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CHAPTER I
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INTRODUCTION

1.1 ABOUT THE PROJECT

Sales Strategy
A sales strategy consists of a plan that positions a company’s brand or product to gain a
competitive advantage. Successful strategies help the sales force focus on target market
customers and communicate with them in relevant, meaningful ways. Sales representatives need
to know how their products or services can solve customer problems. A successful sales strategy
conveys this so that the sales force spends time targeting the correct customers at the right time.

Significance
Planning and creating an effective sales strategy requires looking at long-term sales goals
and analyzing the business sales cycle, as well as meeting with sales people about their personal
career goals. Going through these exercises helps business owners and managers gain a more
intimate knowledge of the sales intervals, seasonal changes and what motivates the sales team.
After creating the long-term sales strategy based on long-term goals, sales managers should
create monthly and weekly sales strategies based on the long-term strategy. This allows for
short-term performance measurement of the sales team.

Types
Businesses employ one of two basic types of sales strategies to their overall plan: direct
or indirect. With the direct sales strategy, sales people attack the competition head on when
talking to the customer. They talk about each feature of the competition’s product and compare it
to theirs. The term "negative selling" refers to the direct sales approach. Indirect sales approaches
apply more subtle techniques by demonstrating features and benefits not available with the
competition’s products or services without ever mentioning them by name. This more
sophisticated, positive sales strategy requires research and analysis of the competition.
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Components
A successful sales strategy includes product placement, promotion and testimonials in
addition to the core selling strategies for the sales force. Product placement and promotion create
brand awareness by using the various marketing channels available today. Social media networks
offer a free platform for increasing brand awareness. Business owners can utilize these tools
effectively by spending time each day to communicate with fans and followers on their social
network pages. Customer testimonials readily available for prospects to read or watch lend
authority to a small business and the products and services it offers.

Function
Regardless of whether a business uses a direct or indirect sales strategy, or a combination
of the two, sales managers need to work with sales people on techniques. New customer
acquisition and customer retention require two approaches. A sales strategy lays out the steps
and methods necessary for customers in different stages. Potential customers need
communication that introduces the brand and product or service in ways that show how it can
solve his or her problems. Current customers require more personal communication about new
features or benefits to keep them engaged. Promotions and referral discounts work to motivate
current customers to spend their money and to spread the word to others.

Considerations
Creating an effective sales strategy requires market knowledge, awareness of competitor
activities, awareness of current trends and detailed business analysis. Small business owners
wishing to create and implement a sales strategy for the first time may want to hire a professional
business consultant to help guide the process.

Develop a Sales Strategy for Sales Reps

A sales strategy is the guide sales representatives use to try and reach their revenue goals.
A good sales strategy outlines the target audience, the proper approach, and ideas for a follow-
up. In order to help your sales department succeed, you need to develop a sales strategy.
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Step 1
Identify your target audience by looking at the demographic make-up of your sales territory and
determining your prospective clients. Use data developed by the marketing department to
determine whom you should be selling to, and then use this customer analysis of your territory to
target your audience.
Step 2
Determine what separates your product from the competition. In order to sell to your clients,
your sales representatives need to know why clients should buy from you. Develop a sales
message that emphasizes the benefits of your product over the competition and gives a
compelling argument as to why your product should be the one your clients choose.
Step 3
Begin the process of canvassing the sales territory to find interested clients. Canvassing means
reaching out to the entire target audience to determine who is interested in your product. It can be
a mass mailing through standard mail, a mass email, or advertisements in local publications.
Step 4
Ask your sales representatives to begin making phone calls based on the response you receive
from canvassing. The sales representatives should also start a campaign of cold calling to
enhance the canvassing effort. Cold calling is when a sales professional contacts new customers
personally, either by telephone or by visiting in person.
Step 5
Keep track of the success ratios of the canvassing and cold calling campaigns to help narrow
down the target market even further in other territories. If there is a pattern developing where a
certain demographic is more responsive than others, then that demographic should be targeted
more frequently in future sales strategies.

Four Phases of a Customer-Oriented Sales Strategy

Effective sales strategies for small businesses are strategies that focus on unique customer
needs, by customer segment. A customer orientation to the establishment of sales strategies can
enable small businesses to compete effectively against even large competitors. Businesses can
expect to go through four phases as they develop their customer-oriented strategies.
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Identifying and Segmenting Customers

Effective customer-oriented sales strategies require the segmentation of customers into
specific groups or areas of focus. Not all customers are the same; different segments will have
different needs. The more precisely businesses can identify the specific customer segments they
want to sell to, the better they will be able to differentiate their communications to address
unique customer preferences. For instance, a company that sells outdoor furniture will likely
have different strategies and messages for the single adult than for the young married couple or
the retired couple.

Learning About Customer Needs and Preferences

The more a business knows about its customers and their needs and preferences, the more
successful its sales strategies will be. While small business owners certainly have a wealth of
information from their perspective about their products and services and why they're great, the
perspectives of customers are often different and sometimes surprising. Taking the time to learn
about customers--what they know, what they value and what their communication preferences
are--can help ensure the effectiveness of sales strategies.

Building Relationships
Hopefully customer interactions will not be one-time events. Businesses need to build
relationships with customers so they will keep coming back and will refer others to the business
and its products and services. Building relationships requires attention to the customer
relationship at all stages, from first point of contact through future sales and through times when
sales are low or absent. It is more costly to acquire a new customer than to retain an existing one,
so efforts spent on building relationships can pay off significantly.

Engaging in Service Recovery and Continuous Improvement

Despite a business's best efforts, mistakes can happen and sometimes customers are not
satisfied. Effective customer-oriented sales strategies will include consideration of service
recovery processes to ensure that if errors occur, they are quickly and effectively handled. In
addition, businesses need to be continually seeking input from customers about ways products
and services can be improved, as well as acting on those inputs to ensure long-standing success.
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The Long-Term Effects of Customer-Oriented Sales Promotions

Consumer-oriented sales promotions that include price markdowns, coupons, rebates and
other inducements become increasingly important as competition increases in your industry and
competitors utilize promotions on a regular basis. The long-term effects of customer-focused
promotions carry both negative and positive ramifications that you must consider when preparing
your marketing plans.

Loyalty
When customers know they can always find a coupon or a sale, they become inured to
the inducements. Sales and coupons begin to lose their effectiveness when they are constant.
Sales don't mean anything when they are too common. Additionally, your sales may get lost in
the clutter of similar advertising and marketing in the newspapers, on TV or through electronic
or traditional mail. To combat the consumer overload, many retailers turned to loyalty cards as
their primary incentive to bring customers back. Find some way to reward regular customers to
help you stand out in the crowd.

Poor Image
When customers always see your service or products on sale, their confidence in the
quality of your work may become eroded, according to the University of Dayton. Instead of
building confidence in the quality of your business, you may be undermining your value in the
minds of consumers with too many promotions. They may begin to question the validity of your
service if it's always on sale. Additionally, when they see continuous promotional campaigns,
customers may postpone a purchase because they know if they wait, it will be on sale soon.

Value-added
Value-added promotions such as a free instructional course with every purchase,
complementary training, bonus points toward future purchases or free trials build customer
retention because customers appreciate the effort you put out to earn their business. Unlike
coupons and discounts that are short-term, you can build relationships with customers that have
long-term effects with promotions that add value to the customer purchase. When combined with
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a loyalty discounts, you can develop a long-term strategy to build customer confidence, increase
your referral rate and boost your brand identity.

Boost Profits
Regular sales and marketing promotions can affect your bottom line in the long run. If
you hold regular discounts, you usually can expect increased sales during those times. The total
profit from the sales increases your company's annual profits and may make up for slow periods
of sales. When planning your annual budget, you can take into account planned promotions you
know will bring in additional sales. As part of a long-term budgeting plan, customer-oriented
promotions can play a significant role in boosting your profits.

Difference between Market Orientation & Sales Orientation

The key feature of market orientation is the collection and dissemination of customer
information throughout the business. Each functional or organizational unit collects and shares
buyer influence and customer information. Because knowledge sharing is so important, strategic
and day-to-day decisions are made inter-departmentally. Often a market-oriented company
creates a highly personalized customer experience.

Market Orientation Approaches

Some business leaders see market orientation as an interchangeable approach to customer
orientation. However, Richard Heiens writes in a 2000 “Academy of Marketing Science Review”
article that there are differing approaches to market orientation. For example, some market
oriented businesses emphasize competitors in their external market analysis. These businesses
are called “marketing warriors.”

Market Orientation Concerns

In the desire to serve the customer, a market-oriented business may implement processes
and policies that don’t make financial sense or have long-term viability. As such, the decisions a
market-oriented company make must serve both the customer and the business. A good way to
protect the bottom line is to assess the decisions, processes and policies on a regular basis.
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Sales Orientation
Sales orientation focuses on selling products or services rather than on satisfying the
wants and needs of customers. This philosophy assumes that people will buy if aggressive sales
techniques are used. And as the authors point out in the book “Essentials of Marketing,” this
orientation often assumes that sale prices of high value equate to substantial profit.

Sales Orientation Tactics

Because a sales-oriented business is so focused on pushing its product out to the
customer, it must rely on aggressive sales techniques. These include intensive promotion, such as
advertising, and price-focused strategies. The sales-oriented business also relies on the strength
of its sales force to move its products or services.

Sales Orientation Concerns

Some sales-oriented businesses are so focused on the sale they fail to see what is
important to the customer. The “Marketing Essentials” authors contend that if the product and
services for sale aren’t wanted or needed, an effective sales force just won’t be successful. For
example, many dot-com businesses went under in the 1990s because they focused on technology
and not selling what the customer wanted.

Difference between Sales Orientation and Product Orientation

A sales-oriented company focuses on strategies and tactics that push people toward
buying products, while a product orientation tries to pull people into buying. Offering discounts
is an example of a sales tactic, while adding a new feature to a product to increase demand is an
example of a product-oriented strategy.

Sales Orientation
Sales strategies are often referred to as “gimmicks” because they don’t try to create a
long-term demand for a product or service by improving a company’s offering. Many
salespeople prefer tools such as discounts, buy-one-get-one-free promotions, free website
banners when a customer buys a print ad or other means of stimulating sales. Improving the
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circulation of a magazine increases the quality of the magazine for advertisers as a whole, but a
25 percent discount to a particular advertiser may seem like a more direct benefit to a less
sophisticated buyer.

Product Orientation
Product-oriented companies keep in mind the adage, “Build a better mousetrap and world
will beat a path to your door.” This strategy assumes that if you offer a superior product or
service, customers will buy from you without your having to resort to discounts or other
gimmicks. Product-oriented companies work with marketing departments to learn what the
marketplace wants, developing or modifying products to meet these needs. A pizzeria that offers
pies with real cheese and fresh toppings might not have to offer two-for-one or other discounts if
its competitors sell lower-quality pizzas.

Long-Term Effects
Sales-oriented companies can generate positive short-term sales since customers initially
feel good that they are getting more for less. As customers realize they are paying less but getting
less, they eventually realize they are not making a good purchase. Discounting your product may
eventually cheapen its reputation in the marketplace. Product-oriented companies may take
longer to generate sales, but their sales may be more stable long-term because buyers come to
believe they are getting the value they need from a product or service. A product-oriented
approach to sales might take too long to help a company struggling financially, while a sales
orientation might result in fewer long-term customers and eventual financial instability.

Sales Tactics
Product-oriented companies that sell to business often train their salespeople in
consultative marketing, which requires the salesperson to learn about the business of a potential
customer. This allows the salesperson to better explain to potential clients why a product or
service is best for the client. Sales-oriented companies often provide their sales force with
discounts, expense accounts and other sales tools, encouraging their staff to “smile and dial.”
This means calling potential clients, telling them what they want to hear and offering a benefit
beyond the product. A key difference in these two sales strategies is that a sales orientation often
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attempts to get people to buy things they don’t really need or want, while a product orientation
focuses on getting people to buy things they are looking for.

1.1.1 NEED FOR THE STUDY

The ability to sell is the most important skill in every profession that involves person to
person interaction. A well-planned sales strategy will help your business achieve it's growth
potential. The need for the study is to create awareness amongst the customers and to determine
the best sales strategy for 99 acres.

The study on sales strategy of 99 acres.com helps the management to define the most
efficient and cost-effective tactics to sell the company's products and services. It also enables
them to establish a specific plan to strengthen and enhance lead generation. Through this study,
the researcher wants to find out the loop holes in the existing sales strategy followed and to
improve its effectiveness to retain and attract more customers.

1.2 INDUSTRY PROFILE

Online advertising is a form of promotion that uses the Internet and World Wide Web to
deliver marketing messages to attract customers. Examples of online advertising include
contextual ads on search engine results pages, banner ads, blogs, Rich Media Ads, Social
network advertising, interstitial ads, online classified advertising, advertising networks and e-
mail marketing, including e-mail spam. Many of these types of ads are delivered by an Ad
server.

1.2.1 Real estate scenario in India:

The development of real estate in India is estimated to be around US$ 15 billion and it is
growing at a rate of 30 per cent every year. Almost 90 per cent of real estate developed is
residential space and the rest include office, hotels shopping malls and hospitals. This kind of
double-digit growth is primarily attributed to the off-shoring and outsourcing businesses, such as
high-end technology consultation, call centers and programming houses which in 2004 are
estimated to have accounted for 12 million square feet of real estate development. The real estate
market in India remains unorganized, fairly fragmented, mostly characterized by small players
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with a local presence. Traditionally, real estate developers were viewed with an element of
skeptical attitude. Developers were often identified with dealing with large amounts of
unaccounted money, lacking transparency and would use unscrupulous means to acquire a
variety of regulatory approvals.

1.2.2 Internet Real estate scenario in India:

The concept of searching properties through online is still in nascent stage in India
especially in South India. Buying properties through online will need immense trust and
credibility. Property buying in India is a dream for any middle class and they will not have the
mind of parking their money somewhere they do not trust. Hence Word of Mouth plays a very
important factor for property buying in the Indian.

Unlike the western countries where all the transactions are done online, Indians have not
opened up for online transactions as they are still traditional in nature and do not trust online for
transactions that involves too much of monetary losses.

1.2.3 Types of property transactions done online:

 Buying
 Selling
 Rental

1.2.4 Types of Spaces:

 Residential
 Commercial

1.2.5 Online Real Estate Organizations:

 99acres.com
 Magicbricks.com
 Makaan.com
 Indiaproperties.com
 Sulekha.com
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1.3 COMPANY PROFILE

99acres.com is an internet portal dedicated to meet every aspect of the consumers needs
in the real estate industry. It is a forum where buyers, sellers and brokers can exchange
information, quickly, effectively and inexpensively.
At 99 acres, you can advertise a property, search for a property, browse through
properties, build your own property Micro site, and visit other Indian and International sites.
99 acres.com- a naukri.com Group Company
99 acres.com is part of the naukri.com group-Indians No.1 job portal. Our parent
company Info Edge, funded by ICICI Ventures, started in 1989 and became Info Edge (India)
Ltd. on May 1, 1995. Since inception, Info Edge has provided project, marketing and
management consulting services to a number of clients in India and abroad.
Info Edge long toyed with the idea of providing job information to the public
independently but was unable to identify a financially viable technology backbone to do so. This
changed when Internet entered India.
The rest as they say is History.
Naukri.com, Info Edges first venture revolutionized the concept of e- recruitment in
India. Today it is Indias No.1 job site and amongst the top 15 job sites as per Alexa rankings. It
services 6000 organisations and is almost a one-stop clearing house for jobs and careers for
Indians.
A few years down the line, Info Edge demonstrated their understanding of e- business
once again with the success of Jeevansathi.com - their matrimonial site. Jeevansathi.com with
over 500,000 profiles on site, is today one of Indias leading matrimonial sites .With the real
estate industry in India witnessing a boom, the online property market holds considerable
opportunities. This is the potential that Info Edge is now targeting with the 99acres.com.Info
Edge aims to develop this portal into one of the leading sites for buying, selling or leasing any
type of property, anywhere in the country.
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13.1 The Board of Directors

Mr. Sanjeev Bikhchandani Managing Director & Chief Executive Officer
Mr. Kapil Kapoor Non-Executive Chairman
Mr. Hitesh Oberoi Chief Operating Officer
Mr. Ambarish Raghuvanshi Chief Financial Officer & Head - Legal and Administration
Mrs. Bala Deshpande Director
Mr. Arun Duggal Director
Mr. Ashish Gupta Director
Mr. Saurabh Srivastava Director
Mr. Sandeep Murthy Director
Management Team:
www.naukri.com
Vineet Singh, Sr.Vice President - International Sales
V.Suresh, Sr.Vice President - South and Mumbai,Naukri.com
Jeevansathi.com
Vivek Khare, Senior Vice President- Jeevansathi.com
99acres.com
Vineet Singh, Business Head - 99acres.com
Quadrangle(www.quadranglesearch.com)
Harveen Bedi, VP Quadrangle
Technology
Vibhore Sharma, Vice President Technology & IT Infrastructure
Human Resources
Sharmeen Khalid. Vice President HR
Advisors:
Anil Lall
Sharad Malik
US operations:
Sushil Bikhchandani
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1.4 REVIEW OF LITERATURE

This research has been conducted in the areas of sales strategy and sales management. It
addresses the relationship orientation of the sales process in a business context, and primarily
contributes to the area of sales and sales management.. Berry 1983; Grönroos e.g. 1979,1989
approach on relationship Marketing was applied to underpin the relationship perspective in the
research. In order to study the sales and buying processes, research was carried out in sales
and purchasing which in turn increased the understanding that connecting mindset with
strategy is pivotal. Connecting mindset and strategy is a challenge that became evident through
findings of the empirical data. The empirical research carried out for this study was conducted
in the software and telecommunications industries. The relationship initiation that was
studied occurred between a software vendor and a mobile telecommunications operator.
Case data were gathered from a selling firm in the software development industry, and from
a buying firm in the mobile telecommunications industry.

Aarikka-Stenroos & Halinen 2007 says, In order to study relationship orientation

of the sales process during relationship initiation, a rather broad perspective was chosen. A
relationship involves more than one party, and relationship orientation implies leaning
towards mutual business engagement. In the scope of this study, relationship initiation is seen
to occur between two parties, the seller and buyer. During relationship initiation, the sales
process guides the seller’s activities, and the buying process guides the buyer’s activities,
together forming a relationship initiation process. For this reason, the literature review was
conducted in the areas of relationship sales strategy & sales management, and purchasing.
Adaptation in a sales process setting as understood in the context of this study is defined as
adjustments linked to relationship orientation at a business process level by one or both
parties with the aim of initiating business engagement between the buyer and seller. Sales
process adaptation is linked to relationship orientation and the buyer’s purchasing process, and
can be categorized as: ad-hoc, reactive or strategic adaptation.

A literature review was conducted with the aim of exploring relationship orientation
during relationship initiation between businesses, as presented in marketing, sales and
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purchasing research. The main question that was asked was: How do sales, purchasing
and marketing literature refer to relationship-oriented business initiation? Hence the
first main section of the literature review presents a review of literature in the field of
relationship marketing research concerning relationship orientation between the seller
and the buyer during relationship initiation. Relationship orientation is regarded as a
mindset and adaptation as forming the strategy and providing the means. The second
main section of the literature review provides a review of research in the area of sales
with regard to the sales process and relationship orientation of the sales process. The
third main section constitutes a review of literature concerning purchasing and the
buying process, with a link to relationship orientation.

Edvardsson et al. 2008 of the review of relationship marketing literature show that the
initiation phase of relationships has received little attention in research.
The relationship initiation processes that are presented by Aarikka-Stenroos and
Halinen (2007) and Edvardsson et al. (2008) provide valuable input regarding how
relationship initiation can be viewed: as an outcome of the interaction between the
seller and buyer during the relationship phase prior to reaching a business agreement
between the parties. Furthermore, it was found that adaptation is considered forming a
central aspect of relationships (Hallén et al. 1991; Brennan et al. 2003). However,
unlike this study, relationship-marketing literature does not appear to focus on the linkage
between the relationship orientation mindset and adaptation as forming a strategy and
providing the means for relationship orientation.

Findings of the sales management literature review revealed that the sales
process remains a relatively unexplored area in scientific research. A widely used model
for describing the sales process is ‘the seven steps of selling’ by Dubinsky (1980/81);
this type of sales process model may well be the oldest paradigm in sales (Marshall &
Moncrief 2005). Technological advancements and development of the Internet together
with the paradigm shift from transactional towards relational marketing (Vargo & Lush
2004; Grönroos 2006 and 2008) have had a considerable impact on communication
and interaction between sellers and buyers. These changes are also likely to have an
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effect on sales organisations and sales processes (cf. Moncrief & Marshall 2005; Dickie
& Trailer 2007; Sheth & Sharma 2008). A conclusion that can be drawn from sales
research is that new sales processes that adopt a relational view are needed (Rackham
& DeVincentis 1998; Moncrief & Marshall 2005; Sheth & Sharma 2008). Furthermore,
findings include that instead of focusing on sales activities, sales processes usually
consists of selling processes, which focus purely on sales work - or actions - as
conducted by a salesperson. Additionally, sales - or selling - processes tend not to be
linked to relationship orientation: they focus only on behaviour without including the
mindset. Moreover, they do not generally take the buyer’s purchasing portfolio into
consideration. In conclusion, sales processes are not generally linked to a relational
mindset.

The review of purchasing literature has shown how the purchasing function has
developed from being a clerical function to a strategic one. Although the purchasing
function has undergone a considerable development over time, this is scarcely reflected
in buying processes. A traditional approach to the buying process is that of the ‘five step
buying process’ (Webster & Wind 1972), which - like the traditional sales process - is
based on the AIDA(S) model (cf. Cousins & Spekman 2003). Relationship orientation is
to some extent visible in purchasing literature; even if today’s buying processes are not
based on a relationship-oriented mindset, the need for developing a relationship-
oriented buying process is, however, recognised in purchasing literature (e.g. Lehtonen
& Salonen 2005). Findings show that buying processes are generally not linked to a
relationship-oriented mindset; buying processes are not considered to be adapted, nor
do they generally take the seller into consideration.
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1.5 OBJECTIVES OF THE STUDY

1.5.1 PRIMARY OBJECTIVE:
To make a study on sales strategy followed by 99acres.com

1.5.2 SECONDARY OBJECTIVE:

 To understand the perception of customers towards the products offered by competitors.
 To assess the most preferred products of 99acres.com
 To understand the market strategy and product/services offering translate into potential
sales to your current and future customers.

1.6 SCOPE OF THE STUDY

The success of every organization largely depends on the effective sales strategy. It helps not
only to improve the current strategy but also improves the turnover of the company. The scope of
the study is concerned with the following

1. The study helps the company to improve their standard of service and handle the
competitions in the market.
2. It also helps in putting in possible improvements, additions and new strategies.
3. The study will help the company to know their awareness among the consumers, the
perception, and brand position of the company.
4. The company can find out where their competitors stand in the minds of the customers.
5. The study will help the company to make proper sales strategy for their weaker areas.

1.7 RESEARCH METHODOLOGY

Fundamental to the success of any formal marketing research project is a sound research
design. A good research design has the characteristics of problem definition, specific methods of
data collection and analysis, time required for research project and estimate of expenses to be
incurred. The function of a research design is to ensure that the require data are collected
accurately and economically. A research design is purely and simply the framework or plan for
an analysis of data. It is a blue print that is followed in completing a study. It resembles the
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architect`s blue-print (map) for constructing a house. It may be worthwhile to mention here that a
research design is nothing more than the framework for the study ensures that the study will be
relevant to the problem and the study will employ economical procedures.

Claire seltizetal defines Research Design as “Research design is a catalogue of the phases
and facts relating to the formulation of a research effort. It is the arrangement of collection and
analysis of data in a manner that aims to combine relevant to the research purpose with economy
in procedure”.

Three important about research design are

1. The design of investigation should stem from the problem
2. Whether the designs are productive in a given problem setting depends on how
imaginatively they are applied. An understanding of the basic design is needed so that
they can be modified to suit specific purpose
3. The three basic design are as follows
i. Exploratory Research design
ii. Descriptive Research design
iii. Casual Research design

The Research design used in the study is Descriptive research design.

1.7.1 RESEARCH DESIGN

Descriptive research design is also called explanatory design. This is the one that simply
describes something such as demographic characteristics. The descriptive study is typically
concerned with determining frequency with which something occurs or how two variables vary
together.
1.7.2 POPULATION

All research questions address issues that are of great relevance to important groups of
individuals known as research population.
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For the study, population is defined from client database fromthe company. Area of study
is marketing management; the study is on sales strategy of 99 acres.com.
1.7.3 DATA SOURCES

After identifying and defining the research problem and determining specific information
required to solve the problem, the researcher`s task is to look the type and sources of data which
may yield the desired results. Researcher have used Primary data for the study. Primary data
were collected from the clients using questionnaire method.

1.7.4 PRIMARY DATA

Primary data is the original data collected by the researcher first hand. It is collected for
the first time through field survey. These are those that are gathered specifically, for the problem
at hand. The various sources for collecting primary data are questionnaire, observation, interview
etc. The primary source used for the study is questionnaire.

1.7.5 SAMPLING

Collecting data about each and every unit of the population is called census method. The
approach, where only a few units of population under study are considered for analysis is called
samplin1g method. There are two main categories under which various sampling method can be
put.
The two categories are
1. Probability sampling
2. Non-probability sampling
1.7.6 SIMPLE RANDOM SAMPLING:
Simple random sampling is the basic sampling technique where we select a group
of subjects for study from a larger group (a population). Each individual is chosen entirely by
chance and each member of the population has an equal chance of being included in the sample.
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1.7.7 SAMPLE FRAME:

A Sample frame may be defined as the listing of the general components of the individual
units that comprise the defined population.

1.7.8 SAMPLE DESIGN

Sample design is the theoretical basis and the practice means by generalizing from
characteristics of relatively few of the comprising population. It is the method by which the
sample is chosen.

1.7.9 SAMPLE SIZE

It refers to the number of elements of the population to sample. The sample size drawn is
100 from the defined population.

1.8 LIMITATIONS OF THE STUDY:

1. Time is one major constraint, which limits the effective data collection.
2. Non-availability of data collection from clients of 99 acres.
3. Clients of 99 acres who were only been asked to fill the questionnaire.
4. Reliability and accuracy of the analysis depends on the respondents’ openness and
trueness towards each question in the questionnaire.
5. This research outcome may not be suitable for any other IT services.
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CHAPTER II
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DATA ANALYSIS AND INTERPRETATION

ANALYTICAL TOOLS

2.1 ANALYSIS USING KARL PEARSON’S CORRELATION:

Correlation analysis is the statistical tool used to measure the degree to which two
variables are linearly related to each other. Correlation measures the degree of association
between two variables. The Pearson product-moment correlation coefficient is a measure of the
strength and direction of association that exists between two variables measured on at least an
interval scale. It is denoted by the symbol r.
𝐍∑𝐗𝐘−∑𝐗∑𝐘
𝒓=
√𝐍∑𝐗 𝟐 −(∑𝐗)²√𝐍∑𝐘 𝟐 −(∑𝐘)²

2.2 CHI- SQUARE TEST I – (Ψ2)

A chi-squared test, also referred to as chi-square test or χ2 test, is any statistical hypothesis
test in which the sampling distribution of the test statistic is a chi-squared distribution when
the null hypothesis is true, or any in which this is asymptotically true, meaning that the
sampling distribution (if the null hypothesis is true) can be made to approximate a chi-
squared distribution as closely as desired by making the sample size large enough.

The χ2 test was first used by Karl Pearson in the year 1980. The quantity χ2 describes the
magnitude of the discrepancy between theory and observation.
It is calculated using:

χ² = Σ [( 𝐎𝒊 − 𝐄𝒊 )2 / 𝐄𝒊 ]with (n - 1) degrees of freedom.

Where, 𝐎𝒊 refers to the observed frequency & 𝐄𝒊 to the expected frequencies. χ²
was used as a test of independence and goodness of fit.
 23

2.3 PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making comparison
between two or more series of data. Percentages are used to describe relationships, it is expressed
as.
Percentage = (no of employees/total no of employees) 100

2.4 CHARTS:
Charts are graphic displays of data for easy understanding of relative positions that is not
always possible with descriptive words or numbers. Types of charts commonly used in business
data presentation are: Bar and pie.

2.5 BAR CHARTS:

The bar chart is commonly used for presentation of qualitative data. The data can be
continuous or discrete data, which are plotted against discrete data intervals. The vertical bar
diagram, also called bar chart where the length or height of bars represent the numerical value of
the event or measurement. Width or gap between the bars is of no significance to the bar chart
data, but they are uniform in a diagram.
 24

DATA ANALYSIS AND INTERPRETATION

TABLE 2.1.1 /GENDER WISE RESPONDANTS

S. No. Options No of Respondents % of Respondents

1 Male 62 62
2 Female 38 38
Total 100 100

CHART 2.1.1 GENDER WISE RESPONDANT

GENDER

38
Male
Female
62

INFERENCE:
From the above table, it is inferred that 62% of the respondents are male and 38% of the
respondents are female.
 25

TABLE 2.1.2 / RESPONDANTS BASED ON AGE GROUPS

S. No. Options No of Respondents % of Respondents

1 Below 25 20 20
2 25-35 38 38
3 36-45 30 30
4 46-55 10 10
5 Above 55 2 2
Total 100 100

CHART 2.1.2/ RESPONDANTS BASED ON AGE GROUPS

AGE GROUPS

38
40
35 30
30
25 20
20
% of Respondents
15 10
10
5 2

0
Below 25 25-35 36-45 46-55 Above 55

INFERENCE:
From the above table, it is inferred that 38% of the respondents are between the age
groups 25-35, 30% of the respondents are between the age groups 36-45.
 26

TABLE 2.1.3/RESPONDANT BASED ON OCCUPATION

S. No. Options No of Respondents % of Respondents

1 Government official 20 20
2 Private Limited 52 52
Self Employed
3 /Business 12 12
4 Student 8 8
5 others 8 8
Total 100 100

CHART 2.1.3/ RESPONDANT BASED ON OCCUPATION

OCCUPATION
60 52

40
20
20 12
8 8
% of Respondents
0

INFERENCE:
From the above table, it is inferred that 52% of the respondents are private limited,
20% of the respondents are government official.
 27

TABLE 2.1.4 /NUMBER OF RESPONDANT USAGE OF 99ACRES SITE

S. No. Options No of Respondents % of Respondents

1 Yes 75 75

2 No 25 25

Total 100 100

CHART 2.1.4/ NUMBER OF RESPONDANT USAGE OF 99ACRES SITE

USAGE OF 99ACRES SITE

75
80
70
60
50
40 % of Respondents
25
30
20
10
0
Yes No

INFERENCE:

From the above table, it is inferred that75% of the respondents are accepting the usage
level of the site and 25% of the respondents are not using the site.
 28

TABLE 2.1.5/ FEATURES WHICH INFLUENCE YOU IN 99ACRES

S. No. Options No of Respondents % of Respondents

1 Price 52 52
2 Product feature 30 30
3 Brand value 8 8
4 Service 8 8
5 Response from buyer 2 2
Total 100 100

CHART 2.1.5/ FEATURES WHICH INFLUENCE YOU IN 99ACRES

FEATURES WHICH INFLUENCE YOU IN 99ACRES

60
52
50

40
30
30
% of Respondents
20

10 8 8
2
0
Price Product Brand value Service Response from
feature buyer

INFERENCE:

From the above table, it is inferred that 52% of the respondents are influence due to price
factor and 30% of the respondents are influence due to product features.
 29

TABLE 2.1.6 /DIFFERENTATIES 99 ACRES FROM OUR COMPETITORS

S. No. Options No of Respondents % of Respondents

1 Reasonable price 60 60
2 Service quality 30 30
3 Customized products 8 8
4 Website popularity 2 2
Total 100 100

CHART 6 /DIFFERENTATIES 99 ACRES FROM OUR COMPETITORS

DIFFERENTATIES 99 ACRES FROM OUR COMPETITORS

60
60

50

40
30
30 % of Respondents

20
8
10 2

0
Reasonable Service quality Customized Website
price products popularity

INFERENCE:
From the above table, it is inferred that 60% of the respondents are accepting that
reasonable price is the difference, 30% of the respondents are accepting the service quality.
 30

TABLE 2.1.7/ RESPONDANTS RATING THE PRICING

S. No. Options (SCALE) No of Respondents % of Respondents

1 1 2 2
2 2 10 10
3 3 32 32
4 4 40 40
5 5 16 16
Total 100 100

CHART 2.1.7/ RESPONDANTS RATING THE PRICING

RATING THE PRICING

40
40
35 32

30
25
20 16 % of Respondents

15 10
10
5 2

0
1 2 3 4 5

INFERENCE:
From the above table, it is inferred that 40 % of the respondents are rating the pricing at
4th scale and 32% of the respondents are rating the pricing at 3rd scale.
 31

TABLE 2.1.8 /RATING THE 99 ACRES SITE COMPARED TO COMPETITORS

S. No. Options (SCALE) No of Respondents % of Respondents

1 1 10 10
2 2 10 10
3 3 40 40
4 4 20 20
5 5 20 20
Total 100 100

CHART 2.1.8//RATING THE 99 ACRES SITE COMPARED TO COMPETITORS

RATING THE 99 ACRES SITE COMPARED TO COMPETITORS

40
40

35

30

25
20 20
20 % of Respondents

15
10 10
10

0
1 2 3 4 5

INFERENCE:
From the above table, it is inferred that 40% of the respondents are rating 3rd compared to
other competitors and 20% of the respondents selecting 4th and 5th scale.
 32

TABLE2.1. 9 /PRODUCTS PREFER TO ADVERTISE FOR 99 ACRES

S. No. Options No of Respondents % of Respondents

1 Listings 5 5
2 Nri banners 20 20
3 Home page banners 50 50
4 City page banners 10 10
5 Search page banners 15 15
Total 100 100

CHART2.1. 9/ PRODUCTS PREFER TO ADVERTISE FOR 99 ACRES

PRODUCTS PREFER TO ADVERTISE FOR 99 ACRES

50
50

40

30
20
20 15 % of Respondents
10
10 5

0
Listings Nri Home City page Search
banners page banners page
banners banners

INFERENCE:
From the above table, it is inferred that 50% of the respondents are accepting the home
page banners and 20% of the respondents are accepting the NRI banners.
 33

TABLE2.1. 10/ FACTORS PLAY A MAJOR ROLE IN DEMAND GENERATION

S. No. Options No of Respondents % of Respondents

1 Price of the product 30 30
2 Awareness of 99 acres 60 60
Response from the
3 buyers 8 8
Presentation of the
4 products 2 2
Total 100 100

CHART 2.1.10./ FACTORS PLAY A MAJOR ROLE IN DEMAND GENERATION

FACTORS PLAY A MAJOR ROLE IN DEMAND GENERATION

60
60

50

40
30
30 % of Respondents
20
8
10 2

0
Price of the Awareness of Response from Presentation of
product 99 acres the buyers the products

INFERENCE:
From the above table, it is inferred that, 60% of the respondents are aware about the 99
acres site and 30% of the respondents are known due to price factor.
 34

TABLE 2.1.11/ NUMBER OF TARGET CLIENTS

S. No. Options No of Respondents % of Respondents

1 Upper class 15 15
2 Upper middle class 20 20
3 Middle class 40 40
4 Lower middle class 20 20
5 Lower class 5 5
Total 100 100

CHART 2.1.11/ NUMBER OF TARGET CLIENTS

TARGET CLIENTS
40
40
35
30
25 20 20
20 15 % of Respondents
15
10 5
5
0
Upper class Upper Middle class Lower Lower class
middle class middle class

INFERENCE:
From the above table, it is inferred that 40% of the respondents targeted on middle class,
20% of the respondents over the upper middle and lower middle class.
 35

TABLE 2.1.12 /TYPE OF MEDIA USE FOR ADVERTISING YOUR PROPERTY

S. No. Options No of Respondents % of Respondents

1 Television 30 30
2 Radio 10 10
3 Newspaper 20 20
4 Online 40 40
Total 100 100

CHART2.1.12 /TYPE OF MEDIA USE FOR ADVERTISING YOUR PROPERTY

TYPE OF MEDIA USE FOR ADVERTISING YOUR PROPERTY

45
40
40
35
30
30
25
20
20 % of Respondents

15
10
10
5
0
media Newspaper Online

INFERENCE:
From the above table, it is inferred that 40% of the respondents are selling property
through online and 30% of the respondents are selling through television.
 36

TABLE 2.1.13/ NUMBER OF RESPONDANT ON WEBSITE THEY PREFER FOR

ADVERTISING

S. No. Options No of Respondents % of Respondents

1 Just dial 20 20
2 Makaan 5 5
3 99 acres 40 40
4 Magic bricks 10 10
5 Sulekha 15 15
6 India properties 10 10
Total 100 100

CHART2.1.13/ NUMBER OF RESPONDANT ON WEBSITE THEY PREFER FOR

ADVERTISING

WEBSITE YOU PREFER FOR ADVERTISING

40
40
35
30
25 20
20 15 % of Respondents
15 10 10
10 5
5
0
Just dial Makaan 99 acres Magic Sulekha India
bricks properties

INFERENCE:
From the above table, that it is inferred 40% of the respondents are preferring
advertisements through 99 acres and 20% of the respondents prefer just dial.
 37

TABLE 2.1.14 /CUSTOMERS LIKE ABOUT 99 ACRES

S.
No. Options No of Respondents % of Respondents
1 Courtesy of Sales executives 5 5
2 Website popularity 20 20
Presentation of Listings and
3 banners 40 40
4 Easy accessible 10 10
5 Pricing 5 5
6 Response from buyers 20 20
Total 100 100

CHART 2.1.14 /CUSTOMERS LIKE ABOUT 99 ACRES

LIKE ABOUT 99 ACRES

40
40
35
30 20 20
25
20 10
15 5 5
10
5
0 % of Respondents

INFERENCE:
From the above table, it is inferred that 40 % of the respondents prefer due to
presentation of listing and 20% of the respondents prefer response from buyers.
 38

TABLE 2.1.15/ HOW YOU KNOW ABOUT 99 ACRES

S. No. Options No of Respondents % of Respondents

1 Media 30 30
2 Newspaper 10 10
3 Online 20 20
4 Word of mouth 40 40
Total 100 100

CHART 2.1.15/ HOW YOU KNOW ABOUT 99 ACRES

HOW YOU KNOW ABOUT 99 ACRES

40
40
35 30
30
25 20
20 % of Respondents
15 10
10
5
0
Media Newspaper Online Word of
mouth

INFERENCE:
From the above table, it is inferred that 40% of the respondents are known from the word
of mouth and 30% of the respondents are known from media.
 39

TABLE 2.1.16 WHICH MEDIA YOU GET EXPOSED ON A REGULAR BASIS

S. No. Options No of Respondents % of Respondents

1 Television 20 20
2 Radio 10 10
3 Newspaper 20 20
4 Online 50 50
Total 100 100

CHART 2.1.16/ WHICH MEDIA YOU GET EXPOSED ON A REGULAR BASIS

WHICH MEDIA YOU GET EXPOSED ON A REGULAR BASIS

50
50
45
40
35
30
25 20 20 % of Respondents
20
15 10
10
5
0
Television Radio Newspaper Online

INFERENCE:
From the above table, it is inferred that 50% of the respondents are getting exposed
through online and 20% of the respondents are getting through television and newspaper.
 40

TABLE 2.1.17 /KINDS OF CHANNELS YOU WATCH REGULARLY

S. No. Options No of Respondents % of Respondents

1 News 25 25
2 Sports 40 40
3 Movies 20 20
4 Regional 5 5
5 Entertainment 10 10
Total 100 100

CHART 2.1.17 /KINDS OF CHANNELS YOU WATCH REGULARLY

KINDS OF CHANNELS YOU WATCH REGULARLY

40
40
35
30 25
25 20
20
15 10 % of Respondents
10 5
5
0

INFERENCE:
From the above table, it is inferred that40% of the respondents are viewing sports
channels and 25% of the respondents are viewing news channels.
 41

TABLE 2.1.18/KIND OF OFFERS CUSTOMER EXPECT FROM DEALERS

S. No. Options No of Respondents % of Respondents

1 Free trials 25 25
2 Very good packages 40 40
Extending product
duration incase of less
3 responses 10 10
4 Good after service 25 25
Total 100 100

CHART2.1.18/KIND OF OFFERS CUSTOMER EXPECT FROM DEALERS

KIND OF OFFERS DO YOU EXPECT FROM DEALERS

40
40
35
30 25 25
25
20
15 10
10 % of Respondents
5
0
Free trials Very good Extending Good after
packages product service
duration
incase of less
responses

INFERENCE:
From the above table, it is inferred that 40% of the respondents are looking for very good
packages and 25% of the respondents are looking for free trials and good after service.
 42

TABLE2.1.19 /UNKNOWN SALES PEOPLE ASKED TO DEMOSTRATE FULLY

ABOUT THE PRODUCT

S. No. Options No of Respondents % of Respondents

1 I will respond 45 45
2 Lost my privacy 15 15
3 Interested in knowing 40 40
4 Refuse to assist 0 0
Total 100 100

CHART2.1.19 /UNKNOWN SALES PEOPLE ASKED TO DEMOSTRATE FULLY

ABOUT THE PRODUCT

DEMOSTRATE TO UNKNOWN PERSON

45
45 40
40
35
30
25
20 15 % of Respondents
15
10
5 0
0
I will respond Lost my Interested in Refuse to
privacy knowing assist

INFERENCE:
From the above table, it is inferred that 45% of the respondents are accepting they will
respond and 40% of the respondents are interested in knowing.
 43

TABLE 2.1.20/BRAND AMBASSADOR OF 99 ACRES SITE

S. No. Options (SCALE) No of Respondents % of Respondents

1 1 2 2
2 2 10 10
3 3 32 32
4 4 40 40
5 5 16 16
Total 100 100

CHART 2.1.20/BRAND AMBASSADOR OF 99 ACRES SITE

BRAND AMBASSADOR OF 99 ACRES SITE

40
40
35 32

30
25
20 16 % of Respondents
15 10
10
5 2

0
1 2 3 4 5

INFERENCE:
From the above table, it is inferred that 40% of the respondents prefer
the 4th scale and 32 % of the respondents prefer the 3rd scale.
 44

TABLE 2.1.21/ IDEA OF PERVIOUS ADVERTISEMENT ABOUT 99 ACRES

S. No. Options No of Respondents % of Respondents

1 Very good 10 10
2 Good 30 30
3 Average 40 40
4 Bad 20 20
5 Very bad 0 0
Total 100 100

CHART2.1.21/ IDEA OF PERVIOUS ADVERTISEMENT ABOUT 99 ACRES

IDEA OF PERVIOUS ADVERTISEMENT ABOUT 99 ACRES

40
40

35
30
30

25
20
20 % of Respondents

15
10
10

5
0
0
Very good Good Average Bad Very bad

INFERENCE:
From the above table, it is inferred that 40% of the respondents are having average idea
of previous advertisements and 30% of the respondents are accepting well.
 45

TABLE 2.2.22/ SUGGEST THE RIGHT TO PERSON TO PROMOTE

S. No. Options No of Respondents % of Respondents

1 Sportsperson 45 45
2 Film star 40 40
3 Model 15 15
Total 100 100

CHART 22/ SUGGEST THE RIGHT TO PERSON TO PROMOTE

SUGGEST THE RIGHT TO PERSON TO PROMOTE

45
45 40
40
35
30
25 % of Respondents
20 15
15
10
5
0
Sportsperson Film star Model

INFERENCE:
From the above table, it is inferred that 45% of the respondents are
suggesting sports person and 40% of the respondents are suggesting the film star to promote the
site.
 46

TABLE 2.1.23/ STRATEGY IS BEST SUITED FOR GETTING A LOT OF LEADS

S. No. Options No of Respondents % of Respondents

1 Tele calling 30 30
2 Physical Cold Calling 20 20
3 Internet research 40 40
4 Incoming leads 10 10
Total 100 100

CHART 2.1.23/ STRATEGY IS BEST SUITED FOR GETTING A LOT OF LEADS

STRATEGY IS BEST SUITED FOR GETTING A LOT OF LEADS

45
40
40
35
30
30
25
20
20 % of Respondents
15
10
10
5
0
Tel calling Physical Cold Internet research Incoming leads
Calling

INFERENCE:
From the above table, it is inferred that 40% of the respondents are done through
internet research and 30% of the respondents are done through telecalling.
 47

TABLE 2.1.24 /ARE COMFORTABLE WITH THE TELECALLING PERSON

S. No. Options No of Respondents % of Respondents

1 YES 66 66
2 NO 34 34
Total 100 100

CHART 2.1.24 /ARE COMFORTABLE WITH THE TELECALLING PERSON

ARE COMFORTABLE WITH THE TELECALLING PERSON

34

YES
NO

66

INFERENCE:
From the above table, it is inferred that 66% of the respondents are
comfortable with the telecalling enquiries,44% of the respondents are not comfortable.
 48

TABLES 2.1.25/DURING PHYSICAL COLD CALLING TIME ARE YOU

COMFORTABLE

S. No. Options No of Respondents % of Respondents

1 YES 72 72

2 NO 28 28

Total 100 100

CHART 2.1.25/DURING PHYSICAL COLD CALLING TIME ARE YOU

COMFORTABLE

DURING PHYSICAL COLD CALLING TIME ARE YOU COMFORTABLE

72
80
70
60
50
% of Respondents
40 28
30
20
10
0
YES NO

INFERENCE:
From the above table, it is inferred that 72% of the respondents are
comfortable during the physical cold calling and 28 % of the respondents are not comfortable.
 49

TABLE 2.1.26 /AWARE THAT YOUR DETAILS GIVEN IN MANY WEBSITES

S. No. Options No of Respondents % of Respondents

1 YES 25 25

2 NO 75 75

Total 100 100

CHART 2.1.26 /AWARE THAT YOUR DETAILS GIVEN IN MANY WEBSITES

AWARE THAT YOUR DETAILS GIVEN IN MANY WEBSITES

25

YES
NO

75

INFERENCE:
From the above table, it is inferred that 75% of the respondents are not aware about how
many websites given by them, 25% of the respondents are aware about it.
 50

2.2 ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which two variables are
linearly related to each other. Correlation measures the degree of association between two
variables.
Null hypothesis (Ho):
There is positive relationship between expectations from dealers and feeling of
salesperson while demonstrate the products.
Alternate hypothesis (H1):
There is negative relationship between expectations from dealers and feeling of
salesperson while demonstrate the products.

Descriptive Statistics

Mean Std. Deviation N

expectations from dealers 2.35 1.114 100
feeling of salesperson while 1.95 .925 100
demonstrate the products

Correlations
feeling of
salesperson
while
expectations demonstrate the
from dealers products
expectations from dealers Pearson Correlation 1 .851**
Sig. (2-tailed) .000
Sum of Squares and Cross- 122.750 86.750
products
Covariance 1.240 .876
 51

N 100 100
feeling of salesperson while Pearson Correlation .851** 1
demonstrate the products Sig. (2-tailed) .000
Sum of Squares and Cross- 86.750 84.750
products
Covariance .876 .856
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE:
Since r is positive, there is positive relationship between expectations from dealers and
feeling of salesperson while demonstrate the products.
.

2.3 CHI- SQUARE TEST I – (ψ2)

Chi-square is the sum of the squared difference between observed (o) and the expected
(e) data (or the deviation, d), divided by the expected data in all possible categories.
Null hypothesis (Ho):
There is no significant difference between gender and the features that influence
from the 99 acres.
Alternate hypothesis (H1):
There is a significant difference between gender and the features that influence
from the 99 acres.
Expected frequency = Row Total * Column Total
Grand Total
 52

Gender * features influence from 99acres Crosstabulation

features influence from 99acres
Response
product brand Servic from
price features value e buyers Total
Gend male Count 52 10 0 0 0 62
er % within Gender 83.9% 16.1% .0% .0% .0% 100.0
%
% within features 100.0 33.3% .0% .0% .0% 62.0%
influence from %
99acres
% of Total 52.0% 10.0% .0% .0% .0% 62.0%
femal Count 0 20 8 8 2 38
e % within Gender .0% 52.6% 21.1% 21.1% 5.3% 100.0
%
% within features .0% 66.7% 100.0% 100.0 100.0% 38.0%
influence from %
99acres
% of Total .0% 20.0% 8.0% 8.0% 2.0% 38.0%
Total Count 52 30 8 8 2 100
% within Gender 52.0% 30.0% 8.0% 8.0% 2.0% 100.0
%
% within features 100.0 100.0% 100.0% 100.0 100.0% 100.0
influence from % % %
99acres
% of Total 52.0% 30.0% 8.0% 8.0% 2.0% 100.0
%
 53

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 71.703a 4 .000
Likelihood Ratio 94.622 4 .000
Linear-by-Linear Association 58.799 1 .000
N of Valid Cases 100
a. 6 cells (60.0%) have expected count less than 5. The minimum expected count is .76.

Calculated value = 71.703

Tabulated value = 9.488
 54

Z = Z cal >Z tab

Hence, the alternate hypothesis [H1] is accepted
INFERENCE:
Since the calculated value is greater than the tabulated value, we reject the null
hypothesis and hence there is significant difference between gender and the features that
influence from the 99 acres.

2.4 ONE-WAY ANOVA CLASSIFICATION

Null hypothesis (Ho):

There is no significance difference between occupation and their targeted clients.

Alternate hypothesis (H1):

There is a significance difference between occupation and their targeted clients.

Descriptives
Occupation
95% Confidence Interval for Between-
Std. Std. Mean Component
Deviation Error Lower Bound Upper Bound Variance
Model Fixed Effects .503 .050 2.22 2.42
Random .659 .22 4.42 1.439
Effects
 55

ANOVA

occupation

Sum of Squares df Mean Square F Sig.

Between Groups 101.493 3 33.831 133.837 .000

Within Groups 24.267 96 .253

Total 125.760 99

Multiple Comparisons
Dependent Variable:occupation
95% Confidence
Mean Interval
(I) targeted (J) targeted Difference Std. Lower Upper
clients clients (I-J) Error Sig. Bound Bound
LSD Upper class Upper middle -.667* .184 .000 -1.03 -.30
class
middle class -1.200* .178 .000 -1.55 -.85
Lower middle -3.200* .195 .000 -3.59 -2.81
class
Upper middle Upper class .667* .184 .000 .30 1.03
class middle class -.533* .121 .000 -.77 -.29
Lower middle -2.533* .145 .000 -2.82 -2.25
class
middle class Upper class 1.200* .178 .000 .85 1.55
Upper middle .533* .121 .000 .29 .77
class
Lower middle -2.000* .138 .000 -2.27 -1.73
class
 56

Lower middle Upper class 3.200* .195 .000 2.81 3.59

class Upper middle 2.533* .145 .000 2.25 2.82
class
middle class 2.000* .138 .000 1.73 2.27
Dunnett Upper class Upper middle -.667* .088 .000 -.91 -.42
T3 class
middle class -1.200* .064 .000 -1.38 -1.02
Lower middle -3.200* .172 .000 -3.70 -2.70
class
Upper middle Upper class .667* .088 .000 .42 .91
class middle class -.533* .108 .000 -.83 -.24
Lower middle -2.533* .193 .000 -3.08 -1.99
class
middle class Upper class 1.200* .064 .000 1.02 1.38
Upper middle .533* .108 .000 .24 .83
class
Lower middle -2.000* .183 .000 -2.52 -1.48
class
Lower middle Upper class 3.200* .172 .000 2.70 3.70
class Upper middle 2.533* .193 .000 1.99 3.08
class
middle class 2.000* .183 .000 1.48 2.52
*. The mean difference is significant at the 0.05 level.
 57

INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we
reject the null hypothesis and conclude that there is significance difference between occupation
and their targeted clients
 58

CHAPTER III
 59

FINDINGS SUGGESTIONS AND CONCLUSION

3.1 FINDINGS
62% of the respondents are male and 38% of the respondents are female.
 Correlation
Clients feel that 99acres’s sales person match the expectations of them while
demonstrating.
 Chi square
Male attracts towards the price factors(male 84%).
Female attracts towards product features(female 53%)
Hence there is a significance difference between gender and feature that
influence on 99acres.
 One way Anova
Most of the 99acres clients prefer Lower middle class as their targeted clients
 Percentage Analysis
About 60% respondant believe that reasonable price provided by 99acres makes
them prefer 99acres as their brand followed by service(30%) provided by them.
These two price and service are the key factors which differenciates them from
their competitors.
Clients(56%) prefer Home page banners for their Advertisement followed by
NRI banners(20%)
3.2 SUGGESTIONS
 The management of 99acres.com can improve the sales by giving more trial packages for
the new customers.
 Have to improve the customized products and the website popularity.
 Different special packages like Platinum, Diamond and Gold listing can be created to
give more priority for the high paying customers. Posting of Platinum customers can be
at the top of the listing with special logo and color.
 Company can promote the sales through a brand ambassador from either film industry or
sports.
 Sales after service and advertisement didn’t reach well to the customers so they have to
improve in this field also.
 60

3.3 CONCLUSION
By this study, I focused on some strategies which are very important for a company
whose products are running in the market. By the research I found that the product line and the
product price are very crucial point of a company. Because customers always compare the
products of a company with their competitors on the basis of feasible price and products
available in the product line. The point which marketers always keep in mind is what to sell, to
whom to sell and pricing policy.
So at the end, I just want to share my views that while introducing the product in the
market or if marketers want to increase the sales of the present products, he always try to find the
demand projection in the market and find the competitors products line and competitors price
and do a proper analysis and then set the price. Therefore the clients are satisfied with the
products delivered by the 99 acres.
 61

ANNEXURE I
REFERENCES
[1] Philip R. Cateora, John Graham, Hardcover. International Marketing with PowerWeb
[2] Michael R. Czinkota, Illka A. Ronkainen, Hardcove International Marketing.
[3] Tim Andrews Building Brands in Asia: From the Inside Out (1st Edition)
[4] New Challenges to International Marketing, 2009.
[5] ICFAI Books.

WEBSITES :
 www.managementparadise.com
 www.99acres.com
 www.wikipedia.com
 www.google.com
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ANNEXURE II
QUESTIONNAIRE

This questionnaire is a part of a study for a Master of Business Administration at SRI KRISHNA
COLLEGE OF ENGINEERING AND TECHNOLOGY, affiliated to Anna University. The
objective of the research is to find the best sales strategy of 99acres.com
Personal Data

1. Name of the Person

2. Gender male

Male Female

3. Age below 25
Below 25 36 – 45 years old Above 55 years old
25 – 35 years old 46 – 55 years old

4. Nationality

5. Occupation Student

Government Official Private Limited Self Employed/Business

Student Others ( )
 63

1. Have you used 99acres.com

 Yes
 No

2. While subscribing into 99acres which feature influenced you?

 Price
 Product feature
 Brand value
 Service
 Response from buyers

3. What differentiates 99acres from our competitors?

 Reasonable price
 Service quality
 Customized products
 Website popularity

4. How do find our pricing on a scale of 1- 5 with 5 being the highest.

5. With respect to the competitors of 99acres.com, how would you rate ourselves on a scale of
1-5 with 5 being the highest.

6. Which products do you prefer to advertise for 99acres?

 Listings
 64

 Nri banners
 Home page banners
 City page banners
 Search page banners

7. How important do you feel that the following factors play a major role in demand generation
on a scale of 1-5
Factors Rating
Price of the product
Awareness of 99acres.com
Response from the buyers
Presentation of the products

8. Who are your target clients?

 Upper class
 Upper middle class
 Middle class
 Lower middle class
 Lower class

9. Which of the following type of media do you use for advertising your property?
 Television
 Radio
 Newspaper
 Online
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10. Which website do you prefer for advertising?

 Just dial
 Makaan
 99acres
 Magicbricks
 Sulekha
 Indiaproperties

11. What do you like about 99acres?

 Courtesy of sales executives
 Website popularity
 Presentation of listings and banners
 Easy accessible
 Pricing
 Response from buyers

12. How did you come to know about 99accres?

 Media
 Newspapers
 Online
 word of mouth

13. To which media do you get exposed on a regular basis?

 Television
 Radio
 Newspaper
 Online
 66

14. What kind of channels do you watch regularly?

 News
 Sports
 Movies
 Regional
 Entertainment

15. What kind of offers do you expect from dealers?

 Free trials
 Very good packages
 Extending product duration incase of less responses
 Good after service

16. How do you feel when an unknown salesperson approaches you by knowing your full details
to demonstrate our product?
 I will respond
 Lost my privacy
 Interested in knowing
 Refuse to assist
17. What is your opinion of a brand ambassador of 99acres.com on a scale of 1-5 with 5 being
the highest.

18. What is your idea of our previous advertisement of 99 acres?

 Very good
 Good
 Average
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 Bad
 Very bad
19. Who do you suggest is the right person to promote 99acres?
 Sportsperson
 Filmstar
 Model
20. Which strategy is best suited for getting a lot of leads?
 Telecalling
 Physical cold calling
 Internet research
 Incoming leads

21. During telecalling, are you comfortable when a person approaches you knowing your
complete details of yourself and your business?
 Yes
 No

22. During physical cold calling, are u comfortable when a person approaches you knowing your
complete details of yourself and your business?
 Yes
 No

23. Are you aware that your details are given in many websites
 Yes
 No