Asil Asfour Essays - Islam, Religion, Egyptian Coup Dtat

Asil Asfour Introduction to the Quran Professor Spevack 17 November 2017 Hassan al-Banna's Ideal Brotherhood Islamism, or Islamic fundamentalism, is the use of social and political activism advocating that public and political life should be guided by Islamic principles (Kandil, 5). The essence of Islamism is the full implementation of Shar'ia (Islamic) law into every aspect of a society. The Muslim Brotherhood is a transnational Islamic organization that invented and embodies the concept of Islamism. In 1928, the Brotherhood was founded in Egypt by an Islamic Scholar named Hassan al-Banna, and has rapidly spread through Sudan, Syria, Palestine, Lebanon, and various places in North Africa. The primary goal of the Brotherhood is to instill the Quran and Hadith as the "sole reference point for . . . ordering the life of the Muslim family, individual, community . . . and state" (qtd. in Pape Feldman, 224) with peaceful reform. In the 1940s, Sayyid Qutb, a key articular of the ideas of radical Islamism, called for the use of violence to form fundamentalist Islamic states, and was a major influ ence in the formation of al-Qaeda, a militant Islamist organization (Kull, 2011). The rest of the world was led to believe that the Brotherhood had a covert radical Islamic agenda due to Qutb's hostile ideology and actions. However, Islam is a religion of peace, mercy, and forgiveness, and the Quran is the physical representation of the religion. Islam is derived from the word Salam, which translates to peace and is also one of the most beautiful names of Allah (God) (al-Hashr, 59:23). The Quran is the sacred scriptures of Allah and is a central role in not only "Islamic metaphysics and theology, but also in the practical and ritual aspects of Islamic religious and spiritual life" (Nasr, 2015). Al-Banna dedicated the formation of the Brotherhood to a religion based on peace and tranquility, and uses the Quran and Hadith (Sunnah) to guide the organization's doctrine. Despite al-Banna's hopes of peaceful peaceful reform, the Brotherhood continues to be scrutinized by the rest of the w orld, and is an organization that is commonly misunderstood. To fully comprehend what the Brotherhood stands for, it is necessary to understand the initial principles that al-Banna founded the Brotherhood on. The emergence of the Muslim Brotherhood was sudden and the organization's message rapidly spread to many Muslims. Many believe this efficiency was due to Hassan al-Banna's effective leadership that included, "his charisma, his profound conviction, the sincerity of his faith, and his very great ability in terms of organization rapidly made him a very respected leader, one viewed almost as sacred" (Marechal, 20). His influential leading was proven to be true when his popularity grew so great that his organization counted one million sympathizers in Egypt alone by 1948 (Mitchell, 175). Al-Banna began his mission to establish the Brotherhood by promoting and engaging in da'wah (preaching): he concentrated on the importance of daily religious practices and the need to revivify one's own Muslim identity. The teachings of Al-Banna were beginning to inspire and catch the attention of many Muslims. The support of people helped al-Banna devise a system that effectively transmits the knowled ge of Islam and promote the solidarity of Muslim individuals. Al-Banna envisioned an Islamic organization that was comprised of many independent factions of Muslims that were all administered by the same figures of religious authority, who worked to create societal Islamic laws through tafsir bi-al-ma'thur, or interpreting the Quran's sacred scripts using the Quran and Hadith (Kandil, 6). The purpose of al-Banna's organization was to enact a complete social reform. The reform was to create a society in which Islam functioned as a complete way of life, and not only a doctrine of moral principles (Marechal, 22). Many supported al-Banna's efforts and trusted his Islamic leadership and as a result, the Muslim Brotherhood was established. The Brotherhood does not consider it's organization as an ordinary social movement, but instead, their organization is founded on sacred, divine law - that is, Islam (Shatla qtd. in Kandil, 62). The Message of the Teachings is the Brotherhood's doctrine that was created by al-Banna. The doctrine consists of nine sections: understanding, sincerity, action, jihad, sacrifice, obedience perseverance, resoluteness, and brotherhood. Al-Banna's doctrine consists the

Human Resource Management Approaches The WritePass Journal

Human Resource Management Approaches Introduction Human Resource Management Approaches ) argue that for employee recognition to have an impact in the progress of an organization, it needs to encourage employees to increase their efforts towards attaining organizational goals. According to Karen Forester, the TGI Friday’s managing director in the UK; employee recognition has been part of the company’s culture since it started in 1965 (TGI Friday’s, 2014). One way in which the company recognizes its employees is through the use of achievement badges, which are given to employees as a form of appreciation for their achievements or extraordinary contributions they make towards the company. The company also has a program where employees are nominated by colleagues based on their performance, and are later gifted through different treats. For instance, in January 2013, TGI Friday’s UK flew 400 employees to a party that was held in Florida (The Sunday Times a, 2013). Whereas such employee recognition efforts may be costly and could cut down on the company’s profitability, the organization believes that it is a â€Å"huge deposit in the emotional bank account†. Creation of a Conducive working Environment The organizational environment also has a role to play in the productivity of employees. There are several approaches that have been suggested by researchers on the approaches that can be used to create an organizational environment that enhances employee productivity (Armstrong, 2008). One of these is creation of an open and transparent form of communication across the organization. By so doing, all employees will have a feeling that their opinions are valuable to the organization. This also instils a sense of belonging in the employees (Aula Siira, 2010). Another approach that can be used in creation of an effective work environment for employees is ensuring that there is a work-life balance for employees (Bratton Gold, 2012; Miner, 2005). To attain work-life balance, employees ought to be given the chance to fulfil other goals and responsibility in life apart from their work. These include responsibilities to their families and the community, spiritual needs and personal growth, among others (Clutterbuck, 2003). Other approaches include encouraging a team spirit in the organization, provision of a job security assurance and offering training to improve employee competence (Orlitzky Frenkel, 2005). As opposed to typical fast-paced food restaurants, TGI Friday’s employees have the assurance that their jobs are secure. With reference to a research carried out by the Sunday Times, 86% of the company’s employees felt that they had secure jobs. With regard to instilling a sense of belonging in its customers, the company has a tradition for treating each of its 4000 staff members in the UK as family (The Sunday Times a, 2013). According to Karen foster, the company’s UK managing director, â€Å"We never call them staff or employees, we call them family and we treat them like family† (Martin, 2013). This also creates a sense of teamwork, which is also a factor that improves employee productivity. Scientific Management Approach Evaluation of employee performance The scientific approach to human resource management emphasizes on increasing efficiency in employee productivity. One of the ways in which this can be done in an organization is through the evaluation of the performance of employees in periodic intervals (Taylor, 2013). Employees that are not competent enough ought to be trained or given a certain time to improve. If they fail to improve in performance, they are dismissed and replaced by more competent recruits (Bloisi, 2007). This also takes place at TGI Friday’s. There was a period in time when the company needed to redefine its culture and redefine itself. To do this, some brutal approaches were undertaken to ensure that only the right staff members were left in the company. This involved carrying out an assessment of each member of the company and classifying them according to their contributions. As argued by the company’s UK managing director, â€Å"Everyone in the organisation was assessed and classified as â⠂¬Ëœplayers’, ‘wannabe players’ (who needed more training), ‘potential players’ (who could go either way) and ‘assassins’ (who had the ability to sabotage the transformation project)† (Martin, 2013). The group of employees that was referred to as the assassins was dismissed from the company, a step that resulted in the improvement of the company’s performance. This is an ideal approach of increasing the efficiency of the company, which is quite synonymous to the scientific management approach. Monetary Motivation To motivate employees, TGI Friday’s also uses the monetary approach. Employees at the company receive annual pay reviews. In 2013, members of the company’s kitchen staff were offered a 9.5% pay rise as a gesture to appreciate their contributions to the company (The Sunday Times a, 2013). Even though the monetary incentives are used to motivate the company employees, they are used alongside other forms of incentives. The reason for this is that when monetary incentives are used exclusively by a company, it may limit the creativity and innovation of employees (Adeogun, 2009). Management at Christians against Poverty (CAP) Christians against Poverty (CAP) is a not-for profit organization operating the United Kingdom. It specialized in debt counselling, a charity work that that is based in different local churches across the UK (Christians Against Poverty, 2013). It offers solutions and hope for people who are in heavy debts by providing advice to the affected people on the ways in which they can generate income to enable settle the debts and relieve themselves from the associated stresses that could be even detrimental to their health. Apart from helping the company’s target populations to get out of poverty, CAP has also received recognition by the Sunday Times as being among the best not for profit companies to work for (The Sunday Times b, 2013). In a study that was carried out by Sunday Times on opinions of the company’s employees about how they felt about their leadership and whether they enjoy working at CAP, there was a 95% positive response that indicated that employees loved to w ork for the company. 97% of the employees indicated their pride in being employed by the company, while 99% of the employees believed that the company makes a positive contribution in society (The Sunday Times b, 2013). Just as was the result at TGI Friday’s, this response from the company employees indicates that the approaches used in the human resource management of the company is appropriate. The main difference that exists between TGI Friday’s and CAP is that whereas TGI Friday’s incorporates monetary incentives in employee motivation, there is no evidence that indicates that CAP uses the same. The Human Relations Approach Communication at CAP In any organization, effective communication is one of the factors that contribute towards an improvement in employee performance. Communication often depends on the structure of the organization. Hierarchical organizational structures are characterized by vertical communication channels, where employees pass information to managers through their immediate bosses (Adeogun, 2009). On the other hand, adhocratic organizations are characterized by horizontal communication channels, where employees are free to address top managers in case they need to pass across a certain message (Ulrich et al., 2008). The structure at CAP is adhocratic, based on the fact that senior managers and employees interact to share information that id positive for the organization’s progress. Not only does this reduce the channels through which information it passed, but also motivates employees by providing them with a sense of belonging (Armstrong, 2008). They are also motivated to contribute more towar ds the organization because they know that their opinions and ideas matter. Effective communication at CAP was demonstrated in 2012 where there was a restructure of client service teams in the organization. When staff members that had been adversely affected by the reshuffle voiced their concerns, the original restructuring plans were changed (The Sunday Times b, 2013). In another demonstration of effective communication at CAP, there was a Dragon’s Den-style event, where teams were established to propose improvements on the company’s operations. All the proposals were presented, and a vote was made to select those that had to be implemented immediately. Afterwards, the managers pledged that they will ensure that the suggested proposals will be implemented (The Sunday Times b, 2013). This clearly indicates that the company involves its employees in decision making. Catering for Employees’ Wellbeing Ensuring that the well being of employees is catered for is another approach that CAP uses to motivate its human resource force (Meyer Allen, 2007). According to the research that was carried out by the Sunday Times, the company has an 88% score on how effectively it addresses the wellbeing of its employees. One of the ways in which the company addresses the wellbeing of its employees is through setting aside a full day every year, referred to as the wellbeing day. On this day, employees are informed on how to maintain a healthy lifestyle, encouraged to use the staff gym. Several group exercises are also carried out (Christians Against Poverty, 2013). Another approach that is used to address the wellbeing of employees is through organizing motivational talks to empower them. Matt Barlow, the chief executive director of CAP, gives regular motivational speeches to the company’s staff members, which mainly aim at inspiring them to attain their potential in life while at the same time ensuring that they adhere to their moral principles (The Sunday Times b, 2013). This has increased the faith that employees have in him and the company. When employees are aware that the company is concerned about their well being, there is an increased likelihood for them to be more committed to the organization (Orlitzky Frenkel, 2005). Incentives As opposed to TGI Friday’s where employees are provided with monetary incentives in form of bonuses and salary increments, the incentives that employees at CAP get are usually in form of free drinks and fruits, a cycle to work program and being provided with free sports facilities (The Sunday Times b, 2013). There is also a program where employees are nominated by managers for awards, depending on their performance. When employees make contributions that are beyond what is expected of them, they are recognized and awarded. Far from financial rewards that are given in most companies, the rewards that are given at CAP include meals, cinema tickets or chocolates. The annual salary of a caseworker in the company is at  £21,164, of which employees believe is a reasonable pay for their efforts (Christians Against Poverty, 2013). Being a not for profit organization, this explains the fact that there are no incentives in form of financial reward. Relevance of the Human Relations and Scientific management in the 21st Century To establish how relevant these approaches of human resource management are in the present-day organizational environment, it is vital to have an understanding of the principles that govern them. The scientific management approach has four core principles (Taylor, 2013). The first is referred to as the replace rule of thumb work approaches. These approaches have to be arrived at by carrying out a scientific study. The second principle is that every employee in the organization ought to be scientifically selected, trained and developed, as opposed to letting them train themselves with work experience. The third principle is that managers ought to cooperate with employees so as to ensure that they are strictly adhering to the operational methods that have been scientifically developed. The fourth principle is that work ought to be equally divided between workers and managers to allow managers to apply the principles of scientific management to plan duties for workers (Taylor, 2013). Cr itics of this approach of management argue that it increases work monotony and reduces avenues through which employees could provide feedback to their managers (Ulrich et al., 2008). However, there is still relevance of this approach in present-day human resource management. One of the principles that are still applicable is that employees ought to be scientifically selected, trained and developed by organizations (Taylor, 2013). Even present-day organizations have certain criteria that they use in selection and recruitment of their employees, and also emphasize on training them so as to make them more capable in executing their responsibilities (Bratton Gold, 2012). The human relations approach to management is based on three underlying principles (Thompson, 2011). The first principle is decentralization, where hierarchy that is often employed in classical management is replaced with providing employees with greater autonomy. The second is participatory decision making, where employees ought to be involved in the decision-making process of the organization. The third principle is that managers need to develop employees that are self-motivated (Thompson, 2011). This management approach is supportive of an organizational structure that is adhocratic (horizontal), and against the hierarchical organizational structure. Given that present-day organizations are becoming less hierarchical and more horizontal, it can be thus stated that the human relations approach to management is quite relevant in the 21st century (Ulrich et al., 2008). In regard to whether not-for-profit organizations and organizations that aim to maximize their profits need to apply different management approaches, this is quite debatable. Whilst the objectives of these organizations might differ, it is vital for both to ensure that their employees are motivated and efficient. The main aspect that may differentiate not for profit organizations with the profitable ones is that while employees in not for profit organizations may not prioritize monetary incentives, those in profitable companies expect such incentives to be incorporated in their motivation strategies. Conclusion As aforementioned in this study, human resources are the most important assets owned by any organization. Therefore, human resource managers ought to use people management strategies that motivate employees to increase their contribution towards attaining organizational goals. Two main approaches to people management have been addressed here. These are the scientific management approach and the human relations approach. Explanation of these approaches has been done by comparing management approaches in two organizations ranked among the top 100 companies to work for in the UK. One of the companies, TGI Friday’s, is a profit oriented company, while other, CAP is a not for profit organization. Similarities and differences that exist in the human resource management approaches of these companies have been highlighted in this report. In establishing the relevance of scientific management and the human relations approach of management, future research should carry out a more in-dep th analysis of the advantages and disadvantages of both in the present-day organizational environment. References Adeogun, J., 2009. Monetary Motivation, Performance and Job Satisfaction. New York: ILEAD Academy. Armstrong, M., 2008. Strategic Human Resource Management: A Guide to Action. London: Kogan Page. Aula, P. Siira, K., 2010. Organizational Communication and Conflict Management Systems: A Social Complexity Approach. Nordicom Review, 31, pp.125-41. Bloisi, W., 2007. An Introduction to Human Resource Management. Maidenhead: McGraw-Hill Education. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Christians Against Poverty, 2013. About Us. [Online] Available at: https://www.capuk.org/ [Accessed 20 February 2014]. Clutterbuck, D., 2003. Managing work-life balance: a guide for HR in achieving organizational and individual change. London: Chartered Institute Of Personal Development. Marchington, M. Wilkinson, A., 2005. Human Resource Management at Work: People Management and Development. London: CIPD. Martin, P., 2013. TGI Fridays MD: my people management secrets. [Online] Available at: hrmagazine.co.uk/hr/features/1078162/tgi-fridays-md-people-management-secrets [Accessed 20 February 2014]. Meyer, J.P. Allen, N.J., 2007. A three-component conceptualization of organizational commitment: Some methodological considerations. Human Resource Management Review, 1, pp.61-98. Miner, J.B., 2005. Organizational Behavior: Essential theories of motivation and leadership. New York: M.E. Sharpe. Orlitzky, M. Frenkel, S., 2005. Alternative pathways to high-performance workplaces. International Journal of Human Resource Management, 16(8), pp.1325-48. Taylor, F.W., 2013. Scientific management. New York: Routledge. TGI Friday’s, 2014. About Us. [Online] Available at: tgifridays.co.uk/ [Accessed 20 February 2014]. The Sunday Times a, 2013. The Sunday Times 100 Best Companies. [Online] Available at: http://features.thesundaytimes.co.uk/public/best100companies/live/template [Accessed 20 February 2014]. The Sunday Times b, 2013. 100 best Not for Profit Companies. [Online] Available at: http://features.thesundaytimes.co.uk/public/best100companies/live/template [Accessed 20 February 2014]. Thompson, J.D., 2011. Organizations in action: Social science bases of administrative theory. California: Transaction Publishers. Ulrich, D., Younger, J. Brockbank, W., 2008. The twenty-first-century HR organization. Human Resource Management, 47, pp.829-50. Wright, B.E., Moynihan, D.P. Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215.

The involvement of ion channels in cancer Dissertation

The involvement of ion channels in cancer - Dissertation Example The study focuses on potassium and sodium ion channels as the key receptors that can be utilized along with specific types of toxin, to impede the metastatic phase of cancer. This notion can help improve cancer diagnosis, prognosis and therapy. Introduction Cancer is considered a malignant neoplasm which is classified as disease that affects a group of cells that manifest mutation or uncontrolled growth, which attacks and invades adjacent tissues, it then spreads through a process of metastasis that extends to other parts of the body through lymphs or blood. Cancer comprises of three malignant properties which differentiate them from benign tumors that does not spread or metastasize. Causes of cancer can be categorized into two: environmental and hereditary or genetic (Anand, Kunnumakkara, Kunnumakara, et al 2008). Environmental factors that trigger cancer includes: diet and obesity, infection, radiation, lack of physical activity, tobacco and pollutants (Danaei, Vander Hoorn, Lopez, Murray, & Ezzati 2005; Irigaray, Newby, Clapp et al 2007; Parkin, 2006). Such factors develop the mutation of the cell's genetic composition. As per the process of the reproduction of cells, it is a complex procedure that is regulated by various classes of genes, which consists of tumor suppressor genes and oncogenes (Kinzler et al 2002). Acquired diseases or abnormalities are hereditary, which can develop into cancer. Approximately five to ten percent of most cancer cases are hereditary (Anand et al. 2008). The presence of cancer can be determined through the results of radiology or the manifestations of symptoms. However, diagnosis can only be identified by means of a microscopic examination of a biopsy specimen. Most cases of cancer can be treated through chemotherapy, surgery and radiotherapy. The type and degree of the cancer influences the prognosis. This illness can affect everyone, regardless of age, but some are more prevalent in children, whereas the risk of developing ca ncer comes with aging. Mortality rate due to cancer increases due to lifestyle changes and aging (Jemal, Bray, Center, Ferlay, Ward, & Forman 2011). Classification There are different types of cancer, and they can be identified through the type of cell in accordance to the semblance of the tumor. Each classification are as follows: Carcinoma is a type of cancer that originated from epithelial cells, which are most commonly referred to those that manifest in the breast, prostate, lung and colon, whereas Sarcoma is caused by a mutated connective tissue or mesenchymal cells. Blastoma is a derivative from embryonic tissues or immature precursors, which are most common in children. Carcinoma, blastoma and sarcoma are suffixes of cancer types, which is defined as the origin. Lymphoma and Leukemia is derived from blood forming or hematopotoietic cells. Germ cell tumor manifests from pluripotent cells. This type of cancer usually manifests in the testicle and ovary if found on adults, but a rer more emminent in babies and children (Anand et al. 2008). Pathophysiology Cancer, as a disease, can be traced as a failure of a tissue growth to be regulated. A particular cell mutates or transforms when a gene that regulates cell growth becomes modified (Croce 2008). Mutated genes can be classified into two: Oncogenes, which are responsible for cell growth and reproduction; and tumor suppressor

CIO Case Analysis Article Example | Topics and Well Written Essays - 2500 words

CIO Case Analysis - Article Example Comprehensive IT/IRM frameworks ensure that the CIO has the responsibility of discerning development projects that align to the core business strategies of the agency and ensures IT investment on projects that provide the most positive impacts on the society. This work analyzes current and recommended governance approach of Federal CIO; and how the CIO should lead or manage IRM to meet the IT needs of the federal agencies. In his endeavors to ensuring strategic development, Federal CIO has a duty to ensure an efficient Federal IT Workforce (Federal CIO Roadmap, 2012). Federal CIO has the responsibility of assessing the Information Resource Management skills required for agency IT personnel. He has the responsibility of identifying, evaluating and rectifying deficiencies that may hinder the agency from meeting its strategic goals and business objectives. The federal CIO further has the duty of placing specific plans for hiring IT staff, training the IT workforce and ensuring the perso nnel of Information Technology Department have the requisite professional training. There are particularly emphases on providing regular appraisals and trainings on new concepts that develop every single day in IT (Federal CIO Roadmap, 2012). ... agency, through the CIO, has the core responsibility of signing qualifies project managers for all its projects and document and examine the qualifications of the project managers. Federal CIO Improvement of IT and IT Services through Enterprise Architecture Federal Laws and regulations have sections that guide Chief Executive Officers in their operations. The law directs Federal Laws direct federal CIOs to develop Enterprise Architectures (EAs) as blueprints for modernization of IT in support for maintaining agency missions (Federal CIO Roadmap, 2012). Agency develops and maintains Enterprise Architecture as a means of ensuring there is Performance Improvement Lifecycle (PIL) (Federal CIO Roadmap, 2012). The Performance Improvement Lifecycle has three distinct phases; Architect phase Invest phase and Implementation phase. This is linked to the agency’s development and budget submission process. Every September, the OMB issues Federal Enterprise Architecture guidance. The guid ance consists Enterprise Architecture Assessment framework for the fiscal year in question and any cross-agency initiatives. Upon receiving the Federal Enterprise Architecture guideline, an agency develops its own EA blueprint. The CIO works together with businesses within the agency sector to segment Enterprise Architecture in a bid to ensure the agency missions reach the grass roots and are met fully. In March every year, the federal government conducts an assessment that provides an immediate feedback on the performance of all the federal agencies. The CIO has the responsibility of fully cooperating with the assessors to ensure there is clear understanding the extent of success of the EA and Segment Architectures. An agency then uses the EA to inform and guide its capital investment

Art History Project Research Paper Example | Topics and Well Written Essays - 2500 words

Art History Project - Research Paper Example Additionally, the participation in domestic and community affairs helped women to influence the political system at the time. There was a limitation on women to express their political views against their husbands. Moreover, women could not publicly condemn the established political order in the era. The women that went against the established norms in the society risked their lives through death. In this period, there was limitation to women that wanted to venture in art. Most of the women lacked access to sophisticated training required to be an accomplished artist (NMWA 1). The period only saw few successful women artists. Such women were children, nieces, or spouses of the successful male artist in the period (NMWA 1). The family connections helped them to acquire skills and network to establish their careers. On the other hand, the country of origin of women conferred them with some advantage. Those that came from Northern Europe had some advantage as compared to their counterpa rts in the south. The Roman Catholic played a significant role in support of the artist in the period (NMWA 1). The church focused on devotional images that could only be possible through artistic skills and techniques. This significantly disadvantaged women as they were prohibited from getting such skills and techniques. In contrast, the Protestant north focus on art was based on activities and experiences of their daily lives (NMWA 1). As a result, women artists benefited as they produced still life and genre paintings that appealed to the patrons (NMWA 1). Despite these challenges, there were various successful and professional women artists in the period. Women for a long time have been defined by history. One of the periods that depicted the position of women in society was Baroque. The period lasted began in the last decade of 16th century and lasted up to 1750 (Schneider 1). The period was characterized by religious and political turmoil (Schneider 1). The religious and

Porters Five Forces On Aviation Industry

Porters Five Forces On Aviation Industry The Indian aviation industry is one of the fastest growing aviation industries in the world with private airlines accounting for more than 75 per cent of the sector of the domestic aviation. It is stated that the Indian aviation sector will become one of the top five civil aviation markets in the world over the next five years. Currently, India ranks ninth in the global civil aviation market. The Hyderabad International Airport has been ranked amongst the worlds top five in the annual Airport Service Quality (ASQ). With the growth in the industry, airport retailing has also gained pace in the recent times. Development of new terminals and airports such as the recently inaugurated T3 in New Delhi has provided added impetus to this segment. The highest margin earners in this segment are food and beverages, beauty product, electronic items, apparel etc. It has been predicted that airports would provide around 300,000-400,000 square feet retail space by 2015. Many companies are also plan ning to leverage on this growing segment by launching specific products for air travelers. In addition, the emphasis on modernization of non-metro airports, fleet expansion by airlines, service expansion by state owned carriers, development of the maintenance, repair and overhaul (MRO) industry in India, opening up of new international routes by the Indian government, establishment of new airports and renovation and restructuring of the existing airports have added to the growth of the industry. Present Indian Scenario It is a phase of rapid growth in the industry due to huge build-up of capacity in the LCC space, with capacity growing at approximately 45% annually. This has induced a phase of intense price competition with the incumbent full service carriers (Jet, Indian, Air Sahara) this- counting up to 60-70% for certain routes to match the new entrants ticket prices. This, coupled with costs pressures (a key cost element, ATF price, went up approximately 35% in recent months, while staff costs are also rising on the back of shortage of trained personnel), is exerting bottom-line pressure. The growth in supply is overshadowed by the extremely strong demand growth, led primarily by the conversion of train/bus passengers to air travel, as well as by the fact that low fares have allowed passengers to fly more frequently. There has, therefore, been an increase in both the width and depth of consumption. However, the regulatory environment, infrastructure and tax policy have not kept pace with the industrys growth. Enactment of the open sky policy between India and Saarc countries, increase in bilateral entitlements with the EU and the US, and aggressive promotion of India as an attractive tourism spot helped India attract 3.2 million tourists in 2004-05. This market is growing at 15% per annum and India is expected to attract 6 million tourists by 2010. Also, increasing per capita income has led to an increase in disposable incomes, leading to greater spend on leisure and holidays and business travel has risen sharply with increasing MNC presence. Smaller cities are also well connected now. Passenger traffic has increased and over 21 million seats have been sold, resulting in a growth of over 50%. The Indian travel market is expected to triple to $51 billion by 2011 from $16.3 billion in 2005-06. Application of Porters Five Forces strategy in the Aviation Industry Threat of New Entrants A lucrative industry is always a target for investors looking at investment. One of the foremost factors in consideration while looking at the attractiveness of an industry is the threat of new entrants. In the airlines industry, this was a major threat a few years ago. The airlines operating in the industry were limited and the industry had few players like Indian Airlines and Jet Airways. However, as the industry had scope for accommodating more players many players joined the fray. The airlines industry however comes with its fair share of barriers. The investment in the airlines is very huge and acts as a major barrier to entry. Bundled with it were different permits for running an airline company from the civil aviation company and FDI limits. Factors that can limit the threat of new entrants are known as barriers to entry. Some examples include: Existing loyalty to major brands Incentives for using a particular buyer (such as frequent shopper programs) High fixed costs Scarcity of resources High costs of switching companies Government restrictions or legislation Power of Suppliers This is how much pressure suppliers can place on a business. If one supplier has a large enough impact to affect a companys margins and volumes, then it holds substantial power. In the airlines company there is certain amount of bargaining power the suppliers have. Firstly, suppliers in the form of aircraft builders, who very often exceed the time limits. Adding to it are suppliers of oil who hold the key to running of the airlines. Here are a few other reasons that suppliers might have power. There are very few suppliers of a particular product There are no substitutes Switching to another (competitive) product is very costly The product is extremely important to buyers cant do without it The supplying industry has a higher profitability than the buying industry Power of Buyers This is how much pressure customers can place on a business. If one customer has a large enough impact to affect a companys margins and volumes, then the customer hold substantial power. Predominantly, in the airlines industry, it has been seen that the civil aviation ministry has been in favour of the customer and buyers thus have reasonable power. While most airlines companies are running with wafer thin margins, it is pretty difficult for companies to increase prices as the capacity utilization will be seriously affected. Here are a few reasons that customers might have power: Small number of buyers Purchases large volumes Switching to another (competitive) airline is simple The airline is not extremely important to buyers; they can do without the same brand for a period of time Customers are price sensitive Availability of Substitutes What is the likelihood that someone will switch to a competitive product or service? If the cost of switching is low, then this poses a serious threat. Most airline companies have similar facilities and are listed on website such as makemytrip.com, yatra.com where customers choose from the cheapest available tickets. This shows that the customer has a lot of options and would Not mind shifting to a new service. Here are a few factors that can affect the threat of substitutes: The main issue is the similarity of substitutes. All low cost airlines have similar facilities. If substitutes are similar, it can be viewed in the same light as a new entrant. Competitive Rivalry This describes the intensity of competition between existing firms in an industry. Highly competitive industries generally earn low returns because the cost of competition is high. The competition in the airline industry is cutthroat and each player is trying to gain an upper-hand based on non price factors. A highly competitive market might result from: Many players of about the same size; there is no dominant firm Little differentiation between competitors products and services A mature industry with very little growth; companies can only grow by stealing customers away from competitors SWOT ANALYSIS OF THE AVIATION INDUSTRY Strengths: Growing tourism: Due to growth in tourism, there has been an increase in number of the international and domestic passengers. The estimated growth of domestic passenger segment is at 50% per annum and growth for international passenger segment is 25% Rising income levels: Due to the rise in income levels, the disposable income is also higher which are expected to enhance the number of flyers. Growth potential Liberalization of sector. Modernization of non metro airports. Rising share of low cost carriers. Fleet expansion by state owned carriers. The opening up of new international routes by Indian government. Establishment of new airports and restructuring of old airports. Weaknesses: Under penetrated Market : The total passenger traffic was only 50 million as on 31st Dec 2005 amounting to only 0.05 trips per annum as compared to developed nations like United States have 2.02 trips per annum. Untapped Air Cargo Market: Air cargo market has not yet been fully taped in the Indian markets and is expected that in the coming years large number of players will have dedicated fleets. Infrastructural constraints: The infrastructure development has not kept pace with the growth in aviation services sector leading to a bottleneck. Huge investment requirement for physical infrastructure for airports. Shortage of qualified instructors due migration to schedule operation. Pressure on quality standard of inducted pilots. Infrastructural constraints. Opportunities: Expecting investments: investment of about US $30 billion will be made. Expected Market Size: Average growth of aviation sector is about 25%-30% and the expected market size is projected to grow up to 100 million by 2010. Economic Growth Vibrant middle class: Increasing Consumerism and Affordability common man Under-penetrated markets Growth in Tourism Currently domestic passenger market is growing at 50% Threats: Shortage of trained Pilots: There is a shortage of trained pilots, co-pilots and ground staff which is severely limiting growth prospects. Shortage of Airports: There is a shortage of airport facilities, parking bays, air traffic control facilities and takeoff and landing slots. High prices: Though enough number of low cost carriers already exists in the industry, majority of the population is still not able to fly to other destinations. Security and safety. Low profit margins and high operating costs.

IMC and ethical concerns Essay -- essays research papers

IMC and Ethical Concerns With the constant advances in technology, the business world has become global. Companies compete with the business across the street as well as the business halfway around the globe. Organizations must be innovative to not only thrive but also just to survive. They must be aware of the internal and external factors both locally and globally that can affect their business. Internal Factor and External Factors Internal factors are within the organization. They encompass the marketing mix, ethics, corporate culture, and diversity. The company should ensure that the internal factors are conducive to and support the marketing message that they are trying to convey. If a company’s advertised benefit is excellent customer service, employees need to be empowered to take care of customer concerns quickly. If the organizational structure is vertical, the internal factors may not be in line with the message and will create dissatisfaction among consumers. External factors are factors such as the culture or social standards in a community, the economic status of the nation, technological advances, legal parameters, the competitive landscape, and ethics. These factors are not within the control of the company. Businesses should be flexible and be able to react to changes in the business environment and implement necessary changes internally. In order to do this, research is essential. A compan y must know all that they can about their product or service, the loca...

Promotion Strategy – Software Industry – Webtel

`TABLE OF CONTENTS S. NO. TOPIC Pg No. 1. Executive Summary 5-6 2. Brief History and Introduction 7-11 Of the company 3. Plan of Research 12-36 4. Research Methodology 37-44 5. Data collection & Data 45-57 Analysis 6. Conclusion 58 7. Suggestions 59 8. Bibliography 60 9. Annexure 61-63 EXECUTIVE SUMMARY The objective of the project was to find out the different sales promotional strategies in software industry. Software industry got the research carried out to find what the current trends are in the market and what the competitors’ playing. Also, market share of different player of the software industry was to be found and the recommendations to increase the market share for each individual player of software industry globally were to be given. The purpose of the study is to find out the market potential of different software player compared to other industry. Specifically, the research objectives are to: †¢ Gauge the consumer sentiment on the various sales promotional strategies provided by the various software industry players. †¢ Identify areas of improvement on the various services provided by the industry. Determine the type of promotional strategies needed by the consumers. †¢ Identify the important and attractive attributes in services to retain the existing consumers. †¢ Determine the type of selling parameters most popular with the consumer. †¢ Identify the important characteristics that make the software company attractive to buy their product. †¢ Gather and analyze the future asp irations of the customers with respect to the software. †¢ Rank and evaluate the relative importance the various players’ parameters associated with the software industry. For this purpose a primary research was conducted in the region of New Delhi and NCR regions. The target consumers were various educational institutes, CAs and accountants. The total field work was done for 15 days in which a total sample size of 100 consumers was covered. For the purpose of this research it was absolutely imperative for us to find out what the consumers want from their industry. It was also necessary to find out the consumer’s profile, i. e. his age, monthly income, occupation and sex. This required us to get a detailed questionnaire filled by the concerned person. All the analysis in the report is drawn out of these questionnaires. For carrying out the competitor analysis further help was taken from industry websites and journals. This research will provide software industry with information like the current market share of different players and also a detailed analysis of the services offered by other players and what are the most important criteria for selecting a particular software industry player. The software industry can also get data on prospective customers by designing its product offerings and marketing strategy in a way so as to attract more clients in the near future. BRIEF HISTORY& INTRODUCTION OF THE COMPANY WEBTEL ELECTROSOFT PVT. LTD is a company engaged in providing complete software and knowledge process outsourcing solutions and a host of other IT enabled services. Webtel Electrosoft Private Limited, a Company incorporated in the year 2000 is engaged in providing customized software solutions worldwide. In a short span of time, the company has been able to make a mark for itself by catering to the software needs of the professionals and corporates. The service edge of the Company lies in its accuracy, reliability, timeliness, confidentiality, cost effectiveness, continuity, and customer support and resource optimization. This has resulted in a satisfied customer base of over 15000 users for our software products. Our software packages have been widely appreciated and recommended by reputed Companies and CA firms. Mission and vision of the company is to achieve competitive advantage by rapidly delivering cost-effective, advanced, high-end technology enabled value-added business solutions and Dedicated towards Making IT a way of Life. Product of the company WEB-E-TDS – Complete TDS/TCS Management & E-Filing Software WEB-E-TAX – A Complete Software Solution for Preparation & Filing of ITR Forms 1, 2, 3, 4, 5, 6 & 8 DIGITAL SIGNATURE CERTIFICATES – Licensed LRA of MTNL TRUSTLINE WEB-E-SECURE – A Complete Software Solution for Data Security and Auto Back Up. WEB-D-VAT – A Complete Software Solution for D-VAT Management and E-Filing E-TDS |DISTINCTIVE FEATURES | | | |Generation of e-TDS Quarterly Returns through User Friendly |Preparation of Form 24Q, 26Q, 27Q, 27EQ & 27A for paper filing or own | |Software. |use. | |Automatic Generation of TDS certificates in Form 16, 12BA, 16AA & |Easy to fill familiar data entry module which assists error free data | |16A. punching. | |No need to create masters for Employees and Parties every Quarter. |Import of Masters from other softwares (subject to certain conditions). | |Import of   data from text/ fvu file generated from any software. |Automatic calculation of   Income Tax, TDS etc. | |Auto fill facility for data entry of breakup of monthly salary. |Automatic bifurcation of entries for which TDS deposited in 2 or more | | |installments. | |Duplication of Non-Salary Payments for repetitive entries. Facility to go to Next/ Previous Record to check and correct entries. | |Error Search & Automatic Validation as per NSDL File Validation |Online Quarterly. Return / Challan status | |Utility. | | |Excellent reports like Party wise and Section wise Monthly TDS |Generation of OLTAS Challan No. 281 and its party wise break-up. | |report. | | |Report of Defaults in TDS Deposit & Issue of Certificates. Export of various Reports to Excel for analysis. | |Online e-payment facility |Facility of Backup & Restoration of data. | |Facility for Live Updates | | E-TAX It is MANDATORY for ALL Cos. and Firms with Tax Audit to file IT Returns electronically |SALIENT FEATURES | | |[pic] | |Generation of Form 1, 2, 3, 4, 5, 6 & 8 in Manual & Electronic format. | | | |[pic] | |Paper Return of Income & FBT for all forms. | | |[pic] | |Computation of Income Tax. | | | |[pic] | |Computation of Quarter wise Fringe Benefit Tax (FBT). | | | |[pic] | |Calculation of Minimum Alternative Tax (MAT). | | |[pic] | |Calculation of Interest u/s 234A, 234B and 234C. | | | |[pic] | |Preparation of Schedule VI. Balance Sheet & Profit & Loss A/c. | | | |[pic] | |Printing of Challans for Income Tax & FBT. | | |[pic] | |One Time Creation of Masters. | | | |[pic] | |Reports of Returns Filed, Returns Pending, List of Assesses, Details of Assesses etc. | | |[pic] | |Facility to import Balance Sheet / Profit & Loss Account from Excel / Tally | | | | | | | |OPERATING UTILITIES | | | | |[pic] | |Upload Returns electronically as per prescribed format. | | | |[pic] | |Upload Single or Multiple returns. | | | |[pic] | |Backup & Restoration of Data. | | | |[pic] | |LIVE UPDATES. | | WEB-E-SECURE |SALIENT FEATURES | | | |[pic] | |Auto Backup of any file/folder/program in the same computer or on any other computer on LAN. | | | |[pic] | |Automatic Login to websites /E-Mail Accounts without the need to remember/enter user name/password. | | |[pic] | |Automatic backup of Excel, PowerPoint, PDF Files. | | | |[pic] | |Automatic Backup of data of different programs e. g. Web-e -TDS , Web-e-TAX, Tally & Busy etc. | | | |[pic] | |Facility to hide hard-disk drives for personal/confidential data. | | | |[pic] | |Secure login to avoid unauthorized access to computer. | | |[pic] | |Block particular Websites/Restrict Internet Access. | | | |[pic] | |Automatic logout after specified time to prevent misuse. | | | |[pic] | |Automatic Encryption of confidential/important files/folders to prevent misuse | | | WEB-D-VAT SALIENT FEATURES | | | |[pic] | |No need to go to Department’s website for Filling Return Online. | | | |[pic] | |Fill D VAT Return Offline. Submit Returns through Web-D-VAT Software. | | | |[pic] | |No need to enter Username and Password on Department’s website. | | |[pic] | |Facility to import data from Tally. | | | |[pic] | |Convenient, Fast and Timely Data entry for multiple clients in Web-D-VAT software | |even when internet or department website is not working. | | | |[pic] | |No need to create Client/Party M asters every time. | | |[pic] | |In-built checks to prevent data entry errors. | | | |[pic] | |Automatic generation of Monthly, Quarterly, Half-Yearly & Yearly returns, both electronic & manual. | | | |[pic] | |Automatic upload of VAT & Central Returns from software. | | | |[pic] | |Automatic generation of forms like DVAT-51, DVAT-55 etc. | | |[pic] | |Generation of Useful Reports like Received/ Pending C, D, E, F forms etc. | | | |[pic] | |Generation of Consolidated Sales & Tax Summary of various tax periods for comparison with accounts. | | | |[pic] | |Efficient and Effective Document Management System to replace manual records. | | |[pic] | |Facility for filing Revised Returns. | | | |[pic] | |Facility for TIN/Dealer Search. | | | |[pic] | |Facility of Backup/Restoration of Data. | | | |[pic] | |Facility of Live Updates. | | | FEW ESTEEMED CUSTOMERS OF THE COMPANY Dabur, Flex industries, Ernst and Young, CNBC-TV 18, Shehnaz, DMRC, Pawan Hans Helicopters, Amity International Business School, Tata Chemicals LTD, Nestle India Food Speciality, IFFCO Tokyo, MDLR Group, Koutons India, Liberty Shoes, Mothers Pride, HCL, Jagannath Institute of Management Sciences, FCI, Rich Look, Amtek Auto, IL&FS, Lumax Automotives LTD. PLAN OF THE RESEARCH INTRODUCTION Theoretical study is incomplete without the practical knowledge, now a day’s theory without practical is of no use. No doubt theory provides examines the elements of truth lying in the theory. To achieve this purpose, I have done a project on WEBTEL ELECTROSOFT PVT. LTD. DELHI During the project of 60 days, I have been trained to know how to find out 1. The changes in market. 2. Changes in customer’s behavior. 3. Changes in companies with change in customer’s behavior. Having Marketing specialization we have studied that marketing is the business function that identifies current unfulfilled needs and wants, design and measured their magnitude, determines which target markets, the organizations can best serve and decides on appropriate products, services and programmed to serve there markets. While going through this report, the reader can understand and estimate what and how much I have learned through my practical experience with WEBTEL ELECTROSOFT PVT. LTD. MARKETING RESEARCH Marketing research plays an important role in the process of marketing. Starting with market component of the total marketing talks. It helps the firm to acquire a better understanding of the consumers, the competition and the marketing environment. DEFINITION â€Å"Marketing research is a systematic gathering, recording and analysis marketing problem to facilitate decision making. Coundiff & Still. â€Å"Marketing research is a systematic problem analysis, model building and fact finding for the purpose of important decision making and control in the marketing of goods and services. Phillip Kotler. MAIN STEPS INVOLVED IN MARKETING RESEARCH Defining the Marketing Problem to be tackled and identifying the market research problem involved in the task. 1) Define the problem and its objectives. 2) Identify the problem. 3) Determine the information needed. 4) Determine the sources of information. 5) Decide research methods. 6) Tabulate, Analyze and interpret the data. 7) Prepare research report. 8) Follow-up the study. ) Define the problem and its objectives: – This includes an effective job in planning and designing a research project that will provide the needed information. It also includes the establishment of a general framework of major marketing elements such as the industry elements, competitive elements, marketing elements and company elements. 2) Identify the problem :- Identifying the problem involves getting acquainted with the company, its business, its products and market environment, advertising by means of library consultation and extensive interviewing of company’s officials 3) Determining the specific Information needed :- In general the producer, the manufacturer, the wholesaler and the retailer try to find out four things namely :- 1) What to sell 2) When to sell 3) Where to sell ) How to sell (4) Determine the sources of information :- a) Primary Data: – Primary dataset are those which are gathered specially for the project at hand, directly – e. g. through questionnaires & interviews. Primary data sources include company salesman, middleman, consumers, buyers, trade association’s executives & other businessman & even competitors. b) Secondary Data: – These are generally published sources, which have been collected originally for some other purpose. Source are internal company records, government publication, reports & publication, reports & journals, trade, professional and business associations publications & reports. 5) Decide Research methods for collecting data: – If it is found that the secondary data cannot be of much use, collection of primary data become necessary. Three widely used methods of gathering primary data are A) Survey B) Observation C) Experimentation A) Survey Method: – In this method, information gathered directly from individual respondents, either through personal interviews or through mail questionnaires or telephone interviews. B) Observation Method: – The research data are gathered through observing and recording their actions in a marketing situation. This technique is highly accurate. It is rather an expensive technique. C) Experimental Method: – This method involves carrying out a small scale trial solution to a problem, while at the same time, attempting to control all factors relevant to the problem. The main assumption here is that the test conditions are essentially the same as those that will be encountered later when conclusions derived from the experiment are applied to a broader marketing area. D) The Panel Research: – In this technique the same group of respondents is contacted for more than one occasion; and the information obtained to find out if there has been any in their taste demand or they want any special quality, color, size, packing in the product. ) Preparation of questionnaire b) Presetting of questionnaire c) Planning of the sample (6) Tabulate, Analysis and Interpret the Data:- The report must give/contain the following information:- a) The title of research b) The name of the organization for which it has been Conducted c) The objectives of research d) The metho dology used e) Organization and the planning of the report f) A table of contents along with charts and diagrams used in the reports g) The main report containing the findings h) Conclusion arrived at end recommendations suggested i) Appendices (containing questionnaire / forms used sample design, instructions. ) 7) Follow-up the study :- The researchers, in the last stage, should follow up this study to find if his recommendation are being implemented and if not, why RESEARCH DESIGN â€Å"Advertising is a paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor. † 1. RESEARCH PROBLEM †¢ Increase the awareness level of Webtel Complete Software package. †¢ Seek the general perception of consumer towards Webtel Complete Software package. †¢ To find the performance of Webtel Complete Software package vis-a-vis other Brands. †¢ To know the consumer psyche and their behaviour towards 2. RESEARCH OBJECTIVES & Rela ted sub Objectives To know the relationship of sales with the advertisement. ? To know awareness of people towards Webtel Complete Software package ? To know in which segment chocolates are mostly like/preferred. ? To know which advertisement tool is mostly preferred by people. ? To know the preference of Webtel Complete Software package with comparison to other competitive brands. ? To know the factors which affects consumer’s buying behavior to purchase chocolates. 3. Information requirement †¢ First, I had to know about all the competitors present in the Complete Software package segment (Reputed and well established brands as well as Local brands). Before going for the survey I had to know the comparative packs and prices of all the competitors existing in the market. †¢ Since software is a product that attracts IT people and the other professionals hence I had to trace the market and segment it, which mainly deals with people of various professional groups. â⠂¬ ¢ As Complete Software package is different product, the main information needed is the various types of software available in the market, their serviceable value and various other facts. They can be termed as : †¢ As Webtel Complete Software package advertisements are mainly done through hoardings but on road show the advertisement is being telecasted timely and on the proper time or not. ABOUT THE PROJECT The project was titled research on WEBTEL which was taken as the universe and accountant offices of whole Delhi were taken as the sample for the project. Further project involved the collection of primary data by physically visiting the outlets and conducting a questionnaire based interview to collect primary data. Project involved the study of buying behavior of sample size our project requirements were:- Examine the Business Need or Opportunity:- Write a Clear Statement of Project Objectives:- Know the Difference between Wants and Needs:- Negotiate the Requirements Definition Interactively with the Customer:- Conduct a Thorough and Comprehensive Analysis:- Document the Results Unambiguously in Sufficient detail:- COMPETITION ANALYSIS OF WEBTEL Market situation NO CHOICE BUT TO E-COMPULSORY THE Finance Act, 2003 amended Section 206 of the Income-Tax Act, 1961 facilitating introduction of filing of tax deducted at source returns through the electronic media. This provision is effective June 1, 2003, and the details and modalities have been prescribed in `Electronic Filing of returns of Tax Deducted at Source Scheme, 2003†². As per the newly introduced scheme, corporates will have to mandatorily file TDS returns from financial year 2002-03 before March 31, 2004. There is no dispute that this bold step initiated by the Income-Tax Department has to be welcomed and corporates should fully co-operate in the successful implementation of this laudable initiative. TDS as a mechanism to collect taxes is here to stay and will play an extremely vital role in garnering direct tax collections on a regular basis. In the current situation, considerable time and paperwork is associated with TDS compliance which, by and large, is manual in nature and takes a heavy toll on both the assessee and the Department. It is in this context that these initiatives have to be understood. Forms, periodicity As per the I-T law, entities (both corporates and non-corporates — deductors) making payments (such as salary, interest, dividend, professional fees, brokerage, rent, and so on) to third parties (deductees) are required to deduct tax at source from these payments and deposit the same at any of the designated branches of authorised banks. To ensure proper checks and balances on these payments (TDS) and subsequent credit taken thereof by the deductees, the deductors are required to file TDS returns with the Department. TDS returns contain details such as name, Permanent Account Number (PAN) and address of deductees, date of payment, gross amount, amount of TDS, date of deposit of TDS amount in bank, name of bank branch where TDS amount deposited, and so on, in the data structure (file formats) prescribed by the Department. Salient features Collecting physical TDS returns, keeping proper checks and balances of TDS deducted and deposited by deductors and credit claimed thereof by deductees have always been matters of concern for the Department. Keeping in view the benefits that dematerialisation has brought to the capital market in the last few years, the Department is providing the facility for furnishing TDS returns in electronic form (e-TDS return). The Department has made it mandatory (w. e. f. June 1, 2003) for corporate deductors to furnish their e-TDS return. Non-corporate deductors can furnish their returns in physical form with their respective I-T offices. They can also furnish their e-TDS return through TIN facilitators (TIN-FCs) managed by the NSDL. Checklist After preparing the e-TDS return file, the tax deductor will check the following to ensure that the e-TDS return file is complete in all aspects and is ready for furnishing to TIN-FC: †¢ E-TDS return file is in conformity with the file format notified by the Department. Each e-TDS return file (Form 24, 26 or 27) is furnished in a separate CD/floppy along with duly filled and signed Form 27A in physical form. †¢ Separate Form 27A in physical form i s furnished for each e-TDS return. †¢ Form 27A is duly filled and signed by an authorised signatory. †¢ Striking and overwriting, if any, on Form 27A are ratified by the person who has signed Form 27A. †¢ E-TDS return file if compressed, is compressed using WinZip 8. 1 or ZipItFast 3. 0 compression utility only. †¢ New TAN quoted in e-TDS return file and mentioned on Form 27A is the same. Confirm new TAN by using search facility on the Department's Web site (www. incometaxindia. gov. in). Control totals, TAN and name mentioned in e-TDS return file match with those mentioned on Form 27A. †¢ In case of Form 24, copies of certificates of no deduction of TDS and deduction of TDS at concessional rate, received from deductees are attached. †¢ E-TDS return file has been successfully run through the Validation Software provided at the site www. incometaxindia. gov. in or http://tin. nsdl. com. The success of such initiative largely depends on wholehearted effor t on the part of the assessees to comply with the procedures. Admittedly, there will be initial teething problems which can be sorted out on a one-to-one basis or through seminars and interactive sessions with the officials of the Department. Once corporates ensure the success of such a scheme, it is only a matter of time that even non-corporates which have to necessarily computerize their operations for survival in business will also fall in line and furnish TDS returns in electronic form. Competitive advantage of WEBTEL WEBTEL occupies a market share of 50-60% which is the largest in Delhi and is expected to grow at 5% mainly from up gradation of softwares through new development. The market in Asia is going to grow by 3. 9%. To increase sales the firm should look at revolutionary ideas in marketing, sales, product development because the product a man buys shows his personality. Webtel is trying to increase global competitiveness through innovative products and speed-to-market. For this reason Webtel & Sharp are looking towards product planning, assessment of products for manufacturing E-TAX. A very different way for increasing market share can be like replacing 15% or 40% of its product range by a different product range of the same company. The main factors behind its success would be build retailer- Customer partnerships for long term value creation & accelerated production through cost reduction. This is possible through the joint venture in China or shifting base to Asia. Managers and employees should go through phases like on the job training, job rotation to explore competencies to understand which are the products to be changed & understand how to make more environment friendly products. Moreover employee safety advantages should also be created in the company. Moreover few joint ventures & alliances especially in case of E-TDS & E-TAX mainly by sourcing few components rom low cost production bases can definitely help in maximizing sales. Employee motivation and choosing likeminded employees for different localities is an added advantage. Understanding consumer ne eds and creating a long term relationship both with shareholders & customers is also a very big quality. These factors can help in Webtel become an employer of choice & a good corporate citizen. STRATEGY WEBTEL is working intensively to improve profitability. Competitive production, new products based on consumer insight, and a strong and global brand are components in a strategy which in coming years would generate profit margins on a level with the best in the industry. PRODUCT DEVELOPMENT In 2006, products that had been launched during the two previous years accounted for more than 40 percent of WEBTEL sales. The increased investment in product development based on consumer insight is definitely generating effects. Consumer insight is the foundation of all product development at WEBTEL. Understanding the needs of consumers as well as how they think, feel and act when they use softwares enables development work to be more accurate. Even better products are developed, and sales rise for products that consumers are willing to pay a higher price for. Resources for product development are in turn increased, and a positive spiral is created. THOUGHTFUL DESIGN Consumer interest in design is increasing continuously, which also increases the importance of design as a competitive tool. More and more people are willing to pay for good design. The Group's investments in design, which is a part of the product-development process, help to strengthen the brand and contribute to greater demand as well as higher margin HIGH RATE OF INVESTMENT Since 2002, investments in product development have increased from approximately 1 percent of sales to 1. 8 percent in 2006. At the same time, development has become more efficient through global cooperation and coordination of launches between different product categories. Investment as a percentage of sales is expected to increase somewhat in coming years. The focus is on developing products in profitable segments and high-growth areas, simultaneously making launches more accurate. Webtel has only one promise and one language. Consumers must always recognize the values that Webtel stands for, irrespective of which product or service they buy. Webtel is a strong, global and leading brand for both consumers and professionals. For a consumer-goods company like Webtel, the brand is one of the most important assets. Since a customer does not buy software often, consumers have only limited knowledge of what the market has to offer since their last purchase. A strong brand with a leading position that stands for quality and innovative products is attractive to both consumers and retailers. The brand can justify a higher price and provide a stimulus for repeat buying, and also contribute to higher profitability and additional resources for investing in development of new products. It is therefore of great importance to maintain the Webtel brand as strong, global and in the lead. â€Å"THINKING OF YOU†- GLOBAL MESSAGE All Group market communication shall create a uniform image of Webtel, in every product category and in every geographical market. In 2006, the new global communication platform was launched – â€Å"Thinking of you†. It highlights Webtel strong focus on consumer insight for development of new products, and profiles Webtel as a â€Å"Thoughtful Design Innovator†. INVESTING IN THE BRAND Investments in market communications in 2006 amounted to 1. 5 percent of net sales. Over the next few years this figure will rise to more than 2 percent. Investment in the Webtel brand accounted for approximately 70 percent of resources for market communication process in 2006. Strong local brands are combined with the Webtel brand in order to reinforce the link to Webtel and make marketing more powerful. The share of Group products sold under the Webtel brand, inclusive of double-branded products, rose from 18 percent in 2000 to approximately 45 percent in 2006. COST In an industry featuring tough global competition, maintaining low cost levels and efficient production is a prerequisite for success. Webtel is achieving savings in production and purchasing, chiefly by moving production to low-cost countries and increasing purchasing there. This is part of a proactive program for creating long-term competitiveness. GROWTH Webtel will achieve profitable growth through competitive production, innovative product development and a strong global brand that is in the lead. The focus is on improving the product offering and identifying areas – product categories, regions and sales channels – that can drive growth. GROWTH IN PRODUCT All the new products that Webtel launches are created by the Group's process for development based on consumer insight. This increases the probability that the products will be successful. Identifying product areas with a potential for rapid growth is a continuous priority. The trend is being driven by new, innovative products with good design, practical functions and good environmental properties. GROWTH IN REGIONS The Group's strategy is aimed at profitable growth. As a leading player in the market, this means that Webtel has to follow market growth in developing countries and selectively expand operations in specific product categories. The Group has a strong presence in growth regions such as Mumbai, Kolkata and Solan (H. P) in terms of both production and the market. Demand for latest softwares is increasing strongly in developing countries. Local presence and the broad experience of growth markets that Webtel has acquired create opportunities for continued expansion. GROWTH IN THE SALES CHANNEL The share of E-TDS of Webtel dealers is growing rapidly in Delhi and Mumbai. A strong and stable brand together with new and innovative products will enable Webtel to increase sales through these specialists. Prior to a purchase, the Internet is often a consumer's first contact with softwares. Webtel has a strong position on the web, and substantial investments will be made to further increase it. GROWTH VIA ACQUISTION In addition to organic growth, Webtel has opportunities for growth through acquisitions. The top priority is given to technology, products and brands that can help the Group increase its market share in the premium segment. DISTRIBUTION STRAREGY Chain of intermediaries, each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the ‘distribution chain' or the ‘channel. ‘ Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important end-user. Webtel has different strategies for distribution of their softwares. They are as follows-: †¢ Distributor, who sells to retailers †¢ Retailer ,who sells to end customers †¢ Advertisement typically used for consumption goods Driven by consumers, the push for lower prices has caused software manufacturers to drive out costs from all parts of their operations in order to remain competitive. As , Ravi Kapoor head of Delhi integration for software manufacturer Webtel (headquartered in New Delhi) puts it, â€Å"in regard to external consumer price developments, in recent years prices have been on the whole falling. The average price of an E-TDS and E-TAX on the whole is lower. † In fact, he says, prices were higher even 5 years ago. Such cost pressure has caused Webtel, like many or most other software manufacturers, to examine its cost structure and try to improve the efficiency of all links in the supply chain. Among purchasing and supply management initiatives implemented by Webtel are inventory-reduction efforts, supplier consolidation, and creation of a â€Å"pull† demand system initiated by consumers, logistics improvement, early supplier involvement and cross-functional training. Last year net sales for the Webtel Group reached over 5 , with white goods representing 80% of the total. The Group also owns Frigidaire Home Products in the States. Taking inventory out of the chain Close on the heels of a long series of acquisitions, Webtel recently emerged from a vigorous two-year restructuring program, consolidating its operations at all levels. In the company's year-end report, President and CEO Ravi Kapoor notes that â€Å"between 1997 and 1999 the number of Webtel software Products warehouses was reduced from 52 to 33, and inventories measured in days were cut by more than 20%. Manufacturing flexibility is at the center of the company's operational strategy with the emphasis pla ced on customization rather than standardization. Jayant explains that the just-in-time (JIT) philosophy the company employed on the supply side 10 years ago now is being shifted downstream to large retail customers. â€Å"We need to move our focal point for the JIT concept away from the assembly line toward the shop floor of the retailer,† says Jayant. â€Å"That is where the JIT philosophy needs to be applied in order to be competitive. We can no longer run our plants based on manufacturing efficiency and measure performance by the number of appliances per man hour. That will only lead to us producing finished product that eventually we will then have to push out to the market. Instead, we need to make sure that what we make in the plant is really what the customer wants, and at the time when he wants it. † A spokesperson at Webtel's purchasing organization, headed by Jayant Chauhan, puts it this way: â€Å"Why should it not be possible to have a direct link from when Mrs. Sunita wants to buy E-TAX software where the supplier supplies an E-TDS element? Make the demand a pull situation, where each time we have a demand from our customer, it creates a direct pull back to our supplier. † Pull system requires frequent planning This intense customer-driven focus is no small task with 22 manufacturing entities located throughout India and responsibility for managing a total of 15,000 customers. In order to help make the concept work, Webtel has begun a program to manage the inventories of the company's larger retail customers and has succeeded in bringing the â€Å"frozen† period in manufacturing-the amount of time around which schedules are built-down to less than one week. This requires daily planning. In fact, an even tighter planning schedule currently is being tested at one of the company's manufacturing facilities in southern Europe. As Arjun explains, â€Å"We are testing production planning where we do it more than once a day. We change the planning one, two, three, and sometimes we approach four times a day, informing our suppliers via the Net, for example. Obviously this requires a high degree of coordination with suppliers, and Arjun, who is responsible for an $8 billion purchasing spend, is taking the fat out of the system, and reducing the supply base by 15% each year during the consolidation process. Key to this reduction is a shift to module purchasin g. â€Å"We have an aggressive program to reduce the number of suppliers,† says Arjun, â€Å"because we are moving toward a global purchasing policy. But in this process we are moving from buying raw materials and components to buying more modules or systems. That also will help us to reduce the number of suppliers. † Supplier performance measurement Webtel has about 5,000 suppliers. Three hundred of these furnish systems or complete modules. Arjun maintains supplier accountability with a number of evaluative tools, including a supplier classification model. Classifications include â€Å"preferred,† â€Å"active,† â€Å"restricted,† â€Å"disqualified,† and â€Å"potential. † Preferred suppliers must meet rigorous quality criteria, provide appropriate cost targets, and be on the leading edge in technical innovation. Active suppliers meet at least the minimum requirements and are used if preferred suppliers are not available. Potential suppliers are identified and evaluated in terms of their ability to support future needs. To change a classification, a supplier must go through an approval process that is administered at various organizational levels. Supplier performance is measured with a supplier-profile tool that rates suppliers on a scale of one to nine according to a list of 12 categories, as well as commodity-specific criteria. The first two categories relate to quality, the third to capacity, and the fourth to delivery performance. These ratings generate a supplier profile, which is then mapped against a minimum-to-preferred supplier performance model. Logistics initiatives Delivery performance is measured through logistics management up and down the chain, and purchasing and logistics work hand in hand to manage inbound direct materials. Perun Sharma, general manager of Mumbai logistics, is coordinating an effort with Jayant to make transportation fees more transparent, instead of being buried in the price of goods. This allows logistics to â€Å"chase† a logistics contract, offering it to a supplier as a way to reduce transport costs. â€Å"Frankly speaking,† says Perun, â€Å"that is an area where some of our suppliers make a mistake, giving us transportation at too low a cost. The important thing is that we can help our suppliers improve their transport cost and performance. † Perun also has been involved in reducing costs on the retail end of logistics, and he envisions a time in the future when entirely dedicated trains-operating within an organized hub system-will deliver goods according to precise timetables. â€Å"Fuel is up almost to a dollar a liter in Mumbai,† She explains. â€Å"It's heavily taxed because of environmental concerns. Therefore we are constantly looking to other means of transportation, and the most viable is, or should be, train transport. It's more environmentally friendly since there is lower energy consumption and fewer emissions per ton of freightage. The absolute best speed is not the most important thing, but rather if we say we can deliver it in two days, then we should be able to do so. Otherwise, I don't think we can live up to the future demands of our customers when it comes to service level. â€Å"Front loading† supplier expertise Arjun goes on to stress the importance of including suppliers as early as possible in the planning stages-in next-generation planning and R&D, for example. Then we know what we have in the pipeline for the next, let's say, the next coming years. These are ways we front load our activities with our suppliers. This early involvement needs to occur even before product development. † And what about the risk of leaking information to competitors? â⠂¬Å"Certainly there is an element of risk,† Arjun notes. â€Å"But it's really a total commitment on both sides. In software development, for example, you have to select your suppliers extremely early. First of all, because maybe you don't have so many suppliers that can provide you with the right technology. And, secondly, the technologies are so sharp now, there has to be a lot of integration. Furthermore, if these suppliers should share some of this information with your competitors, this would endanger their business with you. And, suppliers also benefit because they won't build the wrong inventory; they won't have the wrong raw materials in their factories. It's like in a marriage. It's not because you have a good contract that you can make it work. What you need is confidence between partners. † BRANDING The American Marketing Association (AMA) defines a brand as a â€Å"name, term, sign, symbol or design, or a combination of them intended to identify the goods a nd services of one seller or group of sellers and to differentiate them from those of other sellers. Therefore it makes sense to understand that branding is not about getting your target market to choose you over the competition, but it is about getting your prospects to see you as the only one that provides a solution to their problem. Every brand represents a promise to its market: â€Å"buy me and you will get this experience†. Strong brands are trusted brands; they have built a reputation with customers over time by living up to their promises of quality, innovation and leadership. We have many strong brands in our portfolio. Its main focus is to continue to build Electrolux, our biggest and most important brand, known and trusted by both consumers and professional users around the world. It also has a range of other strong brands for both consumers and the professional market. Objectives that a good brand will achieve include: †¢ The Confirms your credibility †¢ Connects your target prospects emotionally †¢ Motivates the buyer †¢ Concretes User Loyalty †¢ Delivers the message clearly To succeed in branding you must understand the needs and wants of your customers and prospects. You do this by integrating your brand strategies through your company at every point of public contact. Your brand resides within the hearts and minds of customers, clients, and prospects. It is the sum total of their experiences and perceptions, some of which you can influence, and some that you cannot. A strong brand is invaluable as the battle for customers intensifies day by day. It's important to spend time investing in researching, defining, and building your brand. After the entire brand is the source of a promise to your consumer. It's a foundational piece in your marketing communication and one you do not want to be without. Webtel has divided its brands into mainly three groups like: 1. Webtel Master  Brand 2. National consumer  brands 3. Special brands Webtel master  brand The name Webtel is found on a large number of our products, satisfying a wide range of consumer and professional needs. Sometimes the name appears on its own. With E-TDS, we aim to bring out the best of functional Indian form and technology to demanding consumers in Delhi and elsewhere. Webtel Professional satisfies the demands of even the most discerning professional CAs and accountant operators around the India. Webtel master  brand: †¢ E-TDS †¢ E-TAX †¢ Digital signature certificate National consumer  brands Due to a history of acquisitions, Webtel today has a large portfolio of brands that enjoy strong positions in their home markets. These brands are trusted by consumers who look for innovation, design and durability at affordable price levels. These are †¢ WEB-D-VAT †¢ WEB-M-VAT †¢ WEB-WB-VAT Special brands We enjoy a leading position with professional users in the industries we serve around the globe, such as web-e-manager and web-e-secure. Webtel Professional provides an extensive range of professional-grade products and solutions from our major national brands, but in addition we also have a number of specialist brands serving particular demands of professional users. These brands are like: †¢ WEB-E-MANAGER †¢ WEB-E-SECURE OBJECTIVE OF THE STUDY The need for study arose because of the high competitiveness of the market and use of different sets of marketing mix alternatives by different companies to enhance the sale of their products. Customers’ satisfaction has become the most important factor to remain in the business so, it is necessary for an organization to know the preference of the customer so that it is able to fulfill the requirements of the customers. Following are the objective of study, 1. To the present market scenario. 2. To know the changing demand of customers. 3. To know the changes that companies are bringing with respect to the changes in customers demand. 4. To have the practical knowledge of the market so that it could be applied in the world of corporate in the near feature. 5. To find out the changes in market demand of various WEBTEL product i. e. E-TDS, E-SECURE, E-TAX . 6. To study the changes in consumer behavior and demand. 7. To find out the changes in companies manufacturing pattern to change in market Behavior. 8. To compare the data collected for the year 2007 with year 2006. PRIMARY OBJECTIVE The main objective of the study undertaken was: †¢ To get the respondents’ insight – both, of the Consumers, i. e. the existing Accountant customers and the (Company owned and Franchisee outlets, respectively) Owners. SECONDARY OBJECTIVE In addition to knowing the perceptions, problems, their possible reasons and getting feedback from the existing Webtel Accountant customers, the study also : †¢ Finds the effectiveness of the company’s advertisements and promotional campaigns undertaken Makes people aware of the different plans of the company and suggests the best plan for them Finds the awareness levels regarding the various Value Added Services  (VAS) PROMOTIONAL STRATEGIES Marketing theory distinguishes between two main kinds of promotional strategy – â€Å"push† and â€Å"pull†. Push A â€Å"push† promotional strategy makes use of a company's sales force and trade promotion activities to create consumer demand for a product. The producer promotes the product to wholesalers, the wholesalers promote it to retailers, and the retailers promote it to consumers. Initially when Webtel came in the market they adopted push strategy which means introducing a product forcefully just to create demand for a product in the market. But sometime they realized that by this strategy they won’t be able to capture the market so they switch to pull strategy. A good example of â€Å"push† selling is mobile phones, where the major handset manufacturers such as Nokia promote their products via retailers such as Car phone Warehouse. Personal selling and trade promotions are often the most effective promotional tools for companies such as Nokia – for example offering subsidies on the handsets to encourage retailers to sell higher volumes. A â€Å"push† strategy tries to sell directly to the consumer, bypassing other distribution channels (e. g. selling insurance or holidays directly). With this type of strategy, consumer promotions and advertising are the most likely promotional tools. Pull A â€Å"pull† selling strategy is one that requires high spending on advertising and consumer promotion to build up consumer demand for a product. If the strategy is successful, consumers will ask their retailers for the product, the retailers will ask the wholesalers, and the wholesalers will ask the producers. A good example of a pull is the heavy advertising and promotion of children's’ toys – mainly on television. Consider the recent BBC promotional campaign for its new pre-school programme – the Fimbles. Aimed at two to four-year-olds, 130 episodes of Fimbles have been made and are featured everyday on digital children's channel CBeebies and BBC2. METHODOLOGY The research problem given to us was investigated on the basis of primary data collection and secondary data collection. I had intervened several clients in Delhi. A structured schedule (questionnaire) was prepared and the relevant information was gathered from various clients on the basis of questions of different sorts. Several information was also gathered from CAs and other information from accountants, internal files, in house journals, records and on the basis of our discussions held with different members of the branch team. Sampling Sampling is a method by which one can collect the various information about the population by just taking its sample. Here the sampling method undertaken was, Random sampling was done with the clients. Convenience sampling of Webtel product. TYPE OF RESEARCH CONCLUSIVE RESEARCH (DISCRIPTIVE):- FIELD SURVEY Questionnaires were put across to consumers to find out their perception and insight about Webtel complete software package to determine their needs, wants, reactions, preferences, impact of the current offerings and how they can be improved further, with a view to get an insight to the problems faced (if any), along with the new innovations that they may be looking forward to. Questionnaires were also put across the companies Owners to determine their perception and insight about Webtel software package, to look at the product from their perspective, and to cover the various above mentioned objectives Exploratory research exploratory research seeks to discover new relationship, emphasis on discovery of ideas. Marketing researches devote a significant portion of their work on exploratory studies when very little is known about the problem being examined. UNIVERSE & SOURCE OF DATA The plank on which the study rests is information, which will be procured as a judicious mix of both secondary data and primary sources of data. Primary data Data was collected specifically for the research need at hand. This includes:- ? Interviews and surveys of respondents with informed ideas about the subject of the project, with the help of questionnaires Secondary Data Already published data formed the launch pad for the study. This included: – i) Internal Data: which originates within the organization? ? Brochures, pamphlets ? Official reports ii) External Data: which originates outside the organization? ? Books Periodicals (magazines, journals) ? The World Wide Web for Information ‘or’ the Internet SAMPLING 1. Sampling Technique: Non probability sampling (A non probability sampling technique is that in which each element in the population does not have an equal chance of getting selected) 2. Sample Unit People who buy Software pac kage available on Online Demand, Registered Offices etc. 3. Sample size : 200 respondents (Designation Changing between personal and professional) These are the respondents belonging from different-different designations like Finance field, Engineering field, Medical field & Educational field. 4. Method : Direct interview through questionnaire. 5. Data analysis method : Graphical method. 6. Area of survey : New Delhi 7. Timing of survey : 9. 00 am to 6:30 pm method used for data COLLECTION (FIELD work) †¢ Questionnaire was prepared keeping the objective of research in mind. †¢ Questions were asked to respondents as regards to their willingness to purchase Softwares. †¢ The help of questionnaires conducted direct interviews, in order to get accurate information. †¢ In order to get correct information I had to approach consumers specially to the charted accountant and other professionals who are using complete accountant software package. I visited as many respondents as I can and asked them their real likings about any accountant software package and also got an idea, how a software package should be? †¢ It is really a Herculean task to understand Consumer Behavior, as the definition suggest, â€Å"Consumer behavior is a physical activity as well as d ecision process individual engaged in when evaluating, acquiring, using and disposing goods and services†. †¢ In order to collect accurate information I visited to different-different offices, each and every question was filled personally by the respondents and checked properly. †¢ People were not willing to answer, when they were contacted between 1. 00 pm to 5. 00 pm, the time when most of the people take rest during the scorching heat. research instrument used – details & why? If one wants to know what type of dentifrice people use, what they think of, television commercials, or why they buy particular brands of cars, the natural procedure is to ask them. Thus, the questionnaire method has come to be the more widely used of the two data collection method. Many consumers are now familiar with the telephone caller who greets them with â€Å"We are making a survey†, and then proceeds to ask a series of questions. Some interviews are conducted in person, others by telephone, and others by mail. Each of these has its special advantages and disadvantages and limitations. The questionnaire method in general, however, has a number of pervasive advantages and disadvantages. Discussion of particular variations will be more meaningful if these characteristics of the general methods are brought out first. A questionnaire consists of list of questions to be asked from the respondents and the space provided to record the answer / responses. Questionnaire can be used for the personal interviews, focus groups, mails and telephonic interviews. The choice among these alternatives is largely determined by the type of information to be obtained and by the type of respondents from whom it is to be obtained. The common factor in all varieties of the questionnaire method is this reliance on verbal responses to question, written or oral. Questionnaire in the project consists of: ? Multiple choice questions ? Dicthomus MULTIPLE CHOICE QUESTIONS: Questions of this type offer the respondents an alternative to choose the right answer among others. It is faster, time saving and less biased. It also simplifies the tabulating process. OPEN END QUESTIONS: In this type respondents are free to answer in their own words and express the ideas they think are relevant, such questions are good as first questions or opening questions. They introduce the subject and obtain general reaction. DICTHOMUS: These are the questions which are Boolean in nature. These answers are straightforward and respondents have to answer them in a straight way. That means the answer can only be either ‘Yes† or ‘No’. Data Collections Tools Collection of data cannot be done without proper planning and use of right method. Thus the tools used for collection of data was, a. Observation in different areas. b. Interview with clients. c. Questionnaire for clients. SAMPLING METHODS Sample design is a definite plan of obtaining some items from the whole population. The sample design used in this project is two state sampling i. e. cluster sampling and convenience sampling. The whole City & Country was divided into some geographical areas and I have chosen YAMUNA VIHAR, ASHRAM, JANAKPURI AND MANY MORE. CLUSTER SAMPLING Here the whole area is divided into some geographical area and a definite number of Charted Accountants were to be surveyed. CONVINIENCE SAMPLING This type of sampling is chosen purely on the basis of convenience and according to convenience. I visited Offices, Malls, Banks, and Institutes. Tools and techniques of analysis Data analysis was done on the parameter of use of software package on basis of quality, price used and preference given at the time of purchase. Technique used was comparison of the use of rice based on various parameters of various Webtel Clients. Designing Questionnaire: Our questionnaire was prepared with the specific aim of knowing the buying behavior of Webtel Software and so the questions were framed keeping in mind the context of the Service of software used, price, quality, frequency of purchase. Our questionnaire was both open and closed ended. Limitations 1. The study was limited in terms of geographical coverage as it was limited to the city of Delhi, this makes the findings not fit for other areas. 2. The whole study was completed in a short period of fifteen days. It was difficult to cover large sample. 3. Some clients gave biased response and did not give importance to the survey. This may affect the accuracy of the findings. 4. In estimates of market share of Webtel, I was not provided with the exact sales data by some clients. 5. During the survey some respondent had also shown a non corporate attitude towards the data collection. 6. Some clients gave irrelevant data regarding their sales which caused some difficulties in data analysis. DATA ANALYSIS AND DATA INTERPRETATION Project report and project interpretation are not complete unless and Until the data analysis and data interpretations are interpreted in the true form. In this study of mine, an attempt has been made to investigate and explore the market changes in terms of its products. This chapter definitely takes care of the specific interpretations and shall go a long way in explaining the logic behind the research problem. Analysis of Change in Customer Behavior For analyzing the change in customer’s behavior in terms of E-TDS and E-TAX, I had visited several clients. This can only be done by comparing the data collected from the market in year 2009 with the data of year 2008. The data collected regarding sales of E-TDS in a month are as follows, Avg. Sales of E-TDS and E-TAX per month in year 2008 PRODUCTS E-TDS E-TAX TOTAL Total Sales5942101 %age42%58% Avg. Sales of E-TDS and E-TAX per month in year 2009 PRODUCT E-TDS E-TAXTOTAL Total Sales6523 88 %age73. 86%26. 14% Graphical Representation of Data For E-TDS [pic] For E-TAX [pic] Data interpretation From the above given data we can make following interpretation. In the year 2009, sales of E-TDS were 73. 86% were as sales of E-TAX were 26. 4% and in the year 2008, sales of E-TDS decreased to 42%, were as sales of E-TAX increased up to 56%, With this we can make the conclusion that, there is a certain change in customers’