and bottling network. No wonder, our brands have assumed an iconic status in the minds of the consumers. The company has more than 400 brand names under which contain more than 2,800 beverage products in more than 200 countries. The company’s headquarters are situated in Atlanta, Georgia, where they employ approximately 90,500 associates across seven operating groups’ around the globe. The company has over 300 bottling operations around the world.
Ever Since, Coca-Cola India has made significant investments to build and continually consolidate its business in the country, including new production facilities, waste water treatment plants, distribution systems and marketing channels. Coca-Cola India is among the country’s top international investors, having invested more than US$ 1 billion in India within a decade of its presence and further pledged another US$ 100 million in 2003 for its operations.
In India they have set up 44 manufacturing units which cover their own territories, satisfying the need of beverages in their areas.
Role of the Bottlers are as follows:
• Producing
• Packaging
• Distributing
• Merchandising
The Bottlers play the critical role of moving the company forward as they are the intermediaries from the parent company to the customers which take the finished product to the final consumers.



HISTORY OF COCA-COLA:
1886
• Coca-Cola was developed by Dr.John S. Pemberton.
• The name Coca-Cola was given to the drink by his book-keeper, Frank Robinson.
• Sold nine bottles per day

Dr.John S. Pemberton
1888
• The formula for Coca-Cola was bought by Asa Candler, a businessman and a pharmacist.
• Coca-Cola became one of the most popular American fountain drinks largely due to Candler’s aggressive marketing of the product.
1890-1900
• Coca-Cola Company increased their syrup sales by over 4000%.
1899
• Asa Candler sold the bottling rights for Coca-Cola to Benjamin Franklin Thomas and James Whitehead.
• This business model is even today considered as the most successful business model.
1923-1955
• These were considered as the years of success of Robert W. Woodruff, the person who bought innovations to Coke.
• Several initiatives like Personnel Training Program, Better Service and Quality Product were introduced.
• Foreign Sales Group was formed to aid global expansion.
• During World War II, Coca-Cola was firmly established as a global brand.
• Some of Woodruff’s innovation were as follows:
1. Six Bottle Carton-


2. Open Top Metal Coolers-



3. Vending Machines-


4. Bell shaped Fountain Glass-

• Woodruff introduced the power of advertising the company, leading it to further heights.


1950s
• Large sized bottles introduced-

• Coca-Cola was the first company to make an appearance in Disneyland-

• Coca-Cola enters INDIA.

1960s
• Fanta introduced.
• Marketplace changes
o New brands beyond the Cola’s-Fanta, Sprite and Tab introduced-

o New packages introduced-

1970s
• Era of great marketing and groovy promotions
• Coca-Cola enters Egypt and China
• 2 litre bottle introduced
• North Avenue Tower opens

1980s
• Coca-Cola system stabilises
• Diet Coke introduced
• Coca-Cola 100 years old
• New Coca-Cola introduced
• Coca-Cola Classic born
• Advent of a MEGA BRAND





\1990s
• Advent of Non-Carbonated drinks- Minute Maid juices, Nestea, Fruitopia.

1993
• E. Neville Isdell, Chairman and CEO gets Coca-Cola back to INDIA.
• Coke re-launched in Agra
• Pune concentrate plant started
1996
• Can and PET plant started in Pune
1997
• Acquired first bottling plant, Bareilly, further leading to 37 more
1998
• First Greenfield plant, Ahmadabad
1999
• 4 bottling companies acquired
2000
• 6 COBO regions and 1 FOBO operations acquired
2005
• Coca-Cola India broke into two divisions;
i. Hindustan Coca-Cola Beverages
ii. Coca-Cola India Company
TODAY
• E. Neville Isdell took over as Chairman and CEO of Coca-Cola in 2004 and up to date he rolls out Manifesto For Growth

E. Neville Isdell
Chairman and CEO
“Coca-Cola is an image creator of its own. It is a Multi National Corporation which changed the wave of the FMCG products since the late 1880s”.







Coca-Cola changed its structure with the changing times but the Taste always stayed, ruling the beverage charts all over the world.















PRODUCT PORTFOLIO
PRODUCT PORTFOLIO:
Coca-Cola all over the globe sells more than 450 brands. In India Coca-Cola serves 11 of its most prestigious brands. One of the brands is Thums up whose acquisition in the country gave the company large amount of confidence and even increased the sales, giving Coca-Cola even larger profile.
Following are the 11 prestigious brands of Coca-Cola available in India-:
Coca Cola - The sparkling cola drink, No.1 in the world
Coke Diet - The non-calorie cola drink
Thumps Up- The strong, fizzy cola
Limca- The tangy refreshing spell of lemon
Fanta- The sparkling Orange drink
Maaza- The Mango juice
Sprite- The clear refreshing drink
Minute Maid Pulpy Orange- The real orange pulp juice
Georgia Coffee- The tantalizing aroma of fresh coffee
Kinley Mineral Water-The refreshing pure water
Kinley Club Soda- The sparkling soda water
Brand Name Available Sizes
Coca-Cola 200ml,300ml,330ml,500ml,600ml,1.5ltr,2ltr
Thums Up 200ml,300ml,330ml,500ml,600ml,1.5ltr,2ltr
Limca 200ml,300ml,500ml,600ml,1.5ltr,2ltr
Sprite 200ml,300ml,330ml,500ml,600ml,1.5ltr,2ltr
Fanta 200ml,300ml,330ml,500ml,600ml,1.5ltr,2ltr
Maaza 200ml,250ml,600ml,1.2ltr
Minute Maid 400ml,1ltr
Kinley 500ml,1ltr
Kinley Club Soda 250ml,500ml
Georgia Coffee Cuppa



Brand Name Available Flavours
Coca-Cola Cola
Thums Up Cola
Limca Lemon
Sprite Lemon
Fanta Orange
Maaza Mango
Minute Maid Orange juice
Kinley Water
Kinley Club Soda Fizzy Water
Georgia Coffee Cappuccino, Masala Tea, Elaichi Tea



SALES FORCE
GM SALES

RSM MEM (Market Execution Manager)/AMM (Assistant Market Manager)
ASSISTANT MARKET EXECUTION MANAGER
AREA VOLUME CONTROLLER EXECUTION MANAGER
MARKET DEVELOPER
SENIOR EXECUTIVE SALES PROMOTER

JUNIOR EXECUTIVE

SALES MAN


HIGHLIGHTS OF COCA COLA :

• Coca Cola is world’s No. 1 soft drink brand.
• 4 of top 5 brands are owned by the Coca Cola Company.
• Coca sells more than 1 billion drinks a day.
• Coca Cola employs more than 55000 people all over the world.
• Coca-Cola does business in more than 200 countries, employing people from 215 nationalities and communicating in 126 different languages.
• The “Secret Formula” to Coca-Cola was written on paper only once - the paper is kept in a bank vault at the Trust Company Bank in downtown Atlanta.
• Coca-Cola is the longest continuous sponsor of the Olympic Games since 1928
• Coca-Cola system uses:
o 24% of world’s Aluminum cans.
o 17% of world’s Pet resin.
o 31% of world’s HFCS.
o 5% of world’s sugar.
o 30% of world’s Aspartame
CUSTOMERS
As we all know that Coca Cola sell more than 1 billion drink per day globally which shows its huge customer base throughout the globe. In India, Coca Cola have big market share where it caters customer base of over 1 billion. Apart of end-consumer, Coca Cola Company divides its customer on the basis of different criteria which are as follows:
• Distributors & Sub-Distributors
• Channels
• Volume
• Income
Distributors & Sub-Distributors: These are responsible for the distribution of drinks from bottling plant to different channels or outlets through itself or sub-distributor.
Channels: Company divides the channels in three segments according to the need of end-user which are as follows:
 Grocery outlets.
 Convenience outlets.
 E & D(Eating and Drinking) outlets.
Volume: These outlets are categorised according to VPO (Volume per outlet) of these outlets which are as follows:
• Diamond (VPO greater than 800 case annually)
• Gold (VPO between 500 to 799 case annually)
• Silver (VPO between 200 to 499 case annually)
• Bronze (VPO less than 200 case annually)
Income: Consumer market clustered according to the income level of the locality which is as follows:
• Higher Income Locality
• Medium Income Locality
• Lowest Income Locality

COMPETITORS
The core competitor of Coca Cola Company throughout the globe is PepsiCo.
PepsiCo is often second to Coke in terms of sales, but outsells Coca-Cola in some localities. Around the world, some local brands do compete with Coke. In South and Central America, Kola Real, known as Big Cola in Mexico, is a fast growing competitor to Coca-Cola. On the French island of Corsica, Corsica Cola, made by brewers of the local Pietra beer, is a growing competitor to Coca-Cola. In Sweden, Julmust outsells Coca-Cola during the Christmas season. In Scotland, the locally-produced Irn-Bru was more popular than Coca-Cola until 2005, when Coca-Cola and Diet Coke began to outpace its sales. In India, Coca-Cola ranked third behind its own product Thumps Up which is marketleader followed by Pepsi-Cola. Coca-Cola held a 60.9% market-share in India. Mecca Cola and Qibla Cola, in the Middle East, is a competitor to Coca-Cola. In Turkey, Cola Turka is a major competitor to Coca-Cola. In Iran and also many countries of Middle East, Zam Zam Cola and Parsi Cola are major competitors to Coca-Cola. In some parts of China, Future cola can be bought. In Slovenia, the locally-produced Cockta is a major competitor to Coca-Cola, as is the inexpensive Mercator Cola, which is sold only in the country's biggest supermarket chain, Mercator. In the UK Coca-Cola stated that Pepsi was not its main rival, but rather Robinsons drinks.
Other local Indian brands like Real, Leh Berry, Bisleri and a few others give Coca-Cola competition in the lines of water and juices as far as the Indian market is concerned.

PepsiCo Profile: Pepsi Cola is a carbonated beverage that is produced and manufactured by PepsiCo. It is sold in stores, restaurants and from vending machines. The drink was first made in the 1890s by pharmacist Caleb Bradham in New Bern, North Carolina. The brand was trademarked on June 16, 1903. There have been many Pepsi variants produced over the years, including Diet Pepsi, Crystal Pepsi, Pepsi Twist, Pepsi Max, Pepsi Samba, Pepsi Blue, Pepsi Gold, Pepsi Holiday Spice, Pepsi Jazz, Pepsi X (available in Finland and Brazil), Pepsi Next (available in Japan and South Korea), Pepsi Raw, Pepsi Retro in Mexico and Pepsi Ice Cucumber in Japan.


COMAPARISION BETWEEN COCA COLA & PEPSI PRODUCTS:
S.No Coca Cola Product PepsiCo Product
1 Coke Pepsi
2 Diet Coke Pepsi Diet
3 Thums Up Pepsi
4 Limca Mirinda Lemon
5 Fanta Mirinda Orange
6 Maaza Slice
7 Sprite 7up
8 Sprite Montain Dew
9 Minute Maid Pulpy Orange Tropicana
10 Kinley Mineral Water Aquafina Mineral Water
11 Kinley Club Soda -
12 Georgia Coffee -
13 - Lays Products
14 - Lehar Products





SWOT ANALYSIS
SWOT ANALYSIS
STRENGTH:
Consumers across the globe choose our brands for refreshment more than a billion times every day because Coca-Cola is...
• The Symbol of Quality
• Customer and Consumer Satisfaction
• A Responsible Citizen of the World
Coca Cola has been constantly innovating in terms of products to offer such incisive products to every user segments which cater more than 1 billion people per day.
Coca Cola has a very innovative Research and Development divisions to develop new tastes and flavours.
Over 55000 employees are working for one organization across the globe. So, these standards are the strengths of Coca Cola Company.


WEAKNESS:
It is very difficult to any company to maintain its operation in more than 200 countries successfully, So Coca Cola is also phasing some problems which shows its weakness in some part of its operational countries which are as follows :
• Weak distribution network, particularly in some part of India.
• Company is also lagging behind in products like Lays and Lehar as compare to its main competitor PepsiCo.
• Company has offer very few products in India from its impressive product profile of more than 400 products across the globe.
• Coca Cola have incurred losses in some part of world.
• Some products are expensive as compared to its close competitors.
• The Coca-Cola Company, alone, could never reach and serve all of its consumers.



OPPORTUNITIES:
A company which serves over 1 billion people per day in more than 200 countries with refreshing series of more than 400 products has always have great opportunities to grab. Some of these opportunities are :
• Countries like India, company have great opportunities to serve over 1 billion people.
• In India company have more than 60 percent market share only with 11 products, So here big opportunity to offer more than 400 brand products from its product basket.


THREATS:
A company which serves in more than 200 countries is always prone to threats. Some of these threats are :
• Government Policy.
• Market Competitors mainly PepsiCo.
• Dependent over distributor for distribution.
• Wrong weather forecasting for production.
• Cultural Restrictions.







OBJECTIVE OF STUDY

OBJECTIVE

MBA is a stepping stone in the management career. In order to achieve practical, positive and concrete results, the classroom learning needs to be effectively feted to the realities of the situation existing outside the classroom.
Every study is incomplete without having a well planned and concrete exposure to the student, Management studies are not exceptional. Scope of the work at this level is very ranging.
So, my MBA institute provide us opportunity to work in external environment by Summer Internship Program and the Management Thesis. So, I decided to prepare my thesis on Coca Cola India. This Management Thesis will provide sound basis to adopt the theoretical knowledge and on the other hand it will give me the opportunity for exposure to the real market situation, it will give me the base practical experience which will be helpful throughout my professional career.
My topic of this management thesis is “Comparative Study of Different Promotional Schemes Adopted by Coca Cola India”.
The main objective of this thesis is to study the different promotional schemes adopted by Coca Cola India in the past and in present and compare the merits and demerits of these schemes. In this thesis I will also try to focus on the impact of these schemes both on the market and on the management of the Company.
In my initial study about the company I found that all the schemes are designed around the 3 P’s which are PLANET, PEOPLE and PORTFOLIO.











LIMITATION




LIMITTIONS

Following are the limitation for Coca Cola Company and trainees too are:

 The report is time barred .
 Volatility in the Sparkling soft drink market just because of seasonal effect.
 Bad perception in the mind of general public due to recent pesticides controversy.
 Competitor providing better schemes to increase its market share.
 Weak distribution network, particularly in some part of India.
 Company has offer very few products in India from its impressive product profile of more than 400 products across the globe.
 Some products are expensive as compared to its close competitors.
 The Company relies on numerous groups to work together to make our brands available to consumers throughout the world.
Questionnaire data was not filled properly by the retailers & even some of them refused to fill the same.











RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Factual material or Data unknown or untapped so far can be obtain from many sources direct or indirect. It is necessary to involve a systematic procedure to collect es¬sential data. Relevant data, adequate in quantity & qual¬ity sufficient reliable and valid should be collected. For this purpose one may use various devices. For each and every type of research certain tools are used to gather new facts or to explore new field are needed. The selection for suitable for collecting various kinds of information is the main purpose. The researcher may use ore or move of the tools in combination. He should familiarize himself with the nature, merits & limitation of these tools. I am also attempt to learn how to constructed and use them effectively. There are various tool of data collection. Before making major, decision about tool of data collection.


1. Observation:
The observation method is the most commonly used method especially in studies relating to behavioral sciences. In a way we all observe things around us but this sort of observation in not scientific observation.
Observation becomes a scientific tool and the method of data collection for the researches, when it serves a formulated research purpose, in systematically planned and recorded. Under the observation method, the information in sought by way of investigator's own direct observation without asking from respondent. The main advantage of this method in that subjective bias eliminated, if observation in done accurately.

Secondly the information obtained under this method relates to what event is happening it is not complicated by either the past behavior or intention or attitudes.Thirdly this method is independ¬ent of respondents willing to respond and as such is rela¬tively less-demanding of active cooperation on the part of respondents as happen to be the case in the interview or the questionnaire method. However observation method has various limitations.
Firstly it is an expensive method. Secondly, the informal ion provide by this method in very limited. Sometimes we talk of controlled and uncon-trolled observation if observation takes place in the natural setting, it may be termed as uncontrolled obser¬vation, but when observation takes places according to definite, pre-arranged plans, involving experimental pro¬cedure, the same is then termed controlled observation.
2. Interview Method:-
The interview method of collecting data involves presentation of oral-verbal stimuli and reply in term of oral-verbal responds. This method can be used through personal interviews and if possible through telephone in¬terview. A. Personal interviews:
Personal interview method requires a person known as the interviewer asking questions generally in a face to face contract to the other person(§). This sort of interview may be in the form of direct personal investi¬gation or it may be an indirect oral investigation. In the case of direct personal investigation the interviewer has to be collect.
Information personally from the sources con¬cerned. He has to be on the spot and has to meet people from whom data has to be collected. This method is par¬ticularly suitable for intensive investigation. The method of collecting information through personal interview is usually carried out in a structured wav. As such we all the Interviews as structured inter-views. Such interviews involve set of predetermines questions and of highly standardized tech¬niques of recording.
Thus the interviewer in a structured interview follows a rigid procedure had clown, asking questions in a form and order prescribed. As against it the unstructured interviews are characterized by a flex¬ibility of approach to questioning.
Unstructured interviews do not follow a system of predetermined question and standardized techniques of recording information. In a non structured interview, the interviewer is allowed much greater freedom to ask in case of need the supplementary questions or at times he may omit certain questions if the situation so requires. Unstructured interviews also demand deep knowledge and greater skill on the part of the interviewer.
With a variation in interview-techniques, the major advantages and weakness of personal interview can be enumerated in general way. The chief merits of the interview method are as follows:-
(I) More information and that too in greater depth can be obtained.
(ii) Interviewer by his own skill can overcome the re¬sistance, if any if the respondents, interview method can be made to yield an almost perked sample of the general population.
(iii) There is greater flexibility under this method as the opportunity to restructure questions is always there, especially in case of constructors interviews.
(iv) Personal information can as well be obtained easily under this method.
But there are also certain weaknesses of the interview method.
1. It is a very expensive method especially when large and widely spread geographical sample is taken.
2. There remains the possibility. Of the bias of inter¬viewer as well as that of respondent, there also remains the head chief of supervision and control of interviews.



3. This method in relatively more-time-consuming, especially when the sample in large and recalls upon the respondents are necessary. .
4. Under the interview method the interviews required for selecting and supervising the field-staff is more complex with problems.
B.Telephone interviews:-
This method of collecting information consists in contacting respondents on telephone itself. It is not a very widely used method, but plays important part in industries surveys, particularly in devolved regions. It is more flexible in comparison to mailing method because in this method, direct contract between respond and interviewer.
3. Questionnaires:-
This method of data collection is quite popular, particularly in case of big enquiries. It is being adopted by private individuals, research workers, private and public organizations and even by Governments. In this method a questionnaire is sent (usually by post) to the persons con-cerned with a request to answer the questions and return the questionnaire.
A questionnaire consists of a number of questions printed or typed in a definite order on a form or set of forms. A questionnaire is mailed to respondents who are expected to read and understand the questions and write down the reply in a space meant for the pur¬pose in the questionnaire itself. The respondents have to answer the question on their own.
The method of collecting data by mailing the questionnaires to respondents in most expensively em¬ployed in various economic and business surveys.
Merit
1. There is low cost even when the universe is large and widely spread geographically.
2. It is free from the bias of the interviewer. Answers are in respondents own words.
3. Respondents who are not easily approachable can also be reached conveniently.
4. Large samples can made use of and there the results can be made more dependable and reliable.
Demerits:-
1. Low rate of return of the duly filled in questionnaires biased due to the no response is often indeterminate.
2. It can be used only when respondents are educated and coopering.
3. The control over questionnaires may be lost once it is sent.
4. There is also the possibility of ambiguous replies or omission of replies altogether to certain question inter¬pretation of omission is difficult.
Main aspect of questionnaire
Quite often questionnaire is considered as the heart of a survey operation. Hence it should be very carefully constructed. If it is not properly set up, then the sur¬vey is bound to fail. This fact requires us to study the main aspect of questionnaires.
1. General Form:-
So for as the general for of a questionnaire is concerned, it can either be structured or unstructured questionnaire. Structured questionnaires are those questionnaires in which there are definite concrete and Teditemine questions. When those characteristics are not resent in a questionnaire, it can be termed as unstruc-ared on non structured questionnaires.
2. Question Sequence:-
In order to make the questionnaire effective and to ensure quality to the replies received, a researcher should pay attention to the question sequence in pre-par-g the questionnaire.
3. Question formulation and wording:-
With required to this aspect of questionnaire, the researcher should note that each question must be very clear for any sort of misunderstanding can do harm to a survey. Question should also be impartial in order not to give are biased picture of true state of affairs.
4. Schedules:-
Data collection through schedules is very much like the collection of data through questionnaire. The lit¬tle difference which lies in the fact that schedules (Performa containing a set of questions) are being filled in by the enumerators who are specially appointed for this purpose. These enumerators along with schedules go to respondents, put to them the questions from the Performa in the order the questions are listed and record the re¬plies in the for the same in the Performa. Enumerators explain the aim and objects of the investiga¬tion and also remove the difficult which any respondent may feel.

After going through the Company profile, the first step to start my thesis is the collection of data from different sources like consumers, distributors and the company management through the personal interviews and questionnaires. The second step will be the comparison of the collected data and to represent it through the following standards:
ANOVA: Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance is partitioned into components due to different explanatory variables.
T- TEST: T-test is any statistical hypothesis test in which the test statistic has a Student's t distribution if the null hypothesis is true. It is applied when sample sizes are small enough that using an assumption of normality and the associated z-test leads to incorrect inference.
BAR CHART: A bar chart, also known as a bar graph, is a chart with rectangular bars of lengths proportional to that value that they represent. Bar charts are used for comparing two or more values. The bars can be horizontally or vertically oriented. Sometimes a stretched graphic is used instead of a solid bar.
PIE CHART: A pie chart (or a circle graph) is a circular chart divided into sectors, illustrating relative magnitudes or frequencies or percents. In a pie chart, the arc length of each sector (and consequently its central angle and area), is proportional to the quantity it represents. Together, the sectors create a full disk. It is named for its resemblance to a pie which has been sliced.















DATA ANALYSIS

ANALYSIS

The soft drink market of India are by and large controlled and governed by the soft drink giant company, COCA-COLA and PEPSI. Except these two, there is a very weak and limited participation is felt by the CADBURY SCHWEEP.

The only presence of the two giant company doesn’t mean absence of competition rather a neck to neck competition, a dual of strategy and counter strategy is all time present to capture a greater market share. For extracting the total strength, two companies have a wide variety of soft drink.

Different flavour and different packs are available from both the companies. Let us take a glimpse of the different flavour available for both the company.
Flavour Coca-cola Pepsi
Cola Thums-Up, Coke Pepsi
Clear Lemon Sprite Mountain Dew, 7-Up
Cloudy Lemon Limca Lemon Mirinda
Orange Fanta Mirinda
Fruit Juice Maaza Slice
Soda Kinley Everess
Water Kinley Aquafina


By the survey of retailers out lets, we have got the relative demand of each different flavour both the companies

Flavour Coca-cola Pepsi
Cola Thums-Up, 35
Coke 25 Pepsi 40
Orange Fanta 60 Mirinda 40
Cloucly Lemon Limca 80 Lemon Mirinda 20
Clear Lemon Sprite 45 Mountain Dew 35
7’ UP 20
Fruit Juice Maaza 80 Slice 20
Soda Kinley 45 Evress 55
Water Kinley 40 Aquafina 60
TOTAL 410 290


DEMAND OF COLA FLAVOUR IN
RURAL AREA

For cola flavour coca-cola has two product’s coke and Thums-UP and Pepsi percentage in shown below.

Flavour Company Product Demand in %
Cola Coca-Cola Thums-UP 35
Coke 25
Pepsi Pepsi 40

It is represented by the following pie chart.


DEMAND OF ORANGE FLAVOUR IN
RURAL AREA

For orange flavour coca-cola has the product name is Fanta and Pepsi has the product range is Mirinda.

Flavour Company Product Demand in %
Orange Coca-Cola Fanta 60
Pepsi Mirinda 40
It is represented by the following pie chart.








DEMAND OF CLOUDY LEMON FLAVOUR IN RURAL AREA
Coca-cola has the most popular product limca in cloudy lemon flavour and Pepsi has Lemon Mirinda.

The relative demand is shown in the following table.
Flavour Company Product Demand in %
Cloudy Lemon Coca-Cola Limca 80
Pepsi Lemon Mirinda 20
It is represented by the following pie chart.

DEMAND OF CLEAR LEMON FLAVOUR
RURAL AREA

IN clear lemon coca cola has sprite, pepsi has two products . products in this are 7-up and Mountain Dew.

The relative demand is shown in the following table.
Flavour Company Product Demand in %
Clear Lemon Coca-Cola Sprite 45
Pepsi Mountain Dew 35
7’-Up 20
It is represented by the following pie chart.

DEMAND OF FRUIT JUICE IN RURAL AREA

In fruit juice Coca-Cola product is Maaza and Pepsi product is Slice. The demand of percentage is shown below :-

The relative demand is shown in the following table.
Flavour Company Product Demand in %
Fruit _Juice Coca-Cola Maaza 80
Pepsi Slice 20
It is represented by the following pie chart.

DEMAND OF SODA IN RURAL AREA

Coca-Cola has the product Kinley in Soda and Pepsi has Evress. The demand of % is shown below :-

Flavour Company Product Demand in %
Soda Coca-Cola Kinley 45
Pepsi Evress 55
It is represented by the following pie chart.


DEMAND OF WATER IN RURAL AREA

And the final and lost product from Coca-Cola is water KINLEY and the PEPSI is Aquafina . the demand of percentage is shown below :-

Flavour Company Product Demand in %
Water Coca-Cola KINLEY 40
Pepsi AQUAFINA 60

It is represented by the following pie chart.




DEMAND OF COCA-COLA AND PEPSI IN
RURAL AREA



OVER ALL MARKET DEMAND OF COCA-COLA AND PEPSI

Over all demand of Coca-Cola and Pepsi in Shahadra area is 58% coca-cola and 42% of PEPSI.




DEMAND OF COCA-COLA AND PEPSI IN VARIOUS CUSTOMER GROUP IN RURAL AREA

On the basis of survey and with the help of questionnaire. The demand of coca-cola and pepsi in various customer group is presented in the following table:-
Customer Company Demand of %
MALE COCA-COLA 65
PEPSI 35
FEMALE COCA-COLA 55
PEPSI 45
CHILDREN COCA-COLA 70
PEPSI 30



DEMAND OF FEMALE CUSTOMER GROUP N RURAL AREA

The demand of Female customer group is represented by the following chart:-

DEMAND OF VARIOUS PACKS OF COCA-COLA IN RURAL AREA

PACK DEMAND IN %

200 ML 40%
250/300ML 30%
500 ML 12%
1 Litre 3%
1.5 Litre 5%
2 Litre 10%


DEMAND OF CHIILDREN CUSTOMER GROUPIN THE RURAL AREA

THE DEMAND OF CHILDREN CUSTOMER GROUP IN RURAL AREA IS REPRESENTED BY THE FOLLOWING PIE CHART:





FINDINGS

FINDINGS

With the predetermined objective for finding the customer demand and retailers respondent for Coca-Cola product is AGRA CITY area. A detail survey of the retailer and proper analysis of the available data has been done.

Coca-Cola is having a greater customer demand for its product. Bur PEPSI is no longer for behind. They are also coming up with their full strength and has started to capture the market with & customasssers.

The total marked of Shashadra can be grouped in to main areas, Nand Nagri, Dilshad garden, Bhajanpura, Gokulpuri, Jyoti Nagar, Maan sarovar park, , Mojpur, Karaval Nagar, Bhajanpura, Sleempur, Sewa Dham Road. All there are quite vast and possess a fish customer demand. Numbers of outlets there from kirok toretorement. Denbite of bisg demand and loge number of our lets, company provider only and distributors









SUGGESTION AND CONCLUSIOON
SUGGESTION

Sometimes the delivery vans of Coca-Cola starts late from the distribution point and that of rivals reach early .so eateries, which generally serve soft drinks in the glass, buy the soft drinks from the delivery van which arrives first.
Salesman at the delivery van to be inconsistent on certain meters likes the concept of broken bottles. When dealing with the shop and the eatery owners some salesman do exchange bottles while some do not?
Finally, Following are the findings and suggestions after analyzing all data:

 Promotional scheme played important role in the sale of carbonated drinks.
 Availability is also the important factor in the sale of cold drink after taste.
 RTM and Red are the most successful policy of the company.
 Free bottles per crate offer will be more successful if it is club with the RED scoring instead of Sales Executive decision.
 Consumer are most interested in Bumper prize policy of promotion.

CONCLUSION
From the analysis of the data, it can be concluded that the market share of Coca-Cola is more than the market share of Pepsi. The demand of Coca-Cola’s product is more with the comparison of Pepsi product.
Supply of various flavours is not adequate. Flavour likes Limca and Maaza have a high customer demand, but their supply is irregular. Competitors are taking advantage of this
Replacement procedure of faulty bottles is very low. It promotes retairs dissatisfaction.
It can be noticed that the company has spent a lot on its advertising and sales promotion, its sales are better. The only thing that is lacking to some extent is service. So by enhancing the quality of service and also by modifying some of the routes of distribution, the company can gain more turnover from the market what the company just doing is just concentrating on increasing the sales without bothering the relationship with the retailers. So, instead of relying on volume of sales, the company should try to build a long-lasting relationship with the retailers.






ANNEXURE
Questionnaire

QUESTIONNAIRE FOR RURAL CONSUMER
Name :
Age : Gender :
Address :
City :
Q.1 Do you take carbonated drinks?
a) Yes b) No
Q.2 On what criteria do you select the drink of your choice? Rank the following in order of your preference.
a) Taste ( ) b) Brand ( )
c) Availability ( ) c) Advertisement ( )
Q.3 Do promotional schemes affect the choice of your drink?
a) Yes b) No
Q. 4 Which one of the following policies affects your selection of drink?
a) Discount Policy b) Promotional Policy
Q. 5 Four different companies launch different promotional schemes on their respective drinks. Rank
these schemes in order of your preference that will change your buying decision.
a) Money back offer on the bottle cap. ( )
b) Prizes on the bottle cap. ( )
c) Prices on the specific number of bottle caps. ( )
d) Bumper prize. ( )

QUESTIONNAIRE FOR RURAL DEALER

Outlet Name: Dealer Name:
Address :
Q1. Which marketing strategy or scheme dramatically affects the sale of Carbonated drinks?
a) Availability b) Proper Merchandizing
c) Good Advertising d) Low Price/Cost
Q2. Rank the following offers in order of your preference that attracts you the most to sell a particular brand of carbonated drink?
a) Brand that offer discounts ( )
b) Brand that offer good promotional schemes ( )
c) Brand that offer stock on credit basis ( )
d) Brand that offer good marketing support ( )
Q3. What is the effect of RTM (Route to Market) scheme on the sale of Coca Cola products?
a) Increase b) Decrease
Q4. What is the effect of the implementation of RED (Right Execution Daily) scheme on the sale of Coca Cola products?
a) Increase b) Decrease
Q5. What is the percent increase in the sale of Coca Cola products after the implementation of RED and RTM schemes?
a) Not Increase b) Increase 1 - 25%
c) Increase 26 - 50% d) Increase 51 - 75%
e) Increase 76 - 100% f) Increase more than 100%
Q6. Coca Cola Company is offer free bottles per crate on the basis of following criteria. Rank the following in order of your preference.
a) On the basis of sale per day. ( )
b) On the basis of prime location. ( )
c) On the basis of RED scoring. ( )
d) Decision made by the company’s Sales executive. ( )


REFERENCES

Finally, Following are the references which are used to collect the data till date:
 Agra Sales and Marketing.
 www.cocacola.com.
 www.cocacolaindia.com
 Different dealers in Agra and Aligarh.
 Consumers.
 Competitors.

jaypee

SUMMER TRAINING REPORT
ON
REAL ESTATE TRENDS IN THE CURRENT MARKET
SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY

ROLL NO. - ………….

INDUSTRY GUIDE UNDER THE SUPERVISION O


ACKNOWLEDGEMENTS

It was a great opportunity for me to work with JP Group, one of the leading companies in Real Estate business in India. I am extremely grateful to those who have shared their expertise and knowledge with me and without whom the completion of this project would have been virtually impossible.

Firstly, I express my sincere gratitude and thank to…….., Manager, Marketing, JP Group Industries, ……., New Delhi for whose kindness I have the precious opportunity of attaining training at JP Group. Under his brilliant untiring guidance I could complete the project being undertaken on the “REAL ESTATE TRENDS IN THE CURRENT MARKET” successfully on time. I would also like to thank the overwhelming support of all those people who helped me a lot with their suggestions and ideas in the making of this project report.






I would also like to thank my faculties of ……..for their constant enthusiastic encouragement and valuable suggestions, without which this project would not have been successfully completed.
I would also like to thank my parents and rest of my family members for being patient and very supportive always especially during the project study.













PREFACE


This report is one of a series based on an analysis undertaken by contraction and infrastructure Group to increase the body of knowledge in India about the significance of real-estate industry in facilitating economic productivity and enhancing National competitiveness. The reports aim to increase the house community's understanding.

A project team within construction India has undertaken this work - with the assistance, in some cases, of contract expertise, and the cooperation of all provincial and territorial governments in the provision of house and devolvement authority.





CONTENTS
Certificate
Acknowledgement
Preface
CHAPTER 1. INTRODUCTION
1.1 GENERAL INTRODUCTIONS ABOUT THE SECTOR.
1.2 INDUSTRY PROFILE.

CHAPTER 2. PROFILE OF THE ORGANIZATION
2.1 ORIGIN OF THE ORGANIZATION
2.2 GROWTH AND DEVELOPMENT OF THE ORGANIZATION
2.3 PRESENT STATUS OF THE ORGANIZATION
2.4 PRODUCT AND SERVICE PROFILE OF THE ORGANIZATION COMPETITORS
2.5 MARKET PROFILE OF THE ORGANIZATION

CHAPTER 3. DISCUSSION ON TRAININGS
3.1 OBJECTIVE OF THE STUDY
3.2 DESCRIPTIONS OF LIVE EXPERIENCES

CHAPTER 4. STUDY OF SELECTED RESEARCH PROBLEM
4.1 STATEMENT OF RESEARCH PROBLEM
4.2 RESEARCH DESIGN AND METHODOLODY
4.3 ANALYSES OF DATA
4.4 SUMMARIES OF FINDINGS
4.5 SUMMARY OF LEARNING’S EXPERIENCE
CHAPTER 5. DATA INTERPRETATION
CHAPTER 6. CONCLUSION AND RECOMMENDATIONS
Bibliography
Annexure



CHAPTER 1










1.1: GENERAL INTRODUCTION

REAL ESTATE INDUSTRY

The Delhi Residential real estate market has maintained its buoyancy in 2004. The growing housing demand of the burgeoning middle and upper middle class supported by the competitive low interest rates continues to fuel the growth of the suburban residential market.
This growth is evident in the overall evolution of the residential developments in the suburbs highlighted by the new highland mid end developments in Gurgaon and Noida, such as World Spa,Pinnacle, Belmonte, Uniworld City, The Forest etc. All these projects boost of high specifications in terms of quality of construction in comparison to the previous projects along with luxurious amenities and facilities. Also most of these projects have witnessed recompilation bookings to the extent of 75 to 80% both by endusers and investors.
The South Delhi residential market is mirroring a similar market sentiments the suburban region, the only difference being in the profile of the buyer. The demand is mainly led by small time investor group looking to place their funds in relatively liquid assets (as compared to other Real-Estate options) with a steady return on investment.
This heightened demanding South Delhi from investors (which include Indian residents as well as NRI investor) and end users has lead to a shortage of good quality stock in the prime areas. It is interesting to note that in the last 6-8 months, the supply and demand dynamics in the market have reflected a complete turnaround with demand outstripping the supply. This scenario has resulted into a



25-30% rise of capital values in colonies such as Vasant Vihar, Westend, PanscheelsPark, Defence Colony, Golf Links etc.

Rising trend of foreign investment in integrated townships.

Foreign investment in the integrated township sector is displaying a rising trend after the Government of India, in the first quarter of 2002, allowed up to 100% foreign direct investment (FDI) for the development of integrated townships with a minimum area of 100 acres. Although the policies governing investment in the sector are still largely restrictive in terms of pre-conditions for interested parties,
major developers, especially those from South East Asia, have been active in collaborating with local partners to execute large integrated township projects in major cities across the country.
The first FDI project in the sector was a 100-acre residential township proposed for development in Delhi’s suburban business district of Gurgaon. Indian infrastructure and property consultancy firm Feedback Ventures Ltd tied up with Malaysian developers Kontur Bintang and Westport for this project.
The total capital outlay is estimated to be USD 160 million.
Another Malaysian firm, IJM Berhad, is also involved in two major projects – a 2,200-unit apartment project in the southern city of Hyderabad in a joint venture with the Andhra Pradesh Housing Board (APHB) and a 500-acre integrated township in SAS Nagar in Mohali, in North India, for which a memorandum of understanding (MoU) has been signed with the Punjab Urban Development Authority (PUDA).


Two more prominent projects are underway in Bangalore and Chennai, involving Singapore-based developers Keppel Land and Lee Kim Tah Holdings respectively. While Keppel Land’s Bangalore

project is in association with private developer Purvankara Projects, Lee Kim Tah Holdings has signed a MoU with the State Industries Promotion Corporation of Tamil Nadu (SIPCOT) for the Chennai project.
These five major projects, committed within a span of two years since FDI was allowed in the sector, is testimony to the fact that regional developers are optimistic about the Indian real estate market, particularly the residential segment. However, a marginal relaxation in foreign investment pre-requisites is needed to further align India’s real estate market with its regional counterparts.

ECONOMIC OUTLOOK:

The Centre for Monitoring Indian Economy (CMIE) estimates that, India's gross domestic product (GDP) will grow significantly by 2003-2004. From July 1, for high-value real estate transactions, Form 37(I) Income Tax clearances are not required. Budget 2002 had provided for the repeal of this provision allowing the government the pre-emptive right to purchase immovable property. This is a progressive step that significantly reduces the three-month waiting period before large-value transactions could be registered. A Rs 50 billion (US$1.02 billion) Urban Reforms Incentive Fund (URIF) has been proposed to motivate agencies at every level to undertake infrastructure reforms. Extra funds have been announced to those States pushing reforms, especially in the context of the Urban Land Ceiling Act. The soft interest rates regime has lowered cost of funds to housing finance institutions, translating into a drop in interest rates. This has triggered off a large take-up of finance by end users.

CURRENT SCENARIO:

Office markets showed signs of revival towards the end of Q1 2002, post September 11. Outsourcing drove these to India of 'back office operations' of financial institutions and call centers. However, the market saw some uncertainty as a result of tensions on the India-Pakistan border. The subsequent travel warnings issued by some Western governments delayed decision-making. The market is now looking more buoyant, with most corporate perceiving the travel advisories as an over-reaction.
In Delhi, rental and capital values continue to be soft and the principle business districts are seeing movement of small corporate from secondary markets to the CBD, focused on A or B+ grade buildings. The suburban markets of Gurgaon and Noida are driven by larger space requirements of IT-enabled service (ITES) providers, primarily call centers. Major corporate offices are also relocating from the CBD to Gurgaon, primarily driven by quality and size of space offered. Landlords are offering single flexible and divisible floor plates of up to 25,000 sq ft.
There is a clear link between shifting corporate destinations and the boost this provides to housing. This is evident in Gurgaon in Delhi where residential take-up has been in tandem with corporate influx. The middle to upper middle class residential market is active across the country. This market is driven by:
Tax incentives offered by the government on housing loans.
Lack of other attractive investment options such as the stock market or personal savings schemes.
Improvement of transport linkages.
Good quality products offered at reasonable cost by developers to boost lack-lustre markets
The last quarter saw fresh leasing activity in Gurgaon with space commitments of approx. 150,000 sq. ft. However, values are expected to continue to be under pressure as new supply of over 65,000 sq. ft. is added.

In the next 8-12 months, demand for IT enabled services will be in excess of 1.2-1.4 million sq. ft. Approximately 65% of this demand is likely to be split over 6 cities: Mumbai, Pune, Delhi, Bangalore, Hyderabad and Chennai.

RESIDENTIAL VALUES:


Location Capital Values
Rs/ sq ft. Rental Values
Rs/sq. ft./ month
CENTRAL DELHI
Prime 10,200-18,500 100-150
SOUTH DELHI
Prime 14,500-15,500 140-150
Secondary 13,500-14,000 80-100
WEST DELHI
Prime (New Rajender Nagar) 12,300 50
Secondary 1,200-1,900 20-30
EAST DELHI
Prime 10,000-12,500 25-50
Secondary 1,200-1,500 15-20
GREATER NOIDA
Land 3,5000- 60,000 -
Apartments 11,200- 12,500 -

OFFICE MARKET

CURRENT SCENARIO:

Corporate take-up is driving Delhi's office market as well as call centers and other IT-enabled users.
Tenants are generally seeking fully fitted office space. In the CBD, such space is often vacated by corporate who have relocated to the suburbs. Sometimes landlords fit out space to attract good tenants. Takers of smaller office space such as Infar, Tellabs and Frederic R Harris in the CBD have opted for fully fitted facilities, vacated by previous tenants. In Gurgaon and Noida too, there has been take-up of fully fitted accommodation.
Most landlords offer air conditioning and power back up, supported by professional real estate property management. In the CBD, landlords of properties such as Ashoka Estate and Hindustan Times House have improved these buildings, which have enabled them to upgrade tenant profile.
The industrial areas of Udyog Vihar, Okhla and Mohan Co-operative too are seeing take-up by IT-enabled services. In the suburbs, developers have land and schemes, which are being marketed to corporate with large build-to-suit requirements. Noida and Gurgaon offer buildings with such larger floor plates which cater to large space users.



At present, Noida has better road infrastructure than Gurgaon. However, a six-lane flyover project on the National Highway 8 is scheduled to start soon in Gurgaon. This will improve the road connectivity to Gurgaon from Delhi.
Both Noida and Gurgaon have emerged as prime residential locations, which produce an English-speaking workforce capable of servicing call centres, and IT enabled services companies. There are

approx 40 call centres operational in Gurgaon and Noida. Call centres typically employ upwards of 100 people at a per-person-per-sq ft ratio of 70. Call center space take-up is therefore typically in excess of 7,000 sq ft upto approx 200,000 sq ft. Large players such as GE Capital, EXL Services, Spectramind and Daksh have head counts upwards of 2,500 operating out of multiple locations.

OFFICE VALUES:


Location Capital Values
Rs/ sq ft. Rental Values
Rs/ sq ft./ month
PRIME
Connaught Place A Grade** 17,000-19,000 100-150
Connaught Place B Grade** 15,000-16,500 70-100
SECONDARY
Bhikaji Cama Place# 13,000-14,000 50-60
Nehru Place# 13,000-14,000 30-50
Okhla Industrial Estate* 7,000-9,000 50-70
Okhla Industrial Area* 5,000-6,500 30-35
Mohan Cooperative*^ N.A. 25-60
SUBURBAN
Gurgaon A Grade 6,000-7,000 45-50
Gurgaon B Grade* 5,200-6,000 25-30
Noida A Grade 8,000-10,000 60-80
Noida B Grade 5,500-6,000 20-25
Greater Noida 6,400- 7,000 -


RETAIL

CURRENT SCENARIO:

Rentals are improving due to paucity of space in traditional retail areas of Connaught Place, South Extension, Greater Kailash I & II, Basant Lok, PVR complex and New Friends Colony.
Retailers are moving towards the affluent areas of Vikaspuri, Rajouri Garden, Pitampura and Vaishali in Ghaziabad. Approx 2.2 million sq ft of retail space will become available in the Delhi region over the next few years in approximately 15 malls, which are currently under construction.

Restaurants are major drivers of Delhi’s retail sector, in areas such as Basant Lok, Vasant Vihar, South Extension and Defence Colony.
RETAIL VALUES:


Location Capital Values
Rs/ sq. ft. Rental Values
Rs/ sq. ft./ month
Connaught Place
Inner Circle 8,000-9,000 120-150
Outer Circle - 70-100
South Extension 20,000-25,000 250-325
Basant Lok 12,000-15,000 110-120
PVR Saket 10,000-12,000 110-125
GK-I 20,000-25,000 250-350
GK-II 8,000-9,000 80-100
New Friends Colony 9,000-10,000 90-110
Noida 8,000-9,000 90-100
Gurgaon 5,000-6,000 50-60
Greater Noida 4,000- 6,000 -


RETAIL

DLF, MGF, Sahara and Ansals are each developing shopping malls in Gurgaon.
Regents Plaza is a shopping mall covering an area of 70,000 sq ft over four or five floors. It is going to be exclusively hosting fashion designers like Giorgio Armani, Versace & Gucci.

RESIDENTIAL
Feedback Ventures is developing 100acre residential development in Gurgaon
DLF has launched Trinity Towers, a 4 BR condominium development in Phase V Gurgaon
ATS Infrastructure has launched Phase II of ATS Greens in Sector 50, NOIDA
Kamalka Lakelands is a 9-hole golf course real estate project in Gurgaon
GESCO has launched Central Park, a 2,3, 4 BR condominium development in Gurgaon
Ardee Infrastructure is constructing The Residency, 4-BR, serviced, and uni-bed, low-rise apartments near South City, Gurgaon

COMPARATIVE:

PROMOTER
AREA PRICE
(basic) LOCATION
NRI CITY
PUTTING
GREENS 2104 Sq.ft
1900/-Per sq.ft
3 Bed room G.NOIDA
NRI CITY
PUTTING
GREENS 2362 Sq.ft 1900/-per sq.ft
4 Bed room G.NOIDA
NRI CITY
PUTTING
GREENS 4244 Sq.ft 2100/- per sq.ft
Penthouse G.NOIDA
PARSVNATH
PLATINUM 1500 Sq.ft G.NOIDA
ATS GREENS
VILLAGE 1300 Sq.ft
1500 Sq.ft
1750 Sq.ft
2800 Sq.ft 1700/-Sq.ft NOIDA
EXPRESSWAY
SEC-93A
STELLAR KINGS COURT 2003.5 Sq.ft
1702 Sq.ft
1507 Sq.ft 1650/- Sq.ft
WESTEND HEIGHTS
DLF 2700 Sq.ft
2500 Sq.ft 2000/- Sq.ft
2500/- Sq.ft GURGAON
ELDECO
GREEN MEADOWS SAVANNAH
1330 Sq.ft
GARDENIA
1510 Sq.ft
VERDANA
1610 Sq.ft
1595/- Sq.ft

1589/- Sq.ft

1660/- Sq.ft G. NOIDA
SEC Pi
PARSVNATH
GREEN VILLE 2000/- Sq.ft
Ground Floor
1950/- Sq.ft
1st and 2nd Floor GURGAON
ELDECO
RESIDENCY
GREENS TULIP
1665 Sq.ft
CARNATION
1455 Sq.ft
DAFFODIL
1200Sq.ft
1595/- Sq.ft

1566/- Sq.ft

1490/- Sq.ft G. NOIDA
SEC Pi






PROMOTER
AREA PRICE
(basic) LOCATION
SOUTHEND
FLOORS 925Sq.ft
1412 Sq.ft
1490 Sq.ft
1570 Sq.ft 1486/- Sq.ft
1338/- Sq.ft
1342/- Sq.ft
1433/- Sq.ft SEC 48-49,SOHNA
ROAD
GURGAON
UNITEC
THE CLOSE UNIVERSAL
2000,2480,3170 sq.ft
INTERNATIONAL
RS. 2350/- Per sq.ft
Rs.2500/- Per sq.ft GURGAON
1657,1990,2113 sq.ft Rs.2000/- sq.ft GREATER NOIDA


COMPANY PROFILE









Jaypee Group was founded by Mr. Jai Prakash Gaur in 1958 as a civil contracting firm. In 1979, they came to be known as Jaiprakash Associates Private Ltd (JAPL). Jaypee Rewa Cement Plant (JRCL) with an initial capacity of 1 million tonnes was established in 1980. This marked the beginning of Jaypee Group's stronghold in the cements industry in India. Continuing the legacy was Jaypee Bela Cement Plant (JBCP) in 1996 with an initial capacity of 1.9 million tonnes.
The hospitality business of Jaypee Infratech is splendiferous with brand names in themselves. In 1980, JAPL set up Hotel Siddharth and Hotel Vasant Continental in New Delhi, landmarks in their respective areas. These were luxury epitomized and a centre places for all the key business conferences. Another crowning glories are Jaypee Place Hotel Agra and Jaypee Residency Manor Mussoorie. Both Jaypee Palace and Jaypee Residency Manor are iconic structures giving new definitions to hospitality business.
Jaypee Group's associate business areas extend to:

o Hydropower Projects operational in Bapsa- II and Karcham Wangtoo (H.P.) and Vishnu Prayag (Uttaranchal).
o Other Hydropower and Irrigation Projects under execution in Dulhasti and Baglihar in J&K, Tehri in Uttaranchal, Teesta - V in Sikkim, Tala in Bhutan, Sardar Sarover in Gujarat, Omkareshwar in M.P. and Alimineti Madhva Reddy Project in Andhra Pradesh.
o Educational institutions at Samirpur and Solan in Himachal Pradesh, Noida and Anoopshahar in Uttar Pradesh and Guna in M.P.
o 5 Star and 5 Star Deluxe Hotels in Mussoorie, Agra and Delhi.
o Golf Resort in Greater Noida, U.P.
o Taj expressway Project connecting Agra with Noida.
o Integrated Township in Greater Noida.
o Information Technology
The integrated township by Jaypee Group is Jaypee Greens. This is 450 acres of peace and tranquility of the wilderness in Greater Noida. It includes two golf resorts, villas, penthouses, condominiums, studio apartments, commercial complexes and shopping malls. Jaypee Infratech in an upcoming real estate and construction company as far as new projects are concerned. It is already an established brand name in other key business areas it covers. In residential and commercial properties developments, Jaypee is an emerging name and will continue their rising story with the quality standards touching a new high.






CHAPTER 2





















2.1 ORIGIN OF THE ORGANIZATION
The Jaypee Group is a well diversified infrastructural industrial conglomerate in India. Over the decades it has maintained its salience with leadership in its chosen line of businesses - Engineering and Construction, Cement, Private Hydropower, Hospitality, Real Estate Development, Expressways and Highways. The group has been discharging its responsibilties to the satisfaction of all its shareholders and fellow Indians, summed by its guiding philosophy of "Growth with a Human Face"

2.2 GROWTH AND DEVELOPMENT OF THE ORGANIZATION
Transforming challenges into opportunities has been the hallmark of the Jaypee Group, ever since its inception four decades ago. The group is a diversified infrastructure conglomerate and has a formidable presence in Engineering & Construction along with interests in the power, cement and hospitality. The infrastructure conglomerate has also expanded into real estate & expressways.
ENGINEERING & CONSTRUCTION
The Engineering and Construction wing of the group is an acknowledged leader in the construction of multi-purpose river valley and hydropower projects. It has had the unique distinction of executing simultaneously 13 hydropower projects spread over 6 states and the neighboring country Bhutan for generating 10,290 MW of power. The group has been assigned “CR1” grade by ICRA Ltd indicating very “Strong Contract Execution Capacity with best prospects of timely completion of projects without cost overruns etc. for projects with average value of Rs.2500 crores.” It is the only group in India, which pre-qualifies on its

own for the bidding of various projects that are awarded in the country.
A leader in engineering & construction of hydropower projects in India, the Company has the largest market share in the Indian hydropower, E&C and EPC sector having participated in 54% of hydropower projects developed in 10th 5-Year Plan in different capacities.

The company also has the distinction of executing three out of five hydropower projects contracted on an EPC basis in the country till March 2007. Two of these, 300 MW Chamera - II and 520 MW Omkareshwar, have been completed ahead of schedule.

The 900 MW Baglihar (Stage-I and II) hydroelectric project in Jammu & Kashmir, in the challenging environment of the State with 22 million cubic meters of concrete, has been the largest EPC project executed in the country in hydropower sector, so far.

The key non-EPC projects completed/under execution across India are -
• 1450 MW Sardar Sarovar Project, the largest water resource project in India,
• 1000 MW Tehri Dam, Asia's highest rockfill dam.,
• 1000 MW Indira Sagar Power House, second largest surface power house in the country.
•

•

• 1500 MW Nathpa Jhakri Power House, the largest underground surface power house in the country.
The in house Design and Consultancy company, Jaypee Ventures Pvt. Ltd. (JVPL), gives JAL a competitive edge over its rivals. The design and engineering arm has been awarded “CT1” grade by ICRA with CIDC (The Construction Industry Development Council). This is the highest rating assigned to consultants in the field of engineering.

CEMENT
Jaypee group is the 3rd largest cement producer in the country. It produces Ordinary Portland Cement and Pozzolana Portland Cement under the brand names “Buland” and “Buniyad”. Its Cement Division currently operates modern, computerized process control cement plants with an aggregate capacity of 9.0 MTPA. The company is in the midst of capacity expansion of its cement business in Northern, Southern, Central, Eastern and Western parts of the country and is slated to be a 25 MTPA cement producer by the year 2010 and 30.5 MTPA by 2011 with Captive Thermal Power Plants totaling 308MW.

Post expansion the Group will have 8 integrated cement plants supported by 308 MW of Captive Thermal Power, 8 split location plants, 11 railway sidings and one jetty giving the Group a pan India presence in cement sector.
POWER
Jaypee Group, an integrated power player in the country after having established a strong presence in the Hydro-Power Sector has initiated its entry into Thermal Power Generation, Power Transmission and

also forayed into Wind Power.

The group with its operational projects of 300 MW Baspa-II (Himachal Pradesh) and 400 MW Vishnuprayag (Uttarakhand) is India’s largest Private sector Hydro-power producer.

Besides this, 1000 MW Karcham Wangtoo project (Himachal Pradesh) is under advanced stage of implementation. In addition to these, with 2900 MW projects (2400 MW Lower Siang & 500 MW Hirong ) coming up in Arunachal Pradesh and 720 MW (270 MW Umngot and 450 MW Kynshi Stage –
II) in Meghalaya , the Group will have total hydro-power generation capacity of over 5000 MW.

The Group is also in the process of implementing 2 x 660 MW pit head based Nigrie Thermal Power Plant in District Singrauli of M.P. and is setting up through M/s Suzlon, 50 MW of Wind Power in two phases of 25 MW each in Maharashtra.

The Group is setting up Transmission System associated with 1000 MW Karcham Wangtoo Hydro Electric Project. The Transmission Project will consist of a 230 km long transmission line between Wangtoo in Himachal Pradesh and Abdullapur in Haryana.
HOSPITALITY
The Group owns and operates 4 Five Star Hotels, two in New Delhi and one each in Agra and Mussoorie with a total capacity of 643 rooms. Another state-of-the-art resort and SPA of 250 rooms is being set up in collaboration with SIX SENSES at Greater Noida.

REAL ESTATE AND EXPRESSWAYS
The Group is a pioneer in the development of India’s first golf centric Real Estate. Jaypee Greens - a world class fully integrated complex consists of an 18 hole Greg Norman Golf Course. Stretching over 450 acres, it also includes residences, commercial spaces, corporate park, entertainment and nature in abundance.

The Group is constructing 165 km long 6 lane Yamuna Expressway project from Noida to Agra and
ribbon development on 6250 acres at five or more locations along the expressway for commercial, industrial, institutional, residential and amusement purposes, will also be undertaken as an integral part of the project. In addition to this, 1047 km long 8 lane Ganga Expressway from Greater Noida to Ballia (Eastern Uttar Pradesh) will also be developed by the Group which will be the largest private sector infrastructure project in India.
SOCIAL COMMITMENTS
The group has always believed in growth with a human face and to fulfill its obligations it has set up Jaiprakash Sewa Sansthan (JSS), a ‘not-for- profit trust’ which primarily serves the objectives of socio – economic development, reducing the pain and distress in society and providing education at all levels of the learning curve with sixteen schools, two ITI’s and three universities.

For over 3 decades now Jaypee Group has supported the socio-economic development of the local environment in which they operate and ensure that the economically and educationally challenged strata of the work surroundings are also benefited from the group’s growth by providing education, medical and other facilities for local development.



Apart from this sustaining the ecological balance is of paramount importance. Our ecological management approach has led to efficient and optimum utilization of available resources, minimization of waste. Our group has also taken green initiatives, afforestation drives, resources conservation, water conservation, air quality control & noise pollution control and created a “green oasis’’ amidst the limestone belt at our cement complex in Rewa.

Because we know, the environment is the prime essence of healthy life and healthy living as what we do today will be reaped by the next generation.

2.3 PRESENT STATUS OF THE ORGANIZATION

Jaiprakash Associates registers phenomenal growth in turnover for H1FY09
PAT for H1FY09 at Rs 330.39 crore, up 35.71%; EBIDTA at
Rs 803.51 crore, up 34.5%
PAT for Q2FY09 up by 96.03% to Rs 203.13 crore; EBIDTA
up 60.79% at Rs 451.85 crore

H1FY09 Results (all comparisons with H1FY08)
• Total Income at Rs 2474.75 crore, up by 28.44 % from Rs 1927 crore
• EBIDTA at Rs 803.51 crore, up by 34.5% from Rs 597 crore
• PAT at Rs 330.39 crore, up by 35.71 % from Rs 243.46 crore
• PBT at Rs 475.51 crore, up by 38.54% from Rs 343.24 crore
• EPS of Rs 2.82, up by 27.03 % from Rs 2.22 per share
• Operating profit margin increased to 34 % from 30.9 %
• PAT margin increased to 13 % from 12.6 %
Q2FY09 Results (all comparisons with Q2FY08)
• Total income at Rs 1286.63 crore, up by 39.52% from Rs 922 crore
• EBIDTA at Rs 451.85 crore, up by 60.79% from Rs 281 crore
• PAT at Rs 203.13 crore, up by 96.03 % from Rs 103.62 crore
• PBT at Rs 284.37 crore, up 88.66% from Rs 150.73 crore
• EPS of Rs 1.73, up by 82.1% from Rs 0.95 per share
• Operating profit margin increased to 38 % from 30.4 %
• PAT margin increased to 16 % from 11.27 %
Highlights
• First Interim dividend @ 15% per equity share (Re. 0.30 per equity share of Rs 2/-) for the year 2008-09
• JAL’s wholly owned subsidiary – Jaypee cement Limited is in the process of setting up 3 MTPA plant in district Krishna, Andhra Pradesh for which mining lease has been allotted
• Setting up a cement plant of 3MTPA at Amrapatan in district Satna
• Setting up a cement plant of 2MTPA in district Satna
• MOU with Govt. of Chhattisgarh for setting up cement plant of 1.5 MTPA & Captive power plant of 25 MW in Chhattisgarh
• 3 MOUs with M P Trade & Investment Facilitation Corporation limited (TRIFAC), a Govt. of M.P. undertaking
• Allotted 1,00,00,000 equity shares of Rs 2/- each for cash at a premium of Rs 395/- per share to JVPL, against a equal number of share warrants issued to them at the rate of Rs 397/- per warrant
Segmental Division Results Highlights – H1 FY09

• Turnover from cement division (including cement products) at Rs 1060.79 crore
• Turnover from Engineering Division (including real estate & others) at Rs 1413.96 crore
Segmental Division Results Highlights – Q2 FY09
• Turnover from cement division (including cement products) at Rs 500.14 crore
• Turnover from Engineering Division (including real estate & others) at Rs 786.49 crore

New Delhi, October 21, 2008; Jaiprakash Associates Limited (JAL), the flagship of Jaypee Group is the leading infrastructure conglomerate having business interest in cement and cement production, engineering & construction, power, hospitality and real estate recorded remarkable performance with total income of Rs 2474.75 crore for the first half of FY 09; an increase of 28.44% as compared to Rs 1927 crore in the corresponding previous period. EBITDA for H1FY09 improved to Rs 803.51 crore; an


increase of 34.50% as compared to Rs 597.40 crore in the corresponding previous period. Net profit for the H1FY09 was at Rs 330.39 crore as against Rs 243.46 crore in H1FY08. The earnings per share (EPS) for H1FY2009 stood at Rs 2.82 per share.

Higher input costs resulted in higher expenses for the first half year which increased to Rs 1671.24 crore from Rs 1329.39 crore, an increase of 25.72% as compared to the same period in last fiscal.

JAL’s all operating subsidiaries – Jaiprakash Hydropower Ltd., Jaiprakash Power Ventures Ltd., Jaypee Hotels Ltd. with its robust performance has made JAL a unique organization, whereby bucking the general trend total income for the Q2FY09 registered a growth of 39.52% and stood at Rs 1286.63 crore.


EBIDTA for Q2FY09 was at Rs 451.85 crore. Operating margins for Q2FY09 stood at 38%. The share of revenue from cement division (including cement products) during the quarter constituted 38.87% of



the Revenue while engineering division (including real estate & others) during the quarter constituted 61.13% of the revenue.

Net profit at Rs 203.13 crore for the quarter ended September 30, 2008 registered a robust growth of 96.03% over the corresponding quarter of the previous year. Continued improvement in operational efficiencies and cost control measures has enabled it to register an increase in the Operating Margins to 38 % from 30.4% in Q2FY08. Higher input costs resulted in higher expenses for the quarter which increased from Rs 641.20 crore to Rs 834.78 crore, an increase of 30.19% as compared to the same period in last fiscal.

Commenting on the Company’s performance for H1 & Q2 FY2009, Mr. Manoj Gaur, Executive Chairman, Jaiprakash Associates Ltd., said, “Strong fundamentals of the organization combined with

diversification in related businesses with each business on its own strength achieving remarkable growth has helped JAL to achieve all round improved performance. In the current fiscal, the momentum in all the business sectors be it cement, E&C and power remains strong and unaltered. As the organization has achieved financial closure of each project/s in time and

despite anxious credit conditions, JAL projects are on right track and we are committed to post handsome growth quarter after quarter”.




With each business on growth trajectory Jaypee Group in last twelve months has added over 4200 new people in its work force and the human capital base of the group has now grown to 20, 000 people

approximately. The company expects that approximately 600 more people are expected to join the group in next six months.

Mr. Gaur further explained, “Contrary to general perception of down syndrome in real estate, the real estate division of the group has clocked sale of 4 mn sq. ft. in last eleven months out of which 1.7 mn sq. ft. has been sold in the first half of the current fiscal i.e. (period April 08 to September 08). The impeccable track record of JAL in execution and with no forex exposure, we are confident that the real estate business of the group shall continue to march forward with unabated momentum as clocked so far”.

OUTLOOK
All the sectors of the company are on track to register robust growth and work is progressing in the right direction with momentum. The group’s aggregate new cement capacities in excess of 6 MT are under



advanced stages of completion and plants are poised to be commissioned at Sidhi (MP), UP and Gujarat. By the end of the fiscal the group shall have in excess of 18 MTPA of cement capacity in operation. Construction work on approximately 135 km of the expressway (165 km Yamuna Expressway project)

is in progress. Financial tie-up of the expressway project has been completed and the project is scheduled to be completed by 2010. The power business of the company is also progressing well and


both, Baspa - II and Vishnuprayag projects are generating energy in excess of their design energy. Work on the group’s 1000 MW Karcham-Wangtoo project is progressing on fast track basis with the project



slated for commissioning six months ahead of schedule. The company has also completed Phase – I of 450 MW Baglihar project in J&K in keeping with its reputation of successfully completing projects in the most challenging conditions. JAL has got nil foreign exchange exposure that can be adversely affected due to the global turmoil. Its series III foreign currency convertible bonds (FCCBs) issued in 2007 are due for conversation only in 2012. JAL, has the strongest credentials when it comes to project execution, building new capacities, be it hydropower or cement and has consistently delivered in enhancing shareholder value.

2.4 PRODUCT AND SERVICE PROFILE OF THE ORGANIZATION COMPETITORS

MAJOR COMPETITORS IN THE REAL ESTATE MARKET
UNITECH
Unitech entered civil engineering in 1974 with its sights firmly set on the future. And that's where our vision is fixed today. Building upon experience and expertise Unitech is constantly looking for ways to improve all our lives. From power transmission lines and highways to theme parks, from steel plants to

residential developments, from indoor stadiums to hotels our work is often pioneering and always challenging. Our enviable track record proves our ability to deliver.

Launch of Iconic Towers - AQUA & TERA (part of the Unitech Grande)



Imagine living in masterpieces of Architecture, the tallest residential buildings in NCR.A tribute to the men and women who outperform mere potential.

Launch of Uniworld City in Mohali (part of the Chandigarh Tricity.)
17th Jan'08. Surrounded by acres of greenery, Uniworld City. Mohall is just a 15 minutes drive away from the Chandigarh airport as well as from the proposed Mohali airport.

Launch of residential project Harmony at Uniworld City in Kolkata
16th Aug'07

An ensemble of impressive towers enclosing a breathtaking Central Park, Harmony is located in southeast corner of Uniworld City.


DLF
The DLF group is a leading real estate developer in India. The group has over 224 million sq. ft. of existing development and 748 million sq. ft. of planned projects. DLF is committed to quality, trust and customer sensitivity, and deliver on promises with agility, financial prudence and in tune with the highest global standards. The company has also entered into several strategic alliances with global industry leaders.
The core business traditionally has been into three prime divisions: Homes, Offices and Shopping Malls. To these DLF has added three more divisions: Hotels, Infrastructure and SEZs.
With over six decades of excellence, DLF is a name synonymous with global standards, new generation workspaces and lifestyles. The Group has a distinction of developing commercial projects and technology parks that are at par with the best in the world.
DLF has pioneered the 'walk-to-work' concept in the 3,000-acre DLF City, where well-planned residential developments are integrated with modern business and commercial complexes. DLF's contemporary workplaces are equipped with modern facilities that synchronize functional efficiencies with aesthetic appeal and have been identified as preferred destinations by leading MNC's and Indian corporate, including many Fortune 500 companies.
Business Enterprise in real estate industry are expanding at phenomenal pace to meet the ever expanding demand for office and commercial space, especially for the knowledge industry.

Recent research carried out by McKinsey NASSCOM estimates the total demand for office space to go up to 500 million sq.ft. in the next 10 Years with IT/BPO contributing 60-70%. The remaining 25-40% shall be met by non-IT and manufacturing sectors.
Built on a foundation of strong lineage and an established reputation, DLF Home Developers, the residential business group of DLF, has been a trendsetter in contemporary urban development and housing. These developments have always been all embracing with comprehensive solutions for eminent and quality living.
DLF has pioneered some of the best-known urban housing and retail destinations in Delhi including South Extension, Greater Kailash, Rajouri Garden, Model Town, Hauz Khas and Kailash Colony.
Featuring International standards geared to serve customer needs, the Group's complexes are truly a reflection of quality living and contemporary lifestyles. The product categories of the Group deliver the synergistic strengths of good architecture, appropriate designs, impressive aesthetics and safety features.
The Group is also establishing partnerships with reputed leaders in the field of education, healthcare, and hospitality services.
DLF’S DOMINANT CURRENT POSITION IN INDIAN HOMES SEGMENT
PIONEERED TOWNSHIPS AND GROUP HOUSING IN INDIA
• 220 million square feet developed as colonies and townships in the past, including 17 million square feet of residential properties
• Offers superior products in the super-luxury category
• Several world-class projects in the pipe-line

• Expansion into multiple cities across country
INDIA’S LEADING PLAYER IN HOMES:
• Three generations of relationships with customers
• Trusted brand
• Superior execution track record
SUPERIOR PLANNING AND EXECUTION
UNIQUE ABILITY TO CREATE INTEGRATED TOWNSHIPS
• Pioneered the development of integrated townships with DLF city
• Creating the right mix of high quality housing, state-of the art offices, IT parks, world-class shopping malls, digital entertainment, leisure and recreation, efficient Infrastructure, schools, hospitals and other community spaces like parks and clubs

STRONG SALES AND MARKETING ENGINE
• Large network of dedicated direct sales agents
• Close working relationships with financing institutions
• High-caliber in-house team well positioned across the country



ANSAL PLAZA:
Ansal Plaza in Delhi at HUDCO Place revolutionized the shopping tradition as it brought the western mall culture and changed the task of shopping into a major style statement. Built by Ansal - API, in a prime location of South Delhi, Ansal Plaza soon changed the face of New Delhi. Ansal Plaza in New Delhi accommodates many international brands. It boasts of exquisite infrastructure with huge underground parking lot. The open air ampi-theatre in the centre of Ansal Plaza Delhi is very famous for organizing music shows, kavi-sammelans, exhibitions, promotional activities as well as fashion shows. The astounding construction with fountain and lush green surroundings has made Ansal Plaza, a landmark in Delhi.
The two major brands at Ansal Plaza are Marks & Spencer and Shoppers' Stop. One can find all major brands in it. It can be called a "one stop shop for all." It accommodates garment shops, book shop, music shop, mobile shop, candy shop, gift shop, jewelry shop, sports accessories shop, art gallery, toy shop, beauty shop and many more. Several popular fast food joints are also housed in there like Subway, Mc. Donald's, Amoretto's, Geoffrey's, Pizza Express and Nescafe. The Funkie Orbit is a major attraction for kids. Ansal Plaza is one of the important malls in New Delhi that also offers exclusive services of Hutch, J&K Bank and Club Mahindra Holiday.
Ansal Plaza is undoubtedly a paradise for shopping freaks as the excellent services provided with the best of brands available all under one roof. It has certainly become a brand in itself. Indiahousing.com offers the address of Ansal Plaza to meet all your shopping needs.

REAL ESTATE LIST

Ansals
Parsvnath Noida
HDIL Housing Development and Infrastructure Ltd.
Unitech Property

Ansal Plaza
Ashiana Builders and Developers
Arun Dev Builders
Unitech Kolkata

Ansal API
K Raheja Universal Builders
HDIL Issue
Vatika City Builders

Ansal Buildwell
GMR Infrastructure
Unitech India
Omaxe Group India Limited

Ansal Housing and Construction Limited
Prestige Homes
Unitech Builders India
Triveni Constructions and Properties

Parsvnath City
Mahagun Builders
Unitech Bangalore
Vatika Group

Parsvnath Builders
Shipra Real Estate Group
Unitech Greater Noida
TDI Developers

Parsvnath Gurgaon
Mahindra GESCO Developers
Vipul Builders Gurgaon
TDI Constructions and Builders

DLF Group India
DLF IPO
DLF Properties
DLF Gurgaon

DLF Kochi
DLF Projects
DLF Chennai
DLF Kolkata

DLF Golf Club
DLF Builders
DLF Flats
DLF Malls

DLF Real Estate
DLF Apartments
DLF Phase 1
DLF Phase 2

DLF Phase 3
DLF Phase 4
DLF Phase 5
DLF SEZ

Eldeco Group
Gaursons
Supertech Builders And Developers
Jaipuria Group

Kalpataru Builders
Sahara Infrastructure
Shipra Group
Confident Group

Eros Group
Goel Ganga Group
Montvert Builders And Developers
Alpine Group

Pushpanjali Builders
Achievers Builders
JMD Builders
Tata Housing

Prestige Builders
Shriram Builders
Dwarkadhis Builders
Kanakia Builders

Shapoorji Pallonji Group
Adarsh Developers
Appaswamy Real Estate Builders
Chaitanya Builders

Navin Group of Builders
M2K Developer
Crossings Republik
Emaar MGF Group

Godrej Properties
Panchsil Realty Group
Bearys Group
Vascon Engineers

D S Kulkarni Builders & Developers
Oberai Constructions
Purvankara Builders
Jaypee Infratech

Larsen & Tourbo
HUDCO
CREDAI
Kolte Patil Developers

Future Group



2.5 MARKET PROFILE OF THE ORGANIZATION
The Jaypee group is a well diversified infrastructural industrial group of India with a turnover of over Rs.3000 crores (USD 650 million) that commenced its operations in 1972 as a partnership firm then known as Jaiprakash Associates.

Three decades later with growth and diversification the group is now engaged in the businesses of Engineering and Construction, Manufacturing & marketing of Cement, Development of Hydro-Power projects in the Private sector, Engineering Design and Consultancy Services, Expressways and Highways Development, Hospitality, Golf Resorts and Real Estate Development and Information Technology.

JAL, an acknowledged leader in the construction of multi-purpose river valley and hydropower projects,

is capable of undertaking any such project anywhere in the world on EPC (Engineering, Procurement and Construction) basis. It has the experience and expertise to successfully complete such projects in challenging terrain under severe and adverse weather conditions. Most of the hydropower projects of the

company are located in the Himalayas, which throws up major geological surprises including ruptured rocks, squeezing rock conditions and water bodies, frequently making the task that much more

challenging and tough. The company has executed around 127 km. of tunnelling work, mostly in the Himalayan range.
The group has a unique niche in the private power sector on Build Own Operate basis with :

300 MW Power Station in Baspa, Himachal Pradesh already in operation (India’s largest Hydroelectric Power Station in Private Sector) producing more than 1200 million units of clean & green energy, annually.

400 MW Vishnuprayag Power Project in Uttaranchal in advanced stage of implementation which is slated for commissioning by mid 2006, to produce 2000 million units of clean & green energy.

1000 MW Karcham Hydro Power Project now being taken for implementation in Himachal Pradesh with planned completion by 2010, to produce 4560 million units of energy

THE VARIOUS GROUP COMPANIES ARE:
Jaiprakash Associates Ltd. is the flagship company of the Group and an acknowledged leader in construction of river valley and hydropower projects on turnkey basis and has been in the business for more than 3 decades. The company has had the unique distinction of executing simultaneously 13

hydropower projects spread over 6 states and the neighbouring country of Bhutan for the generation of 10,290MW of power. It is the only engineering company in India to be assigned "CR1" grade by ICRA indicating 'very strong contract execution capacity' for hydropower (EPC) contracts with average values of upto Rs.2,000 crores. The company has now made its foray into highway construction.

The Cement Division of Jaiprakash Associates Ltd. located at Rewa, Madhya Pradesh has 3 plants (and a grinding unit), with an aggregate production capacity of 7 million tonnes per annum. This is the single-largest cement complex at one location in India.
Jaiprakash Hydro-Power Ltd. is a subsidiary of Jaiprakash Associates Limited and is operating the 300 MW
Baspa-II power station in Himachal Pradesh after commissioing it in June 2003.
Jaiprakash Power Ventures Ltd. and Jaypee Karcham Hydro Corporation Ltd. are implementing the 400 MW Vishnu Prayag hydroelectric project in Uttaranchal and the 1,000 MW Karcham-Wangtoo hydoelectric project in Himachal Pradesh respectively.
Jaypee Ventures Ltd., the design and engineering arm of the group for mega hydroelectric projects has been assigned CT-1 grade by the Credit Rating Agency (ICRA) and the Construction Industry Development Council (CIDC). This is the highest rating assigned to consultants in the field of engineering.
Jaypee Hotels Ltd. has four 5-star deluxe hotels, 2 in Delhi and 1 each in Agra and Mussoorie.
Jaypee Greens Ltd. is developing the 450 acre, Jaypee Golf Resort, with the 18-hole 'Greg Norman Signature' golf course already operational. This international 18-hole championship course, with a length of 7,343 yards, is the longest in India and third largest in Asia.


Jaiprakash Enterprises Ltd. undertakes contracts of civil engineering construction of varying magnitude in various parts of the country including complex industrial construction of large size thermal plants.
JIL Information Technology Ltd. the infotech arm of the Group has pioneered India's first digital classroom teaching aid, 'Bhartiyavidya'. It also delivers high quality, cost-effective IT-enabled software sloutions and services.

Jaiprakash Sewa Sansthan, a ‘not-for-profit' Trust, is the service wing of the Group with special emphasis on education at all levels of learning curve. This education initative is catering to over 9,000 students through 12 institutions including 3 centres of higher learning.
Jaypee Greens presents first of its kind Golf centric real estate development in India located in Greater Noida - Stretching over 450 acres of nature,and includes a 18 Hole championship level Golf Course, Golf Resort& Spa, an Integrated sports complex, 60 acre nature reserve, lakes and landscaped parks. The Star Court masterfully crafted apartment towers of 15 storeys, are like islands in the sky, surrounded by landscaped greens. Each apartment offers expansive views of the golf course and landscaped greens, inviting the light and nature, indoors.
Jaypee Greens is a venture of Jaypee Group, a well-diversified infrastructural and industrial group with a turnover of over Rs. 3500 crores. Jaiprakash Associates Limited is the flagship company of the Group and is an acknowledged leader in construction of River valley and Hydropower projects, Engineering and Construction, Cement manufacturing, Hospitality, Real Estate Development, and Infrastructure development in the form of Expressways and Highways







CHAPTER 3




















3.1 OBJECTIVE OF THE STUDY

 To present an overview of the Real Estate Industry.
 To critically analyze the Future Trends in Real Estate Industry.
 To critically evaluate the position and prospect of major players in Real Estate Industry.
 To enquire about the future prospect of Real Estate Industry


3.2 DESCRIPTIONS OF LIVE EXPERIENCES
This is one of the primary things that are required within the company. During my visits to different Company, I came across that there is no awareness of the company in the form of posters, stands and other related things. One thing that I would like to recommend would be the introduction of more promotional activities so as to generate more revenues for the company. Company can introduce more--
– Schemes
– Get together’ for channel partners
– Brand recognition in the market
– To Keep more inventories
– Advertisement in Institutional Areas

Although every effort has been in to collect the relevant information through the sources available, still some relevant information could not be gathered.


 Busy Schedule of Concerned Executives: The concerned executives were having very busy schedule because of which they were reluctant to give appointment.

 Time: The time duration could not provide ample opportunity to study every detail of the company.

 Unawareness: Executives were unaware of many terms related to same while asking to them.

 Confidential Information: As the company on account of confidential report has not disclosed some figures. Moreover, in some cases separate accounts of division are not separately maintained thereby, leading to restrictions in study.




















CHAPTER 4



















4.1 STATEMENT OF RESEARCH PROBLEM
Research is a common language refers to a search of knowledge. Research is scientific & systematic search for pertinent information on a specific topic, infect research is an art of scientific investigation. Research Methodology is a scientific way to solve research problem. It may be understood as a science of studying how research is don’t scientifically. In it we study various steps that are generally adopted by researchers in studying their research problem. It is necessary for researchers to know not only know research method techniques but also technology.

The scope of Research Methodology is wider than that of research methods.
The research problem consists of series of closely related activities. At times, the first step determines the native of the last step to be undertaken. Why a research has been defined, what data has been collected and what a particular methods have been adopted and a host of similar other questions are usually answered when we talk of research methodology concerning a research problem or study. The project is a study where focus is on the following points:

4.2 RESEARCH DESIGN AND METHODOLOGY

Research is a common language refers to a search of knowledge. Research is scientific & systematic search for pertinent information on a specific topic, infect research is an art of scientific investigation. Research Methodology is a scientific way to solve research problem. It may be understood as a science of studying how research is don’t scientifically. In it we study various steps that are generally adopted


by researchers in studying their research problem. It is necessary for researchers to know not only know research method techniques but also technology.
The scope of Research Methodology is wider than that of research methods.
The research problem consists of series of closely related activities. At times, the first step determines the native of the last step to be undertaken. Why a research has been defined, what data has been collected and what a particular methods have been adopted and a host of similar other questions are

usually answered when we talk of research methodology concerning a research problem or study. The project is a study where focus is on the following points:

RESEARCH DESIGN:
A research design is defined, as the specification of methods and procedures for acquiring the Information needed. It is a plant or organizing framework for doing the study and collecting the data. Designing a research plan requires decisions all the data sources, research approaches, Research instruments, sampling plan and contact methods.
Research design is mainly of following types: -
1. Exploratory research.
2. Descriptive studies
3. Casual studies



EXPLORATORY RESEARCH:

The major purposes of exploratory studies are the identification of problems, the more precise Formulation of problems and the formulations of new alternative courses of action. The design of exploratory studies is characterized by a great amount of flexibility and ad-hoc veracity.
DESCRIPTIVE STUDIES :

Descriptive research in contrast to exploratory research is marked by the prior formulation of specific research Questions. The investigator already knows a substantial amount about the research problem. Perhaps as a Result of an exploratory study, before the project is initiated. Descriptive research is also characterized by a Preplanned and structured design.
CASUAL OR EXPERIMENTAL DESIGN :
A casual design investigates the cause and effect relationships between two or more variables. The hypothesis is tested and the experiment is done. There are following types of casual designs:
I. After only design
II. Before after design
III. Before after with control group design
IV. Four groups, six studies design
V. After only with control group design.
VI. Consumer panel design


VII. Exposit facto design

4.3 ANALYSES OF DATA
A) DATA COLLECTION METHOD



PRIMARY SECONDARY


Direct personal Interview
Indirect personal Interview
Information from correspondents Govt.publication
Mailed questionnaire Report Committees & Commissions
Question filled by enumerators. Private Publication
Research Institute

PRIMARY DATA:

These data are collected first time as original data. The data is recorded as observed or encountered. Essentially they are raw materials. They may be combined, totaled but they have not extensively been statistically processed. For example, data obtained by the peoples.
SECONDARY DATA:
Sources of Secondary Data
Following are the main sources of secondary data:

1. Official Publications: Publications of the JAYPEE REAL ESTATE and by the corporate office of JAYPEE REAL ESTATE.

2. Publications Relating to Trade: Publications of the trade associations, stock exchange, trade union etc.

3. Journal/ Newspapers etc.: Some newspapers/ Journals collect and publish their own data, e.g. Indian Journal of economics, economist, Economic Times.
4. Data Collected by Industry Associations: For example, data available with JAYPEE REAL ESTATE.
5. Unpublished Data: Data may be obtained from several companies, organizations, working in the same areas. For example, data on JAYPEE REAL ESTATE magazines.
Period of Study: This study has been carried out for a maximum period of 8 weeks.

Area of study: The study is exclusively done in the area of marketing. It is a process requiring care, sophistication, experience, business judgment, and imagination for which there can be no mechanical substitutes.




Sampling Design: The convenience sampling is done because any probability sampling procedure would require detailed information about the universe, which is not easily available further, it being an exploratory research.

Sample Procedure: In this study “judgmental sampling procedure is used. Judgmental sampling is preferred because of some limitation and the complexity of the random sampling. Area sampling is used in combination with convenience sampling so as to collect the data from different regions of the city and to increase reliability.

Sampling Size: The sampling size of the study is 50 users.
METHOD OF THE SAMPLING

PROBABILITY SAMPLING:


It is also known as random sampling. Here, every item of the universe has an equal chance or probability of being chosen for sample.
Probability sampling may be taken inform of:

SIMPLE RANDOM SAMPLING

A simple random sample gives each member of the population an equal chance of being chosen. It is not a haphazard sample as some people think! One way of achieving a simple random sample is to

number each element in the sampling frame (e.g. give everyone on the Electoral register a number) and then use random numbers to select the required sample.
Random numbers can be obtained using your calculator, a spreadsheet, printed tables of random numbers, or by the more traditional methods of drawing slips of paper from a hat, tossing coins or rolling dice.

SYSTEMATIC RANDOM SAMPLING

This is random sampling with a system! From the sampling frame, a starting point is chosen at random, and thereafter at regular intervals.

STRATIFIED RANDOM SAMPLING

With stratified random sampling, the population is first divided into a number of parts or 'strata' according to some characteristic, chosen to be related to the major variables being studied. For this survey, the variable of interest is the citizen's attitude to the redevelopment scheme, and the stratification

factor will be the values of the respondents' homes. This factor was chosen because it seems reasonable to suppose that it will be related to people's attitudes




CLUSTER AND AREA SAMPLING


Cluster sampling is a sampling technique used when "natural" groupings are evident in a statistical population. It is often used in marketing research. In this technique, the total population is divided into these groups (or clusters) and a sample of the groups is selected. Then the required information is collected from the elements within each selected group. This may be done for every element in these groups or a subsample of elements may be selected within each of these groups.

NON PROBABILITY SAMPLING

It is also known as deliberate or purposive or judge mental sampling. In this type of sampling, every item in the universe does not have an equal, chance of being included in a sample.
It is of following type:

CONVENIENCE SAMPLING

A convenience sample chooses the individuals that are easiest to reach or sampling that is done easy. Convenience sampling does not represent the entire population so it is considered bias.

QUOTA SAMPLING

In quota sampling the selection of the sample is made by the interviewer, who has been given quotas to fill from specified sub-groups of the population.

JUDGMENT SAMPLING

The sampling technique used here in probability > Random Sampling.
The total sample size is 50 profiles.

4.4 SUMMARIES OF FINDINGS

BUSINESS STRATEGIES OF THE REAL ESTATE INDUSTRY

THE MARKETING CONCEPT

The marketing concept is a business philosophy that challenges the three business orientations we just discussed. Its central tenets crystallized in the mid-1950s.

• The marketing concept holds that the key to achieving its organizational goals consists of the company being more effective than competitors in cre¬ating, delivering, and communicating customer value to its chosen target markets.
The marketing concept has been expressed in many colorful ways:
"Meeting needs profitably."
"Find wants and fill them.'
"Love the customer, not the product."
"Have it your way.' (Burger King)
"You're the boss." (United Airlines)
"Putting people first." (British Airways) "Partners for profit." (Milliken & Company)
Theodore Levitt of Harvard drew a perceptive contrast between the selling and marketing concepts:


Selling focuses on the needs of the seller; marketing on the needs of the buyer. Selling is preoccupied with the seller's need to convert his product into cash; marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering and finally consuming it.
The marketing concept rests on four pillars: target market, customer needs, integrated marketing, and profitability. They are illustrated in Figure where they are contrasted with a selling orientation. The selling concept takes an inside-out perspective. It starts with the factory, focuses on existing products, and calls for heavy selling and promoting to produce profitable sales. The marketing concept takes an outside-in perspective. It starts with a well defined market, focuses on customer needs, coordinates all the activities that will affect customers, and produces profits by satisfying customers. see the Marketing Insight “Scholars and Dollars: Marketing and Selling Comes to College”.
TARGET MARKET
Companies do best when then choose their target market(s) carefully and prepare tailored marketing programs
CUSTOMER NEEDS

A company can define its target market but fail to correctly understand the customers' needs. Consider the following example:


A major chemical company invented a new substance that hardened into a marble ¬like material. Looking for an application, the marketing department decided to tar¬get the bathtub market. The company created a few model bathtubs and exhibited them at a trade show. They hoped to convince manufacturers to produce bathtubs with the new material. Although bathtub manufacturers thought the tubs were at-tractive, none signed up. The reason soon became obvious. 7he bathtub would have to be priced at $2,000, whereas most bathtubs sold in the $500 range. For the higher price, consumers could buy tubs made out of real marble or onyx. In addition, the bathtubs were so heavy that homeowners would have to reinforce their floors.

Understanding customer needs and wants is not always simple. Some customers have needs of which they are not fully conscious. Or they cannot articulate these needs. Or they use words that require some interpretation. What does it mean when the customer asks for an 'inexpensive" car, a 'powerful' lawn mower, a 'fast' lathe, an "attractive" bathing suit, or a 'restful" hotel?
Consider the customer who says he wants an inexpensive car. The marketer must probe further. We can distinguish among five types of needs:

1. Stated needs (the customer wants an inexpensive car)
2. Real needs (the customer wants a car whose operating cost, not its initial price, is low)
3. Unstated needs (the customer expects good service from the dealer)
4. Delight needs (the customer would like the dealer to include a gift of a U.S. road atlas)
5. Secret needs (the customer wants to be seen by friends as a savvy consumer)
Responding only to the stated need may shortchange the customer. Consider a woman who enters a hardware store and asks for a sealant to seal glass window panes. This customer is stating a solution,


not a need. The salesperson might suggest that tape would provide a better solution. The customer may appreciate that the salesperson not her need, not her stated solution.
A distinction needs to be drawn between responsive marketing, anticipative market¬ing, and creative marketing. A responsive marketer finds a stated need and fills it. An anticipative marketer looks ahead into what needs customers may have in the near future. A creative marketer discovers and produces solutions customers did not ask for but to which they enthusiastically respond. Hamel and Prahalad believe that com¬panies must go beyond just asking consumers what they want:
Customers are notoriously lacking in foresight. Ten or 15 years ago, how many of us were asking for cellular telephones, fax machines, and copies at home, 24-hour discount brokerage accounts, multi valve automobile engines, compact disc players, cars with on-board navigation systems, hand-held global satellite positioning re¬ceivers, automated teller machines, MTB, or the Home Shopping Network?

Why is it supremely important to satisfy target customers? Because a company's sales each period come from two groups: new customers and repeat customers. One estimate is that attracting a new customer can cost five times as much as pleasing an existing one. And it might cost sixteen times as much to bring

the new customer to the same level of profitability as the lost customer. Customer retention is thus more important than customer attraction.

INTEGRATED MARKETING

When all the company's departments work together to serve the customer's interests, the result is integrated marketing. Unfortunately, not all employees are trained and motivated to work for the customer. An engineer once complained that the salespeople are "always protecting the customer and

not thinking of the company's interest'! He went on to blast customers for "asking for too much." The following example high¬lights the coordination problem:
The marketing vice president of a major European airline wants to increase the air¬line's traffic share. His strategy is to build up customer satisfaction through pro¬viding better food, cleaner cabins, better trained cabin crews, and lower fares. Yet he has no authority in these matters. The catering department chooses food that keeps down food costs; the maintenance department uses cleaning services that keep down cleaning costs; the human resources department hires people without regard to whether they are naturally friendly; the finance department sets the fares. Be¬cause these departments generally take a

cost or production point of view, the vice president of marketing is stymied in creating an integrated marketing mix.
Integrated marketing takes place on two levels. First, the various marketing functions-sales force, advertising, customer service, product management, marketing re¬search-must work together. Too often the sales force thinks product managers set prices or sale quotas "too high"; or the advertising director

and a brand manager all ¬not agree on an advertising campaign. All these marketing functions must be co-or¬dinated from the customer's point of view.
Second, marketing must be embraced by the other departments; they must also "think customer." According to David Packard of Hewlett-Packard: "Marketing is far too important to be left only to the marketing department!" Marketing is not a department so much as a company wide orientation. Xerox goes so far as to include in every job description an explanation of how that job affects the customer. Xerox fac¬tory managers know that visits to the factory can help sell a potential customer if the factory is



clean and efficient. Xerox accountants know that customer attitudes are af¬fected by Xeroxs billing accuracy and promptness in returning calls.
To foster teamwork among all departments, the company carries out internal mar¬keting as well as external marketing. External marketing is marketing directed at people outside the company. Internal

marketing is the task of hiring, training, and motivating able employees who want to serve customers well. In fact, internal mar¬keting must precede external marketing. It makes no sense to promise excellent service before the company's staff is ready to provide it.
Managers who believe the customer is the company's only true 'profit center' consider the traditional organization chart in Figure 1.8(a)- a pyramid with the pres¬ident at the top, management in the middle, and front-line people and customers at the bottom-obsolete. Master marketing companies invert the chart, as shown in Figure 1.8(b). At the top are the customers; next in importance are the front-line people who meet, serve, and satisfy the customers; under them are the middle managers, whose job is to support the front-line people so they can serve the customers well; and at the base is top management, whose job is to hire and support good middle managers. We have added customers along the sides of

Figure 1.8(b) to indicate that all the company's managers must be personally involved in knowing, meeting, and serving customers.

PROFITABILITY

The ultimate purpose of the marketing concept is to help organizations achieve their objectives. In the case of private firms, the major objective is profit; in the case of nonprofit and public organizations, it is surviving and attracting enough funds to perform useful work. Private firms should not aim for profits

as such but to achieve prof¬its as a consequence of creating superior customer value. A company makes money by satisfying customer needs better than its competitors. Consider Frank Perdue's phi¬losophy:
Most companies do not embrace the marketing concept until driven to it by circumstances. Various developments prod them to take the marketing concept to heart:
• Sales decline: When sales fall, companies panic and look for answers. Today, newspapers are experiencing declining circulation as more people rely on radio, TV, and the Internet for their news. Some publishers now realize that they know little about why people read newspapers. These publishers

• are commissioning consumer research and attempting to redesign newspapers to be contemporary, relevant, and interesting to readers. They are also starting Web pages.
• Slow growth: Slow sales growth leads some companies to search for new markets. They realize they need marketing skill to identify and select new opportunities. Wanting new sources of revenue, Dow
•
• Chemical entered consumer markets and invested heavily to acquire consumer marketing expertise to perform well in these markets.

• Changing buying patterns: Many companies operate in markets characterized by rapidly changing customer wants. These companies need more marketing know- how if they are to track buyers' changing values.

• Increasing competition: Complacent companies may suddenly be attacked by powerful competitors. AT&T was a regulated, marketing-naive telephone company until the 1970s, when the government began allowing other companies to sell telecommunications equipment. AT&T plunged into



• the marketing waters and hired the best marketers it could find to help it compete. Companies in deregulated industries all find it necessary to build up marketing expertise.

• Increasing marketing expenditures: Companies may find their expenditures for advertising, sales promotion, marketing research, and customer service to be poorly done. Management then decides it is time to undertake a serious marketing audit to improve its marketing. In the course of converting to a

marketing orientation, a company faces three hurdles: organized resistance, slow learning, and fast forgetting.

BUSINESS AND MARKETING ARE CHANGING

We can say with some confidence that 'the marketplace isn't what it used to be.” It is changing radically as a result of major societal forces such as technological advances globalization, and deregulation. These major forces have created new behaviors challenges:


Customers increasingly expect higher quality and service and some customization They perceive fewer real product differences and show less brand loyalty They cab obtain extensive product information

from the Internet and other sources, peel ting them to shop more intelligently. They are showing greater price sensitive their search for value.

Brand manufacturers are facing intense competition from domestic and foreign brands, which is resulting in rising promotion costs and shrinking profit margins. They are being further buffeted by

powerful retailers who command limited shelf space and are putting out their own store brands in competition with national brands.
Store-based retailers are suffering from an oversaturation of retailing. Small retail¬ers are succumbing to the growing power of giant retailers and "category killers.' Store¬-based retailers are facing growing competition from catalog houses; direct-mail firms; newspaper, magazine, and TV direct-to-customer ads; home shopping TV; and the In¬ternet. As a result, they are experiencing shrinking margins. In response, entrepre¬neurial retailers are building entertainment into stores with coffee bars, lectures, demonstrations, and performances. They are marketing an 'experience" rather than a product assortment.

COMPANY RESPONSES AND ADJUSTMENTS

Companies are doing a lot of soul-searching, and many highly respected companies are changing in a number of ways. Here are some current trends:

• Re-engineering: From focusing on functional departments to reorganizing by key processes, each managed by multidiscipline teams.


• Outsourcing: From making everything inside the company to buying more goods and services from outside if they can be obtained cheaper and better. A few com¬panies are moving toward outsourcing
•
•
• everything, making them virtual companies owning very few assets and, therefore, earning extraordinary rates of return.

• E-commerce: From attracting customers to stores and having salespeople call on offices to making virtually all products available on the Internet. Consumers can access pictures of products, read the specs, shop among on-line vendors for the best prices and terms, and click to order and pay. Business-to-business purchas¬ing is growing fast on the Internet: Purchasing agents can use bookmarked Web sites to shop for routine items. Personal selling can increasingly be conducted electronically, with buyer and seller seeing each other on their computer screens in real time.

• Benchmarking: From relying on self-improvement to studying "world-class per¬formers' and adopting "best practices."

• Alliances: From trying to win alone to forming networks of partner firms.

• Partner-suppliers: From using many suppliers to using fewer but more reliable sup¬pliers who work closely in a 'partnership" relationship with the company.

• Market-centered: From organizing by products to organizing by market segment.

Global and local: From being local to being both global and local.

• Decentralized: From being managed from the top to encouraging more initiative and "intrepreneurship' at the local level.

ENVIRONMENTAL ISSUES


Do you believe that major highways should be closed to protect an endangered species? Do you believe there should be a relationship between costs and benefits when it comes to environmental issues? Did you grow up in a home with lead-based paint? Do you believe that condor is better served with rice or a glazed sauce? Just curious....
At the local level, voters ought to ask about tax policies, zoning, growth restrictions, road development, rent control (where it still exists), subsidized housing and so-called "smart growth" policies.

And at the end of this process -- whether or not you can get a straight answer to any of these questions -- you ought to go out and vote in November. It's your way to exercise power.


GOVERNMENT POLICY

GOVERNMENT NATIONAL ENERGY POLICY IN REAL ESTATE
The Issue

Electricity is one of the largest operating expenses for owners of commercial real estate. Legislation at both the federal and state levels would deregulate and promote competition in the electric utility industry, thus presumably providing cheaper, more efficient power to owners and operators of commercial real estate and presenting commercial real estate developers with choices regarding utility providers.
To date there has been much debate over which path our country should move with a national energy policy. Much of the debate has been focused on several issues:
• Consumer access to adequate supplies of reasonably priced energy.
• Reduction in the demand for energy.
• Incentives for all consumers to improve their energy efficiency.
• Increased domestic energy supplies, less reliance on foreign energy sources
• Modernization and expansion of the existing power grid capabilities.
Position
Members believe that a comprehensive approach is the best way to ensure all consumers realize the most wide-ranging benefits while ensuring the country conserves its natural resources. Further, believes that the Federal Government must implement a national energy policy, which guarantees all consumers have

access to adequate supplies of reasonably priced energy. Believes that this goal may be achieved only if the Federal Government demonstrates a leadership role in:
• Identifying reliable sources of domestic and renewable energy.
• Eliminating unreasonable regulatory burdens and restrictions which inhibit the development of these energy sources.
• Identifying and eliminating regulatory structures which impose artificial pricing schemes.
• Ensuring an uninterrupted transmission and distribution energy network.
• Protecting consumers in the absence of competitive market forces.
Legislation

• No new legislation has been introduced in the 109th Congress
Talking Points

• Identify reliable sources of domestic and renewable energy.
• Eliminate unreasonable regulatory burdens and restrictions which inhibit the development of these energy sources.
• Identify and eliminate regulatory structures which impose artificial pricing schemes.
• Ensure an uninterrupted transmission and distribution energy network.
• Protect consumers in the absence of competitive market forces.




4.5 SUMMARY OF LEARNING’S EXPERIENCE

• Non-commission revenues will become critical to the profitability formula.
• More and more menu driven services will be offered.
• Almost every aspect of the transaction will be part of an electronic.
• Electronic commerce will require standardization.
• Standards will cause commodization.
• The unconnected agent will become the endangered species.
• Predictability/accountability will be the keys.
• The agent will be reevaluated.
• The Internet business will be a significant market share (25-Interactivity on the Internet will be the norm.
• A significant share of transactions will be managed from point of contact.
• Meeting the customer’s definition of value will be Managed transactions will use designated service providers at all levels of the transaction.
• Marketing resources will be invested where they generate proven results.
• Range of products and services will be limited only by imagination.
• The real estate industry should prepare for an increasingly technology-driven environment in which empowered consumers drive the mark competitive dynamics.
• A plethora of new entrants will emerge to capitalize on technology enabling new business models and value propositions.

CAREERS IN REAL ESTATE

The real estate profession has expanded and offers one of the widest career selections in the business world today. Helping people buy and sell homes, office buildings, industrial property and corporation farmland, property management, land development, mortgage banking, urban planning, real estate counseling, appraisal and research are all aspects of a career in real estate.




The "voice for real estate" and the industry's national professional organization is the National Association of Realtors.
ADVANTAGES AND REWARDS OF A CAREER IN REAL ESTATE

A career in real estate provides flexibility and freedom to set your own pace. Income directly reflects your efforts, with no limits on what astute, hard-working men and women can earn. Successful people in real estate are goal-oriented, persevering, self-motivated, ambitious and people-oriented. The rewards of a real estate career are a potential for high earnings, status in the community, autonomy, time freedom, helping people, the intellectual challenge and the satisfaction from those accomplishments.
Working in real estate allows for independence and choices of environment in which to work, such as affiliation with a large or small firm as a listed salesperson. With more experience and upon passing of an additional exam, becoming a real estate broker is the next step. Brokers can own their own businesses and employ other salespeople.


TYPES OF CAREERS IN REAL ESTATE:
Careers in Residential Brokerage –
Helping people buy and sell homes, is one of the most important and basic services a real estate agent performs. Agents are experts in the process of buying and selling property, financing, government programs, for example. The real estate agent's expertise facilitates the transaction, saving clients time, trouble and money. Real estate professionals need to have a thorough knowledge of such areas as real estate law, local economics, and fair housing laws, types of financing, mortgages and government programs.

Careers in Commercial Brokerage –
Commercial brokers specialize in income-producing properties, such as apartment and office buildings, retail stores and warehouses, shopping centers and industrial parks. To understand and explain why the properties are good investments, commercial brokers need to be aware of the growth possibilities of the


area where the property is located, current income tax regulations and purchasing arrangements that give the buyer a greater return on investment. Commercial brokers may also have to arrange financing.

Careers in Industrial and Office Brokerage –

Industrial and office brokers specialize in the developing, selling or leasing property used for industry or manufacturing. Brokers need to understand different types of industries and determine such variables as


transportation, proximity to raw materials, water and power, labor availability and local building, zoning and tax laws.

Careers in Property Management –

The property manager's primary function is to maintain the property in order to produce the highest possible financial return over the longest period of time. More importantly, the property manager is responsible for protecting the owner's investment. Managed commercial properties are likely to be office buildings and shopping centers. Residential properties might be apartment buildings, apartment developments, condominiums and groups of homes owned by a single investor. Property managers usually work for real estate firms. However, other opportunities are found in the real estate department of banks and trust companies. For large housing and commercial developments, managers are often expected to maintain an office or residence on the premises and work with only one enterprise. When living onsite, property managers can expect to be on call for emergencies at all times, beyond maintaining standard working hours.

Careers in Land Development –

Land development is one of the most important and challenging specialties in real estate today. Developers turn land into profitable, marketable developments - residential, commercial or industrial. Site selection is the first decision developers must make. Planning and layout is handled only after the developer determines the need for a project. Before the actual building can begin, developers must first analyze all costs and arrange the financing. Then, they contract for the physical structures and supervise


construction. Finally, developers promote the finished development to the prospects for whom it was planned.

Careers in Farm and Land Brokerage –

Land brokers deal in land for farming and acquisition of rural land by cities for residential, commercial and industrial expansion. Success as a land broker depends on how accurately the income potential of the property can be established. Brokers need a good working knowledge of various factors which determines a farm's capacity to produce, including agricultural knowledge and information such as market centers and transportation facilities.

Careers in Real Estate Appraising –

Real estate appraisers determine the value of properties. Real estate is appraised to determine many types of values - assessed value for tax purposes, investment value or present value for a potential investor, "book" value for accounting purposes, rental value for income projections and insurable value. Appraisers need to know acceptable principles of appraisal and related information. They need to have practical experience, technical education, good judgement and some knowledge of mathematics, accounting and economics.

Careers in Urban Planning –


If you would like to improve the environment and the quality of people's lives, becoming an urban planner may fulfill your career objective. Urban planners work with local governments and other civic groups to anticipate their city's future growth. They propose physical changes to accommodate this growth. Not many career guidelines exist for urban planning, but broad general experience is important. Some colleges are now offering degrees in urban planning.

Careers in Real Estate Counseling –

Real estate counselors are in the business of giving advice about property. They are the experts others seek when they want answers to real estate questions. Counselors must know every phase of the real estate business because they use that knowledge in nearly every consultation. Often they will be asked about income opportunities and productive uses of different kinds of properties. There are relatively few brokers specializing in counseling, but the field will grow as investors and owners realize the value of expert advice in developing property and improving income. While accumulating experience in other real estate specialties, people planning to become real estate counselors also continue to study in continuing education programs in financial management.

Careers in Real Estate Research –

Real estate researchers contribute to the decisions of many other real estate specialists. Brokers, property managers, appraisers, financing experts and counselors all depend on data provided by

research. Research can be divided into two main categories - physical and economic. Physical research means studying buildings and structures of all types, especially in terms of the selection and efficient use of construction materials. Economic research consists of determining reliable answers to questions like, "How many people hope to buy homes next year?" - "What will it cost them to borrow mortgage money?" and "What percentage of the nation's homes are sub-standard?"

BARRIERS TO REAL ESTATE INDUSTRY


First, barriers for market access will be removed this year. According to INDIA’s WTO commitment, wholly foreign-funded companies will be allowed to enter its real estate market within three years after its WTO accession, and Sino-foreign cooperative and joint venture real estate companies given national treatment. Following this principle, Delhi has relaxed the restrictions for overseas investment to enter the city’s property market. Though overseas investment in the sector appeared mostly in the form of a joint venture, some foreign companies still plan on setting up wholly owned firms in India.
Second, the 2008 Olympic Games to be held in Beijing has spurred the development of the city’s real estate industry. Seeing the event as an opportunity, many foreign companies came to seek cooperative

partners in property development, including those from the United States, the Republic of Korea and Germany.






Third, the increasingly mature market has helped boom the sector. Delhi has also witnessed the improvement of the financing market and opening of land transactions, both serving as important conditions for the sound development of its real estate market.
Early this year, Delhi issued a new regulation on the use of land for commercial projects. According to the regulation, the former practice of transferring the right to use land on the basis of agreement is replaced by auction, public bidding and other open ways, which is seen as a tangible step toward the establishment of an open, transparent and regular real estate market.
The ongoing designing of the overall layout of Delhi will be completed at the end of this year. By then more opportunities for overseas investors will present themselves. The design is a new blueprint for the development of Delhi .








LIMITATIONS


Although every effort has been in to collect the relevant information through the sources available, still some relevant information could not be gathered.


 Busy Schedule of Concerned Executives: The concerned executives were having very busy schedule because of which they were reluctant to give appointment.

 Time: The time duration could not provide ample opportunity to study every detail of the company.

 Unawareness: Executives were unaware of many terms related to same while asking to them.

 Confidential Information: As the company on account of confidential report has not disclosed some figures. Moreover, in some cases separate accounts of division are not separately maintained thereby, leading to restrictions in study.






CHAPTER 6














Q.1. Have you purchased any flat or commercial shop from Real Estate?










Q.2. From which Real Estate have you purchased?




Q.3. Have you purchased Jaypee Group?









Q.4. How are the services you get from Jaypee Group?



Q.5. Are they provide good facility comparison to others?










Q.6. Are the Banks provide loan against flat easily?


Q.7. Have you got good environment around the flat?











Q.8. According to you are you satisfy with Jaypee Group?


Q.9. Have you purchased another flat from any Real Estate?











Q.10. If yes, then from which company?








CONCLUSION


The Indian real estate sector continues its steady progress with overall sales activity going up significantly in the past six months. And the driving factor behind the entire process has been the information technology (IT) sector which has contributed considerably to the demand side. Moreover, the nature of demand has also undergone a complete transformation.

From small floor plates of 1,000 sq ft to 5,000 sq ft, the demand has shifted to large contiguous floor plates of 6,000 sq ft to as high as 20,000 sq ft. This has forced builders/developers to offer large floor plates as office space in case of both lease and capital values. "In a buyer's market, sellers will have to offer products as per the requirement of buyers. In this market, only those builders catering to the need-based demand can succeed,.

Most of the metros are today gearing up to meet the demand for large floor plates in accordance with the international trend. No longer is work station space per person limited to a mere 50-70 sq ft. Most of these IT companies are looking out for larger office spaces to meet their 100-120 sq ft per person work station need. Partho Gupta, a Mumbai-based software consultant, states that the bottomline is to enhance the productivity level of staffs by providing a conducive working ambience. "The nature of job in this sector is such that one needs a particular kind of surrounding for achieving an optimal efficiency level,.



According to a Cushman & Wakefield report, many multinationals are viewing Bandra-Kurla complex as the preferred destination for large commercial space requirement as there are limited options for large contiguous spaces of comparable quality in south, central and north Mumbai.

"Earlier it was the price (capital value & rental) factor that governed the relocation process to a large extent. However, now in the last one year or so, companies are relocating their offices in search of large floor spaces," opines Mr Ashok Kumar, director, Brooke International. Never before the industry had experienced this kind of demand for large floor plates for office spaces.

Adding to this demand is the recent emergence of dotcom start-ups. According to an estimate, in the past eight months, one out of four transactions belonged to dotcom or net-related business.


Even as the initial hype has cooled down considerably, these dotcom ventures have played a big role in boosting the demand. Aashish Velkar, director, Cushman & Wakefield is still very bullish about the dotcom-driven demand. "On the positive side, mergers and acquisition have already started in the dotcom business.

This will provide consolidation to the entire business and help these companies sustain in the longer run. According to Velkar, once again Bangalore is emerging as the favourite IT destination if one goes by the transactions that have taken place in the past three months.




RECOMMENDATIONS
Promotional activities-
This is one of the primary things that are required within the company. During my visits to different Company, I came across that there is no awareness of the company in the form of posters, stands and other related things. One thing that I would like to recommend would be the introduction of more promotional activities so as to generate more revenues for the company. Company can introduce more--

– Schemes
– Get together’ for channel partners
– Brand recognition in the market
– To Keep more inventories
– Advertisement in Institutional Areas


Focus more on “b” and “c” category Companies - This is also one of the prime things that are required. With around 80% of the revenues coming from less than 20% of the Companies, more focus should be given on ‘b’ and ‘c’ category companies.’ A’ category agents are said to be the agents who contribute more than Rs.50000 of revenues per month. Companies should focus more on ‘b’ and ‘c’ category clients so that more of these clients can be converted into ‘a’ category.



Co-ordination among different channels-With agency office in a different building and no direct control over the district operations, transparency between different channels is lacking. With the plan for executives that I have suggested above, there could be more transparency that can come in the overall operations of the NCR region.

Different commission slabs for different channels- With commissions being one of the prime motives for the sales Executive to do business with different companies, more and more emphasis should be given on the commissions that are rendered to the agents.


Very limited corporate tie ups-This should be one of the most important thing that should be on the agenda for the travel category. A corporate tie-up can easily deliver a business of more than 50000 per month. Other than that, the contract is on a long term basis. This therefore helps in getting an easy business for the company. Therefore, from my point of view, more emphasis should be given on this category of business as well.










BIBLIOGRAPHY

BOOKS
• Kotler, Philip and Armstrong, Graw - Principles of Marketing, Pearson Education, New Delhi 2007.
• Kotler, Philip - Marketing Management: Analysis, Planning, Implementations and Control, Pearson Education, New Delhi. 2003, 11th ed.
• Sharma J K - Business Statistics (Pearson Education)
• Beri - Marketing Research (Tata McGraw-Hill), 1993, 2nd ed.
• Kothari C.R. – Research Methodology

DAILYS & JOURNALS
• Business World
• Business Today
• The Economic Times
WEBSITES
1. www.google.com
2. www.jhpl.com
3. www.indianrealestateforum.com

QUESTIONNAIRE
Name…………………………..
Age…………………………….
Address………………………
Contact No…………………….
Q.1. Have you purchased any flat or commercial shop from Real Estate?

(a) Yes (b) No

Q.2. From which Real Estate have you purchased ?

(a) Jaypee Group (b) Unitech (c) DLF (d) Ansal Plaza

Q.3. Have you purchased Jaypee Group?

(a) Yes (b) No

Q.4. How are the services you get from Japypee Group?

(a) Excellent (b) Better (c) Poor


Q.5. Are they provide good facility comparison to others?

(a) Yes (b) No

Q.6. Are the Banks provide loan against flat easily?

(a) Yes (b) No (c) Can’t Say

Q.7. Have you got good environment around the flat?

(a) Yes (b) No (c) Can’t Say

Q.8. According to you are you satisfy with Jaypee Group?

(a) Yes (b) No

Q.9. Have you purchased another flat from any Real Estate?

(a) Yes (b) No

Q.10. If yes then from which

(a) Parsvnath (b) Unitech (c) DLF (d) Ansal Plaza