INTRODUCTION

A sale is the pinnacle activity involved in selling products or services in return for money
or other compensation. It is an act of completion of a commercial activity.

A sale is completed by the seller or the provider of the goods or services to an acquisition
or appropriation or request followed by the passing of title (property or ownership) in the
item and the application and due settlement of a price, the douche of or any claim upon
the item. The purchaser, though a party to the sale, does not execute the sale, only the
seller does that. To be precise the sale completes prior to the payment and gives rise to
the obligation of payment. If the seller completes the first two above stages (consent and
passing ownership) of the sale prior to settlement of the price, the sale is still valid and
gives rise to an obligation to pay.

The sale can be made through

 Direct sales, involving person to person contact

 Pro forma sales

 Agency-based

o Sales agents (real estate, manufacturing)

o Sales outsourcing through direct branded representation

o Transaction sales

o Consultative sales

o Complex sales
 o Consignment

o Telemarketing or telesales

o Retail or consumer

 Traveling salesman

o Door-to-door

o To tourists on crowded beach

 Request for proposal – An invitation for suppliers, through a bidding process, to

submit a proposal on a specific product or service. An RFP is usually part of a
complex sales process, also known as enterprise sales.

 Business-to-business – Business-to-business sales are much more relationship

based owing to the lack of emotional attachment to the products in question.
Industrial/Professional Sales is selling from one business to another

 Electronic

o Web – Business-to-business and business-to-consumer

o Electronic Data Interchange (EDI) – A set of standard for structuring

information to be electronically exchanged between and within businesses

 Indirect, human-mediated but with indirect contact

o Mail-order
  Sales Methods:

o Selling technique

o SPIN Selling

o Consultative selling

o Sales enablement

o Solution selling

o Conceptual Selling

o Strategic Selling

o Sales Negotiation

o Reverse Selling

o Paint-the-Picture

o The take away

o Large Account Management Process chocolate kisses

Sales agents

Agents in the sales process can be defined as representing either side of the sales process;
for example:;Sales broker or 1.Seller agency]] or seller agent:This is a traditional role
where the salesman represents a person or company on the selling end of the deal 2.
Buyers broker or [[Buyer brokerage: This is where the salesman represents the consumer
making the purchase. This is most often applied in large transactions. 3. Disclosed dual
agent:This is where the salesman represents both parties in the sale and acts as a mediator
for the transaction. The role of the salesman here is to oversee that both parties receive an
honest and fair deal, and is responsible to both. 4. Transaction broker:This is where the
salesperson doesn't represent either party, but handles the transaction only. This is where
the seller owes no responsibility to either party getting a fair or honest deal, just that all of
the papers are handled properly. 5. Sales outsourcing: This is direct branded
representation where the sales reps are recruited, hired, and managed by an external
entity but hold quotas, represent themselves as the brand of the client, and report all
activities (through their own sales management channels) back to the client. It is akin to a
virtual extension of a sales force. (see Sales Outsourcing entry) 6. Sales managers:It is the
goal of a qualified and talented sales manager to implement various sales strategies and
management techniques in order to facilitate improved profits and increased sales
volume. They are also responsible for coordinating the sales and marketing department as
well as oversight concerning the fair and honest execution of the sales process by his
agents 7.Salesmen: The primary function of professional sales is to generate and close
leads, educate prospects, fill needs and satisfy wants of consumers appropriately, and
therefore turn prospective customers into actual ones. The successful questioning to
understand a customer's goal and requirements relevant to the product, the further
creation of a valuable solution by communicating the necessary information that
encourages a buyer to achieve their goal at an economic cost is the responsibility of the
salesperson or the sales engine (e.g. internet, vending machine etc). A good salesman
should never mis-sell or over-evaluate the customer's requirements.

The sales and marketing relationship

Marketing and sales are very different, but have the same goal. Marketing improves the
selling environment and plays a very important role in sales. If the marketing department
generates a potential customers list, it can be beneficial for sales. The marketing
department's goal is to increase the number of interactions between potential customers
and company, which includes the sales team using promotional techniques such as
advertising, sales promotion, publicity, and public relations, creating new sales channels,
or creating new products (new product development), among other things. It also includes
bringing the potential customer to the company's website for more information, or to
contact the company for more information, or interact with the company via social media
such as Twitter, Facebook, a blog, etc.

The relatively new field of sales process engineering views "sales" as the output of a
larger system, not just that of one department. The larger system includes many
functional areas within an organization. From this perspective, sales and marketing
(among others, such as customer service) are labels for a number of processes whose
inputs and outputs supply one another to varying degrees. Considered in this way, to
improve the "output" (namely, sales) the broader sales process needs to be studied and
improved as would any system, since the component functional areas interact and are
interdependent.

In most large corporations, the marketing department is structured in a similar fashion to

the sales department and the managers of these teams must coordinate efforts in order to
drive profits and business success. For example, an "inbound" focused campaign seeks to
drive more customers "through the door" giving the sales department a better chance of
selling their product to the consumer. A good marketing program would address any
potential downsides as well.

The Sales department's goal would be to improve the interaction between the customer
and the sales facility or mechanism (example, web site) and/or salesperson. Sales
management would break down the selling process and then increase the effectiveness of
the discrete processes as well as the interaction between processes. For example, in many
out-bound sales environments, the typical process is out bound calling, the sales pitch,
handling objections, opportunity identification, and the close. Each step of the process
has sales-related issues, skills, and training needs as well as marketing solutions to
improve each discrete step, as well as the whole process.
One further common complication of marketing involves the inability to measure results
for a great deal of marketing initiatives. In essence, many marketing and advertising
executives often lose sight of the objective of sales/revenue/profit, as they focus on
establishing a creative/innovative program, without concern for the top or bottom lines.
Such is a fundamental pitfall of marketing for marketing's sake.

Many companies find it challenging to get marketing and sales on the same page. Both
departments are different in nature, but handle very similar concepts and have to work
together for sales to be successful. Building a good relationship between the two that
encourages communication can be the key to success even in a down economy.

Marketing potentially negates need for sales

Some sales authors and consultants contend that an expertly planned and executed
marketing strategy may negate the need for outside sales entirely. They suggest that by
effectively bringing more customers "through the door" and enticing them to contact you,
sales organizations can dramatically improve their results, efficiency, profitability, and
allow salespeople to provide a drastically higher level of customer service and
satisfaction, instead of spending the majority of their working hours searching for
someone to sell to.

While this theory is present in a few marketing consulting companies the practical and
realistic application of this principle has not been widely proven in the market and sales
forces worldwide continue to be responsible for developing business as well as closing it.

Some marketing consulting firms postulate that each selling opportunity at each
enterprise lies on a continuum of numbers of people involved, necessary degree of face-
to-face interaction, overhead, and through-put time, to name a few dimensions. The
number of people involved in actual face-to-face selling at, say, a clothing store is
probably vastly different from that at an on-line book-seller.

In reality, marketing and sales are complementary, and do not negate each other's purpose
or presence. Marketing is a field/process designed to ascertain what consumers
want/value, and accordingly manufacture such goods/services. Marketing is a process
founded on the premise that consumers are king , and thus developing a long-term
relationship with them is key to organisational survival. This is important, considering the
fact that a market economy is demand-led. In contemporary firms, sales is often the end-
point in the marketing process, after the determining of consumer needs, marketing
planning, marketing strategy, marketing research, market segmentation, etc. have been
executed.

In short, a sale often cannot exist in itself. Marketing is used to gauge whether persons
are even potentially willing or able to buy a product; the sale pertains to techniques used
to persuade a person to actually buy it, once they have considered the possibility of
purchasing a good/service in question.

Industrial marketing

The idea that marketing can potentially eliminate the need for sales people is entirely
dependent on context. For example, this may be possible in some B2C situations
however, for many B2B organizations (for example industrial organizations) this is
mostly impossible. Another dimension is the value of the goods being sold. Fast Moving
Consumer Goods (FMCG) require no sales people at the point of sale to get them to jump
off the supermarket shelf and into the customer's trolley. However, the purchase of large
mining equipment worth millions of dollars will require a sales person to manage the
sales process. Particularly in the face of competitors

Sales and marketing alignment and integration

Another key area of conversation that has arisen is the need for alignment and integration
between corporate sales and marketing functions. According to a report from the Chief
Marketing Officer (CMO) Council, only 40 percent of companies have formal programs,
systems or processes in place to align and integration between the two critical functions.

Traditionally, these two functions, as referenced above, has been largely segmented and
left in siloed areas of tactical responsibility. In Glen Petersen’s book, “The Profit
Maximization Paradox,” the changes in the competitive landscape between the 1950s and
today are so dramatic that the complexity of choice, price and opportunities for the
customer forced this seemingly simple and integrated relationship between sales and
marketing to change forever. Petersen goes on to highlight that salespeople are spending
approximately 40 percent of their time preparing customer-facing deliverables while
leveraging less than 50 percent of the materials created by marketing, adding to the
perception that marketing is out of touch with the customer, and sales is resistant to
messaging and strategy.

Internet applications, commonly referred to as Sales 2.0 tools, have also increasingly
been created to help align the goals and responsibilities of marketing and sales
departments.

LITERATURE REVIEW

Williams, Spiro and Fine (1990) noted that very few researchers have explored the
customer-salesperson interaction from a communication perspective. They proposed a
model that focused on communication as the primary element of this interaction. They
found that, although many authors stressed the importance of "verbal and non-verbal
code (Marks, 1981; Jackson et. al. 1988) such as message order, patterns of argument, use
of evidence, visual contact, etc. in personal selling, most of the research had concentrated
on non-sales interactions. The customer retention function required that sales skills be
combined with service skills associated with quality and customer loyalty. This
researcher identified areas in which these two skill sets overlapped, to determine which
(if any) behaviors on the part of the representatives might alter a customer's decision to
take some or all of their business to another supplier.

Rackham, et. al. (1971) studied whether some individuals interact more successfully than
others because they are more skilled -- "they either do certain things that others do not, or
they do them better." While admitting that personality and aptitude factors account for
some differences, they found that interpersonal skills, which they classified as
"interactive behaviours," could be influenced more readily. (The spelling of the term
reflects the British origin of Rackham and his associates.) They defined an interactive
behaviour as "one which involves two or more people in such a way that the behaviour of
one person may influence the behaviour of others." This definition also describes the
desired individuals who are expected to influence the behavior of customers in favor of
retaining their accounts.

Rackham, et. al. (1971) developed a method of data collection and analysis for measuring
interactive behaviors. Trained observers have used this method for training needs
analysis, process consultation, course design and on-the-job feedback. The behavior
analysis breaks an individual's contribution to a discussion into discrete bits of observable
behavior. Rackham et. al. (1971) found that successful individuals tended to use a
quantifiably higher proportion of certain behaviors in specific interactive situations than
did their less successful counterparts.

The methods developed by Rackham, et. al. (1971) were used by Motorola Training and
Education Center in studies of the interactive behaviors used in interpersonal discussions,
sales negotiations, presentations and meetings. Working with members of Rackham's
organization, Huthwaite, Inc., researchers trained in these methods (including this author)
correlated the behaviors demonstrated by individual performers with the outcomes of
their interactions. In each type of interaction, the researchers found that the most
successful performers used significantly more of some behaviors and significantly less of
others than did either average or below average performers.

These behaviors varied, depending on the type of interaction. However, successful

performers in two-way interactions consistently demonstrated a substantially higher use
of three behaviors: seeking information, supporting the ideas or feelings expressed by
others, and testing understanding. Conversely, the less successful performers provided a
higher proportion of information (facts, reasons and opinions) than those whose two-way
interactions were more successful.

Farber and Wycoff (1992) interviewed top sales performers at more than 50 companies.
These individuals emphasized the importance of establishing and maintaining rapport
with customers. The Motorola research identified this skill with two interactive
behaviors: "Supporting" and "Testing Understanding." Supporting was defined as
acknowledging or expressing empathy toward the feelings, ideas or positions of the other
party. Masser and Leeds (1984) also stressed the importance of this behavior in telephone
sales.

Testing (or Checking) Understanding was defined as paraphrasing or restating what the
other party had said or the implications of those statements. Masser and Leeds (1984)
also recommended this behavior, which they categorized as hearing, interpreting and
evaluating, to distill an accurate interpretation of the customer's meaning in telephone
sales. The Motorola research linked both Supporting and Checking Understanding to
"active listening," which was prominent among Bitran and Hoech's (1990) list of the
process skills required of service providers.

Many authors (Reichheld and Sasser, 1990; Rackham, 1988; Farber and Wycoff, 1992;
Masser and Leeds, 1984; Bitran and Hoech, 1990; Boyan and Enright, 1992) have linked
the ability to ask probing questions with success in sales. Reichheld and Sasser (1990)
stressed the value of "defection analysis" to determine and correct the root cause of
defections, mentioning the value of skillful probing (questioning) in identifying the
reasons why customers cancel, and using that information as an "early warning signal"
for improvement.

Bitran and Hoech's (1990) task categories of diagnosing problems and gathering
information implied the need for questioning skills among high-communication service
providers. The fact that questioning skills are identified with success in each of the roles
played by individuals seeking to retain customers (retention, sales and service), indicated
that such skills might also be linked to their success.

Farber and Wycoff (1992) advocated asking questions to develop a "natural flow, which
in turn will lead to a natural solution." Masser and Leeds (1984) emphasized the
importance of "qualifying skill," which they defined as: (1) spontaneously creating
probing "subset" questions and truly responding to the customer's situation; (2) the ability
to use listening skills to ensure that customer's comments are understood and interpreted
correctly; and (3) smooth and logical connection of steps in the conversational process.

In studying the "interactive behaviours" of sales people, Rackham (1988) found that a
category of behavior, which he classified as "Benefits," was significantly higher in calls
that resulted in orders. He defined a Benefit as a statement that explains how the sales
person's company or product can meet an explicit need that the customer has expressed.
He also identified a related behavior as being correlated to success in smaller sales. This
second behavior, which Rackham (1988) referred to as "Advantages," shows how a
product or service can be used or can help a customer.

The difference between Advantages and Benefits was that a Benefit must meet an explicit
need expressed by the customer. At a study conducted at Motorola Canada, Rackham
(1988) found that sales people who used Benefits rather than Advantages increased their
dollar volume of sales by 27 percent.
Rackham's (1988) research also revealed that a common category of sales behavior
known as "Features" (presenting facts or characteristics of a product or service) were
unpersuasive. This finding may be related to the Motorola research which found that the
more facts, reasons and opinions an individual provides in a two-way interaction, the less
likely that individual was to obtain a successful outcome.

Many authors (Boyan and Enright, 1992; Shafiroff and Shook, 1990; Masser and Leeds,
1984) have described a complex process of overcoming objections and closing as the
most important part of the sales interaction. Rackham (1988) found that individuals who
received very high numbers of objections used a higher than average number of
Advantages in their calls.

Conversely, skilled people received up to ten times fewer objections per selling hour, by
preventing rather than handling objections, by questions to develop explicit needs, and
then offering Benefits, rather than Features or Advantages. He also found that the more
closing behaviors a salesperson used, the less likely he or she was to complete the sale.

Farber and Wycoff's (1992) interviews with top sales performers at more than 50
companies also revealed that overcoming objections and closing were perceived as less
significant than other behaviors. Like Rackham (1988), Farber and Wycoff (1992)
stressed the importance of matching the solution to the customer's needs.

RESEARCH DESIGN

TITLE OF THE STUDY

“Sales performance of DELPHI PRODUCTS”

STATEMENT OF THE PROBLEM

Research problem is selected for the purpose of this project is to study the consumer
perception towards the E-Marketing in relation to their opinion about the before sales
service and after sales service provided.

OBJECTIVES OF STUDY

Primary Objective

1. To check the performance of Delphi products with reference to sales

2. To study the factors behind sales performance of Delphi products

Secondary Objective
1. To find out the loyalty level of customers towards Delphi TVS.
2. To find the Dealers perceptions towards the product features
3. To give suggestion for the sales improvement

REVIEW OF THE LITERATURE

Literature from advertisement and communication books referred. Concepts from Google
search and search engines have helped me a lot to this project study.

NEED FOR THE STUDY

Today most of the business enterprises realize that the customer Awareness about
business and the product is the one of the key issues. Today the highly competitive
business environment retaining the customer is very distrust, only the satisfied customer
retain in the business, if the customer is highly satisfied they will come again. To satisfy
them we need to know their perceptions and expectation about the concept. For finding
their perceptions we need study their mind. To study their perception about E-marketing
concept this study has been carried out.

RESEARCH DESIGN OF THE STUDY

Description of Research Design

According to Graham "Research Design is the specification of method and procedure for
acquiring the information needed. It is the overall operational pattern or framework of the
project that stipulates what information is to be collected from which source by what
procedure".

Research Design is a statement or specific of procedure for collecting and analyzing the
information required for the solution of a specific problem. It provides scientific
framework for conducting some research investigation. The procedure and plan for
collecting & analysis of the information can be outlined once the problem is formulated
and the objectives of the investigation should take into consideration the resource and
time available for a study.

To Design is to plan. Designing is the process of making decisions before the situation
arises, in which the decision has to be carried out. Designing is thus a process of
deliberate anticipation towards bringing an expected situation under control.

If we anticipate before we conduct a research inquiry, the various difficulties that may
have to be encountered in the course of this exercise and decide what to do about these
problems, and then we increase to the extent Our chances of rationally controlling and
articulating the research procedure and forecasting the possibilities of failure.

Designing a research plan calls for the decision on the following:-

Data Sources: Secondary or Primary data.

Researches Approaches Observation, survey, focus group and experiment

Research Instruments: Questionnaire.

Sampling plan: Sampling unit, Sampling size, sampling procedure. A research design is
a plan that specifies the objectives of the study. It is an outline that specifies the sources
and types of information relevant to research questions and it is a blueprint specifying the
method to be adopted for gathering and analyzing the data. This chapter briefly describes
the design of the study beginning from the title of the study and goes on to explain the
sampling, fieldwork, analysis and finally the limitations of the study.

In this particular study survey approach is adopted. It stands between observational and
Focus group research on one hand and experimental research on the other hand.
Observation and focus are best suited for exploratory research. Surveys are best suited for
descriptive research & experiments are best suited for cause & effect relationship.

Companies undertake surveys to learn about people's knowledge, beliefs, preferences,

satisfaction & to measure their magnitudes in the population.

SOURCES OF DATA
For the purpose of this study, data from two sources have been gathered namely:-

(1) Primary Data

(2) Secondary Data

Primary Source: - are original source, which are collected directly from the respondents.
This information is collected through questionnaire, personal interview and through
observation.

Secondary Source: - are those that containing data which have been collected and
compiled for another purpose. These sources consist of readily available information and
already complied statistical statement whose data may be used by the researchers for their
study.

The secondary sources include Annual Reports, Journals, Articles as well as magazines
and manuals.
As this is an exploratory study, the mode of collecting the data was mainly through
questionnaire. The Data was collected through the company journal, company brochure,
and website apart from the questionnaire.

A Survey Method was selected for the research because of the following characteristics:

 It is always conducted in natural settings; it is always a filed study.

 It seeks response directly from respondents.

 It covers a definite geographical area a city a district or a state.

 The analysis of data may be made using simple statistical technique with special
reference to the objectives of the study.

METHODOLOGY OF RESERCH STUDY

Methodology of Research study adopted was survey method. For primary data a sample
size of hundred customers were contacted & data were obtained from them through a
questionnaires prepared in English. Respondents were contacted at the CRISP SYSTEM
itself, depending upon their Convenience. For secondary data marketing books,
magazines, Journals were referred.

SAMPLING DESIGN PLAN

Sampling is one of the major tools for marketing research, which is connected with
collecting analyzing and interpreting data. It involves the study, in considerable details, of
relatively small numbers of information taken from a larger group it is a process of
extracting sample from a population. Defining the population requires that one can
describe the characteristics of the group from which information is required in clear
unambiguous terms. The population comprises individuals, households, firms or other
organization.

There are two types of sampling methods.

Probability sampling and Non-probability sampling

Particulars types of probability samples are:

1) Simple Random Sampling.

2) Systematic Random Sampling.
3) Stratified Random Sampling.
4) Cluster Sampling
Simple Random Sampling:
This refers to that sampling technique in which each and every unit of the population has
an equal opportunity selected in the sample. It is the simplest form of random sampling.
Stratified Random Sampling:

This is one of the random method, which by using the available information concerning
the population; attempt to design a more efficient sample than obtained by the simple
random procedure. Here, the universe to be sample is subdivided into groups, which are
mutually exclusive & include all items in the universe. A simple random sample is then
chosen independently from each group.
Systematic Random Sampling:

Selecting one unit at random and then selecting additional units at evenly spaced intervals
until the sample has been formed.
Cluster Sampling:

It involves the process of selection of two or more successive stage. At each stage, a
sample is taken until the final sampling until are achieved. In this type of sampling, there
is no need to have a sample frame covering the entire population.
Here, in this project convenience sampling was adopted for the collection of data. The
samples were chosen based on the availability of customers at places in company, their
offices and in their residence. The sample size is restricted to 50 respondents only.

DATA COLLECTION INSTRUMENTS

To get the response, the questionnaire method was used. In this study the questionnaire
were distributed to respondents who are the customers of the company (HSRIL) and
asked to answer the questions. They were also contacted personally to get the necessary
data or information required of the completion of the survey.

The questionnaire used in this study was a structured one. Here the questions were
arranged in a specific order and were logically interconnected for the research study. The
advantage of the structured questionnaire lies in the reduction of interviewers and
interpreters bias. The questionnaire was framed by keeping in the mind the objective of
employee satisfaction.

Actual collection of data: -

A Survey Method was selected for the research because of the following characteristics:

 It is always conducted in natural settings; it is always a filed study.

 It seeks response directly from respondents.

 It covers a definite geographical area a city a district or a state.

 The analysis of data may be made using simple statistical technique with
special reference to the objectives of the study. Both primary and secondary
data were collected.

 Primary data is the original source collected directly from respondents.

Secondary data from company reports, journals and Internet.

ANALYSIS & INTERPRETATION

Q.2. Annual Income

TABLE.1

Category Frequency Percent

1lak to 50lak 0 0

50lak to 1Cr 10 5

1Cr to 2Cr 114 57

2Cr and above 76 38

Total 200 100

Inference

From the chart we can find that 57% of the respondents earning a turnover of 1Cr to 2Cr,
38% of the respondents earning 2Cr and above, 5% of the respondents earning 50lak to
1Cr.

Finding

We can find that respondents are earning more that 1Cr per year.
Q.2. Annual Income

CHART.3

120 114
Frequency

100 Percent

80 76

60 57

40 38

20
10
5
0
50lak to 1Cr 1Cr to 2Cr 2Cr and above

Q.3.Which has urged you to buy from Delphi

 TABLE.2
Category Frequency Percent
Ambiance 38 19
Display 37 19
Presentation 38 19
Price 87 43
Total 200 100

Inference

From the table we can find that 435 of the respondents said that price has influenced
more to buy from Delphi, 19% each told Ambience, Display, and Presentation.

Finding

We can conclude that ambience, display, presentation and price all the factors has
influenced customers buy from Delphi.

Q.3. Which has urged you to buy from Delphi

 CHART.2

100

90 87

80

70

60

50 Frequency
43 Percent
40 38 37 38

30
19 19 19
20

10

0
Ambiance Display Presentation Price
Q.4.The process of resolving the customer’s queries and orders

TABLE.3
Category Frequency Percent
Superior 34 17
Very satisfactory 104 52
Above average 30 15
Somewhat unsatisfied 32 16
Poor 0 0
Total 200 100

Inference

From the above table we can find that 52% of the respondents are very satisfied with the
way that their concerns were resolved.17% told said superior,15% told above
average,16% somewhat satisfied.

Finding

From the study we can find that customers are satisfied with the process of resolving their
concerns.

Q.4.The process of resolving the customer’s queries and orders

CHART.3

120
104 Frequenc
y
100
Percent

80

60
52

40 34
30 32

20 17 15 16

0
e 0 r 0
o r r y g d o
ri to ra fie Po
pe fa
c
av
e
a tis
Su is ns
s at v e u
ry bo ha
t
A
Ve ew
m
So
Q.5 How many products do you buy from Delphi?

TABLE.4
Category Frequency Percent
Only one product 49 25
Two products 50 25
Three products 51 25
More than three 50 25
Total 200 100

Inference

From the table we can find that 25% of the respondents said that they buy only one
product, 25% each said two products, three products, more than three products.

Finding

We can find that 25% of the respondents said that they buy only one product, 25% each
said two products, three products, more than three products and customer is of different
category.
Q.5. How many products do you buy from Delphi?

CHART.4

60
Frequency Percent

50 51 50
50 49

40

30
25 25 25 25

20

10

0
Only one product Two products Three products More than three
Q.6. How many customers are there for the products which you from Delphi?

TABLE.5

Category Frequency Percent

>5 49 25

5-10 51 25

10-25 51 25

25 & Above 49 25

Total 200 100

Inference

From the table we can find that 25% of the respondents said that they are having 1-5
customers for Delphi products, 25% each having customer of 5-10, 10-25 and
25 & above.

Finding

Dealers are having more than 5 customers to 25 customers for Delphi products
Q.6. How many customers are there for the products which you from Delphi?

CHART.5

60

51 51
50 49 49

40

30 Frequency
25 25 25 25 Percent

20

10

0
>5 5 to 10 10 to 25 25 & Above
Q.7.How would you rate the manufacturer (Delphi), for pricing / range/ display /
Ambience

TABLE.6

Category Frequency Percent

Excellent 90 45

Average 96 48

Poor 14 7

Very poor 0 0

200 100

Inference

From the table we can find that 48% of the respondents rated Delphi as average, 45% of
the respondents rated Excellent, 7% of the respondents said poor.

Finding

From the study we can find that Delphi has performed reasonably well in pricing, range,
ambience and display. Even though there are few dealers who are not satisfied with
Delphi’s characteristic which definitely result in sales of its product. So the company
should concentrate on those few dealers to satisfy the maximum.
Q.7.How would you rate the manufacturer (Delphi), for pricing / range/ display /
Ambience

CHART.6

120

100 96
90

80
Frequen
60 cy
48 Percent
45
40

20 14
7
0
Excellent Average Poor 0 poor
Very 0
Q.8 Is the sales team providing you with the adequate information of all the
products?

TABLE.7

Category Frequency Percent

Yes they are excellent 96 48

To an extent 94 47

No they don’t 10 5

Total 200 100

Inference

From the table we can find that 48% of the respondents told that the sales team of Delphi
TVS providing the excellent service, 47% of the respondents told to an extent only, 5%
told sales team of Delphi not providing them the adequate information.

Finding

From the study we can find that the seals team of Delphi TVS providing adequate
services to the dealers. This ultimately results in addition of sales to Delphi TVS. We can
say that sales performance of Delphi is reasonably good.
Q.8. Is the sales team providing you with the adequate information of all the
products?

CHART.7

120
Frequency
100 96 94 Percent

80

60
48 47
40

20
10
5
0
Yes they are excellent To an extent No they don’t
Q.9. The process of getting the sales orders solved from sales department

TABLE.8

Category Frequency Percent

Superior 62 31

Very Satisfactory 62 31

Above Average 58 29

Somewhat unsatisfactory 18 9

Very Poor 0 0

Total 200 100

Inference

From the table we can find that 31% each said that their satisfaction towards the sales
orders process is superior, and Very satisfactory, 29% of the respondents told above
average, 9% told somewhat unsatisfactory.

Finding

From the study we can find that Delphi TVS processing the sales orders in a formal way
and very quick. So the customers are satisfied with the processing of solving eh sales
orders. We can say that Delphi’s sales team performance is good which simultaneously
results in increment in demand.
Q.9. The process of getting the sales orders solved from sales department

CHART.8

70
62 62
60 58

50

40
31 31 29
30

20 18
Frequency
9 Percent
10

0
r e 0 r0
io y y
er to
r
ra
g or Po
o
p ac e a ct y
Su tis
f Av tis
f r
a v e s a Ve
S
r y bo t un
Ve A
ha
ew
m
So
Q.10. Approximately how many times did you purchase products in the past year?

TABLE.9
Category Frequency Percent
Less than two times 64 32
1-5 times 64 32
1-7 times 62 31
More than 10 times 10 5
Total 200 100

Inference

From the table we can find that 32% of the respondents purchased Delphi products 1-2
times in the past year, 32% again purchased 1-5 times,31% purchased 1-7times , 5%
purchased more than 10 times from Delphi.

Finding

We can conclude the sales performance of Delphi is good because the customers are very
loyal to them. Major part of the dealers purchased Delphi products more than five times
in the recent past. Due the satisfaction towards the Delphi products only they are buying
more than 5 Times. In future it will definitely increases the sales if the Delphi keep up the
same phase or increases the satisfaction level.
Q.10. Approximately how many times did you purchase products in the past year?

CHART.9

70
64 64
62
60

50

40
32 32 Frequency
31
30 Percent

20

10
10
5

0
Less than two times 1-5 times 1-7 times More than 10 times
Q.11.How long have been the customer to Delphi?

TABLE.10

Category Frequency Percent

0-5 Years 70 35

5-10 Years 72 36

10-25 Years 42 21

25 & Above 16 8

Total 200 100

Inference

36% of the respondents said they are loyal to Delphi for 5-10 years, 35% told 0-5 Years,
21% are loyal for 10-25 Years, and 8% are loyal for more than 25 years.

Finding

We can find that major part of the dealers is loyal to Delphi TVS.
Q.11.How long have been the customer to Delphi?

CHAR.10

80
72
70
70

60

50
42
40 Frequency
35 36
Percent
30

21
20 16

10 8

0
0-5 Years 5-10 Years 10-25 Years 25 & Above
Q.12. Compared to the other manufacturers in the industry, how would you rate
Delphi?

Table.11
Category Frequency Percent
Much better 68 34
Somewhat better 56 28
About the same 62 31
Somewhat worse 14 7
Much worse 0 0
Total 200 100

Inference

34% of the respondents said that the performance of Delphi id much better compared to
the competitor, 28% of the respondents said that somewhat better, 31% told equal, 7%
told somewhat worse.

Finding

We can find that Delphi is performing very good compared to the competitors. Only 7%
said in few places Delphi performance is little worse. The company needs to rectify this
area.
Q.12. Compared to the other manufacturers in the industry, how would you rate
Delphi?

CHART.11

80

70 68
62
60 56

50

40
34
31
30 28 Frequency
Percent
20
14
10 7

0
r r e e 0 e0
te te am or
s
or
s
b et et s
h tb e tw h
w
uc ha tt
h ha uc
M ew ou ew M
m b m
So A So
Q.13. All the queries regarding the product resolved to your complete satisfaction all
the time?

TABLE.12
Category Frequency Percent
Yes 104 52
To an extent 84 42
No 12 6
Total 200 100

Inference

From the table we can find that 52% of the respondents said that their queries were
solved all the time to their complete satisfaction, 42% told to an extent only, 6% told they
are not satisfied.

Finding

From the study we can find that major part of the respondents is satisfied with the way
their queries were resolved.
Q.13. All the queries regarding the product resolved to your complete satisfaction all
the time?

CHART.12

120

104
100

84
80

60 Frequency
52 Percent

42
40

20
12
6

0
Yes To an extent No
 Q.14. Do you agree with the following statement

“The customer service representatives of Delphi TVS are very courteous”

TABLE.13
Category Frequency Percent
Strongly agree 60 30
Somewhat agree 62 31
Neutral 60 30
Somewhat disagree 18 9
Strongly Disagree 0 0
Total 200 100

Inference

From the table we can find that 31% of the respondents somewhat agree that the
customer service representative are very courteous, 30% each strongly agree and neutral,
9% only disagree.

Finding

91% of the respondents agree that the customer service representatives are very polite,
only 9% somewhat disagreed.
 Q.14. Do you agree with the following statement

“The customer service representatives of Delphi TVS are very courteous”

CHART.13
70
62
60 60
60

50

40

30 31 30
30
Frequency
20 18 Percent

10 9

0
l 0 0
e e ra e e
re re re re
ag ag eut ag ag
ly t N is Di
s
ng ha d
o ew at ly
St
r m ew
h ng
So m rt o
So S
Q.15. Which of the qualities of customer service representative stood out

TABLE.14

Category Frequency Percent

Patience 41 20

Enthusiastic 39 20

Listened Carefully 40 20

Friendly 41 20

Responsive 39 20

Total 200 100

45
41 40 41
40 39 39

35

30

25
20 20 20 20 20 Frequency
20 Percent

15

10

0
Patience Enthusiastic Listened Carefully Friendly Responsive

Inference
From the study we can find that all the qualities of customer service representative are
equally considered by the respondents

Q.16.Do you agree with the following statement “The customer service
representatives of Delphi TVS are very Knowledgeable”

Table.15

Category Frequency Percent

Strongly Agree 5 2

Somewhat agree 98 49

Neutral 99 49

Somewhat disagree 0 0

Strongly disagree 0 0

Total 200 100

Inference

From the table we can find that 49% each somewhat agree and neutral the statement says
the customer service representatives of Delphi TVS are very Knowledgeable, 2%
strongly agree.

Finding

From the study we can find that all the dealers are satisfied with the knowledge of
customer service representative. If the customer service representatives are
knowledgeable they can bring in more clients in the business, which results in hike sales
performance.
Q.16.Do you agree with the following statement “The customer service
representatives of Delphi TVS are very Knowledgeable”

CHART.15

120

100

80

60

40 Frequency
Percent
20

0
ee l
ee ra re
e
re
e
gr ag
r ut g g
ly
A t N
e isa isa
ha td d
ng ew ha ly
St
ro m ew ng
So ro
m St
So
Q.17. Rate your experience with the manufacturer

TABLE.16
Category Frequency Percent
Excellent 63 31
Good 61 31
Average 62 31
Poor 14 7
Very poor 0 0
Total 200 100

Finding

We can find that 93% of the respondents said that their experience with Delphi is good,
only 7% told they are not satisfied. Company should concentrate on the non satisfied
customers and should make them as satisfied customer.
Q.17. Rate your experience with the manufacturer

CHART.16

70
63 62 Frequenc
61 y
60
Percent

50

40

31 31 31
30

20
14

10 7

0
Excellent Good Average Poor 0 poor
Very 0
 Q.18. Do you find the required quantity of the product

Table.17

Category Frequency Percent

Yes 99 50

To an extent 101 50

No 0 0

Total 200 100

Inference

From the table we can find that 50% of the respondents said they find the product all the
time, 50% of the respondents said only to an extent.

Finding

Customers could find all the products they are searching for in Delphi. Which means that
the all the demand of customers are fulfilled to an extent.
Q.18. Do you find the required quantity of the product

CHART.17

120

99 101
100

80

60 Frequency
50 50 Percent

40

20

0
Yes To an extent 0 No 0
 Q. 19. Which of the following is the strength of Delphi Products?

Table.18
Category Frequency Percent
Feature 56 28
Quality 54 27
Price 44 22
Brand Name 46 23
Total 200 100

Inference

From the table we can find that 28% of the respondents said Feature of the product is the
strength of Delphi, 27% of the respondents said Quality is the strength, 22% of the
respondents said price, 23% told Brand name.

Finding

From the study we can find that all the characteristics of Delphi like Feature, Quality,
Price, Brand name has got equal contribution to the Delphi’s over all strength.
Q.19. Which of the following is the strength of Delphi Products

CHART.18

23
28
Feature

Quality

Price

Brand
22 Name

27
 CHI SQUARE

Ho: There is no relationship between Rating of Delphi product features and the
perception towards the sales team

Ha: There is a relationship between Rating of Delphi product features and the
perception towards the sales team

OBSERVED TABLE

Very
Excellent Good Poor Poor Total
Superior 17 23 6 6 51
Very Satisfactory' 51 10 0 6 67
Above Average 11 23 6 0 40
Somewhat
Satisfactory' 23 13 6 0 42
Very Poor 0 0 0 0 0
Total 103 69 17 11 200

EXPECTED VALUE TABLE

Very
Excellent Good Poor Poor Total
Superior 26 18 4 3 51
Very Satisfactory' 34 23 6 4 67
Above Average 21 14 3 2 40
Somewhat
Satisfactory' 22 14 4 2 42
Very Poor 0 0 0 0 0
Total 103 69 17 11 200
 CALCULATION

Observed Expected O-E (O-E)^2 (O-E)^2/E

17.14 26.44171 -9.30171 86.52174 3.272169

51.42 34.2801 17.1399 293.7763 8.569881

11.42 20.56291 -9.14291 83.59288 4.065225

22.85 21.54528 1.304716 1.702283 0.07901

22.85 17.62695 5.223053 27.28028 1.547647

9.52 22.85229 -13.3323 177.7498 7.778209

22.85 13.70794 9.142057 83.57721 6.096991

13.33 14.36282 -1.03282 1.066726 0.07427

5.71 4.404808 1.305192 1.703526 0.386742

0 5.710571 -5.71057 32.61062 5.710571

5.71 3.425486 2.284514 5.219005 1.523581

5.71 3.589135 2.120865 4.49807 1.253246

6 2.936539 2.773461 7.692087 2.61944

6 3.807047 1.902953 3.621228 0.951191

0 2.283657 -2.28366 5.215091 2.283657

0 2 -2.39276 5.725283 2.392756

CHI SQUARE 48.60459

Chi Square is = 48.60

Degrees of freedom = (r-1)*(c-1) = (5-1)*(4-1) = 12

Probability = 0.001
Inference

The probability value is 0.001, which means that there is a .1% probability that any
deviation from expected results is due to chance only. Based on our standard p > 0.05,
this is within the range of acceptable deviation. In terms of hypothesis for this, the
observed chi-squares not significantly different from expected. The observed numbers are
consistent with those expected. So there is a relationship between Rating of Delphi
product features and the perception towards the sales team

Finding

From the chi-square analysis we can find that, there is a relationship between Rating of
Delphi product features and the perception towards the sales team
 FINDINGS

 We can find that respondents are earning more that 1Cr per year

 We can conclude that ambience, display, presentation and price all the factors has
influenced customers buy from Delphi.

 From the study we can find that customers are satisfied with the process of
resolving their concerns.

 We can find that 25% of the respondents said that they buy only one product, 25%
each said two products, three products, more than three products respectively and
customer is of different category.

 Dealers are having more than 5 customers to 25 customers for Delphi products

 We can find that major part of the dealers is loyal to Delphi TVS.

 We can find that Delphi is performing very good compared to the competitors. Only
7% said in few places Delphi performance is little worse. The company needs to
rectify this area.

 From the study we can find that major part of the respondents is satisfied with the
way their queries were resolved.

 91% of the respondents agree that the customer service representatives are very
polite, only 9% somewhat disagreed.

 From the study we can find that all the qualities of customer service representative
are equally considered by the respondents

 From the study we can find that all the dealers are satisfied with the knowledge of
customer service representative.
  Customers could find all the products they are searching for in Delphi. Which
means that the all the demand of customers are fulfilled to an extent.

 From the study we can find that all the characteristics of Delphi like Feature,
Quality, Price, Brand name has got equal contribution to the Delphi’s overall
strength.

 From the chi-square analysis we can find that, there is a relationship between
Rating of Delphi product features and the perception towards the sales team

SUGGESTIONS

 Major portion of the customers are influenced by the ambience & price of the
product. So Delphi TVS need to retain the same to bring in more clients into the
business.

 Customers are of different category, they buy one product or 5 products. So Delphi
TVS should serve them better even in less profit. For any kind of business customers
needs to be satisfied to withstand in the industry.

 From the study we can find that Delphi has performed reasonably well in pricing,
range, ambience and display. Even though there are few dealers who are not satisfied
with Delphi’s characteristic which definitely result in sales of its product. So the
company should concentrate on those few dealers to satisfy the maximum.

 We can conclude the sales performance of Delphi is good because the customers are
very loyal to them. Major part of the dealers purchased Delphi products more than
five times in the recent past. Due the satisfaction towards the Delphi products only
they are buying more than 5 Times. In future it will definitely increases the sales if
the Delphi keep up the same phase or increases the satisfaction level.

 Delphi TVS processing the sales orders in a formal way and very quick. So the
customers are satisfied with the processing of solving the sales orders. We can say
 that Delphi’s sales team performance is good which simultaneously results in
increment in demand.

 Dealers perceived that Delphi TVS providing adequate services to them. This
ultimately results in addition of sales to Delphi TVS. We can say that sales
performance of Delphi is reasonably good.

 If the customer service representatives are knowledgeable they can bring in more
clients in the business, which results in hike sales performance.

CONCLUSION

Sales performances are the back bone for any company to withstand in the prevailing

industry. Here I conducted a study on Delphi TVS to find out the sales performance and

satisfaction towards the products and other categories. This study is based on the

questionnaire.

From the study I found that customers are very satisfied with the performance of Delphi

TVS. Based on the few questions I found that customers are influence by the ambience,

presentation, and ext. They are satisfied with the after sales services, customer care

executive. The products are purchased in every two to three months. The number of

products is also little high. The sales performance is also satisfactory. This indirectly

means that, the customers are very loyal to Delphi TVS.

If the company maintains the same force and service in the entire category, definitely the

sales of the product would increase at a high rate. Suppose more customers are satisfied

with the company sales and service it will result in more demand which would ultimately

increases the profit.

BIBLIOGRAPHY
1. Name Of the company

2. Annual Turnover
a) 1, 00,000 to 50, 00,000
b) 50, 00,001 to 1 Cr
c) 1 Cr to 2Cr
d) 2Cr and above
3. Did you find the product, what were you looking for?
a) Yes
b) No
c) To an extent
4. Did you buy it?
o Yes
o No
5. Which has urged you to buy from Delphi?
a) Ambiance
b) Display
c) Presentation
d) Price
6. The process of getting your concern resolved is

a) Superior
b) Very satisfactory
c) About average
d) Somewhat un satisfactory
e) Very poor

7. How many products do you buy from Delphi?

a) Only one product

b) Two products
c) Three
d) More than three
8. How many customers are there for the products which you buy from DELPHI?
a) < 5
b) 5-10
c) 10-25
d) 25 & Above
9. How would you rate your manufacturer (Delphi), for
pricing/Range/Display/Ambiance?
a) Excellent
b) Good average
c) Poor
d) Very poor
10. Is the sales team providing you with the adequate information of all the
products?
a) Yes they are excellent
b) To an extent
c) No, they don’t
11. The process of getting sales orders solved from sales department
a) Superior
b) Very satisfactory
c) About average
d) Somewhat un satisfactory
e) Very poor

12. Approximately how many times did you purchase for products in the past
year?
a) Less than 2 times
b) Less than 5 times
c) Less than 7 times
d) More than 10 times
13. How long have you been a customer to DELPHI
a) 0- 5 years
b) 5-10 years
c) 10-25 years
d) 25 & Above
14. Compared to other manufacturers that are available, how would you rate
DELPHI?
a) Much better
b) Somewhat better
c) About the same
d) Somewhat worse
e) Much worse
15. Were all the queries regarding product resolved to your complete satisfaction
level all the time?
a) Yes, by the company or its representative
b) To an extent
c) No, nobody resolved my doubts
16. The customer service representative as very courteous
a) Strongly agree
b) Somewhat agree
c) Neutral
d) Somewhat disagree
e) Strongly disagree
17. Which of the following qualities of the service representative stood out (as
being superior)
a) Patient
b) Enthusiastic
c) Listened carefully
d) Friendly
e) Responsive
18. The customer service representative was very knowledgeable.
a) Strongly agree
b) Somewhat agree
c) Neutral
d) Somewhat disagree
e) Strongly disagree
22. What do you think of experience at your manufacturer?
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
23. Do you find the required quantity of products?
a) Yes, required quantity is available
b) To an extent only
c) No, not available
24. Which of the following is the strength of DELPHI products
a) Feature
b) Quality
c) Price
d) Brand name

25. Comments & Suggestions