A PROJECT REPORT

on
CUSTOMER PERCEPTION WITH REFRENCE AT
SCHNEIDER ELECTRIC
Submitted in partial fulfillment of the requirement of the degree of
BACHELORS OF BUSINESS ADMINISTRATION
Affiliated from
H.N.B. Garhwal University, Srinagar
SUBMITTED BY:
ANKUSH CHAUHAN
MARKETING
2014--2017

INTERNAL GUIDE: EXTERNAL GUIDE

MRS.PARUL GOEL MR. RAHUL NEGI
SR.LECTURER
ITM , DEHRADUN

DEPARTMENT OF MANAGEMENT
INSTITUTE OF TECHNOLOGY & MANAGEMENT
DEHRADUN
 ACKNOWLEDGEMENT

At the very outset, I would like to acknowledge with immense gratitude the support and
guidance of some people without whom the project could not have been completed. Also
thanks to them, I learnt a lot more additional things than that just restricted to my project.

First of all I would like to thank my project guide MR .RAHUL NEGI ( ASST. Manager)
for his support and patience with me despite him being hard pressed for time.

Also I would like to thank the faculty guide of my college Mrs PARUL GOEL who guided
me in my project.

I would also like to thank to my HOD MRS Debulina hazarika, Mrs parul goel

Last but not the least I would like to thank my parents who have always showed their full
faith in me, and are the biggest source of my encouragement and guidance.

ANKUSH CHAUHAN
BBA-VI semester
MARKETING Group
2014-17
 CANDIDATES DECLARATION

I hereby declare that the work for the project Report entitled CONSUMER
SATISFACTION AT SCHNEIDER ELECTRIC. is completely done by me, based on my
own work conducted in for the partial fulfillment of my Bachelors of Business
Administration.

Admittedly I have received suggestions and guidance from my guides.

Date-

ANKUSH CHAUHAN

BBA SIXTH SEM

( 2014-2017)
 CONTENTS

Title
Training Certificate
Acknowledgement
Candidates Declaration
Preface

Chapter No. Description

Chapter 1 1.1 introduction about electrical industry in india
1.2 Introduction about Schneider Electric
Chapter 2 INTRODUCTION about CONSUMER SATISFACTION

2.1 An Introduction
2.2 Products & services
2.3 COMPETITORS OF SCHNEIDER ELECTRIC
Chapter 4 Research Methodology
4.1 Research
4.2 objective of the study
4.3 Source of Data Collection
4.3 Data Analysis & Interpretation
4.4 Findings
4.5 Limitations
4.6 Conclusion
Chapter 5 5.1 Recommendations And Suggestions
Chapter 6 6.1 Bibliography
Chapter7 7.1 Annexure
 COMPANY PROFIE

Schneider Electric SE is a French multinational corporation that specializes in energy

management and automation solutions, spanning hardware, software, and services. Native
of France, the company is headquartered in Rueil-Malmaison and is also based at the World
Trade Center of Grenoble with offices throughout the world. A Fortune Global 500 company,
Schneider Electric is publicly traded on the Euronext Exchange and is a component of
the Euro Stoxx 50 stock market index.[2] In FY2015 the company posted revenues of 26.6
billion.[3]

Schneider Electric is the parent company of Square D, Pelco, APC and others. As of 2016,
the company has 20,000 patents either active or in application worldwide; the company has
over 160,000 employees in approximately 100 countries worldwide.

Head office

Schneider Electric head office in Rueil-Malmaison, France

Schneider Electric has had its head office in the Trianon site in Rueil-Malmaison, France
since 2000.[4][5] The current headquarters, also located in Rueil Malmaison and known as the
Hive, previously housed Schneider subsidiary Tlmcanique, while the parent company
occupied a site in Boulogne-Billancourt.

History

The roots of this company are in the iron, steel, and armaments factories of Schneider-
Creusot and other industrial concerns. In 2014 Schneider Electric advertised a cooperation
with German power supplier RWE. From its 19th century beginnings in steel through its 20th
and 21st century moves in electricity and energy management, Schneider Electric has grown
into a global leader in energy management and automation through ongoing innovation and
acquisition.
1836-1980: A Family Business Becomes a Major Player

1836: Brothers Adolphe and Joseph-Eugene Schneider take over an abandoned foundry in Le
Creusot, France and, two years later, create Schneider & Cie, focusing primarily on the steel
industry. Schneider & Cie grows rapidly, specializing in the production of heavy machinery
and transportation equipment, and eventually becomes the Schneider Group, a diversified
conglomerate.

1975: The Schneider Group acquires an interest in Merlin Gerin, one of the top manufacturers
of electrical distribution equipment in France.

1981-2001: The Schneider Group Re-focuses on the Electricity Sector

1981-1997: Schneider Group re-focuses on the electrical industry by divesting its

nonstrategic assets and undertakes a series of strategic acquisitions: Tlmcanique in 1988,
Square D in 1991 and Merlin Gerin in 1992.

1999: Schneider Group acquires Lexel, one of Europe's largest suppliers of installation
systems and control solutions. In May 1999, the Schneider Group is renamed Schneider
Electric to clearly identify its expertise in, and focus on, the electrical field.

Since 2002: A Strategic Transformation

At the turn of the 2000s, Schneider Electric adopts a three-pronged strategy to drive growth,
diversify risk and promote longevity:

Ensure a more balanced exposure to its strategic end markets;

Enhance its legacy portfolio (electricity distribution, automation, and industrial

control) with adjacent and synergistic businesses; and

Anticipate the future energy requirements of companies and individuals.

This strategy led Schneider Electric to conduct a number of strategic acquisitions both in
mature countries and in new economies, targeting companies offering complementary
products and solutions.
Innovation At Every Level

Schneider Electric has a rich legacy of innovating safe, reliable and connected solutions that
support operational efficiency and distributed energy generation. For over 100 years, the
company has innovated in power distribution. Today, Schneider Electric is in the process of
redefining power distribution with a new portfolio of smart, connected products. The
company is harnessing the power and possibilities of the IoT revolution, "from the shop floor
to the top floor," and innovating at every level of the enterprise:

Connected Products: Schneider Electric innovates at the core. The company

integrates smart, connected technology into all its devicesdrives, UPS, energy storage,
circuit breakers, LV panels, MV switchgear, and remote terminal unitsso they are
capable of digitally transmitting data.
 Edge Control: Schneider Electric overlays connected products with a level of
powerful technologyhardware and softwareto make critical real-time automation and
control decisions at the local, operational level. This enables control and automation at
the edge of the Internet of Things network for mission-critical applications that need real-
time and local control.

Apps, Analytics & Services: Schneider Electric's enterprise-level software,

applications and analytics take all the data aggregated from the lower levels described
above and turn it into operational intelligence, either on-premise or in the cloud. Deeper
analyses enable longer-term business decision-making, identify efficiency opportunities,
and augment lifecycle services: building analytics to prevent downtime and optimize
energy spend, remote troubleshooting and benchmarking in datacenters, and improving
reliability and zero event operations in industries.

Schneider Electric solutions provide cyber-secure cloud connectivity, so that information is

available to the right people, wherever they need it, whenever they need it, 24x7. At the same
time, the company caters to on-premise solutions for mission-critical and data-sensitive
scenarios. See, e.g., the Frost & Sullivan report on Schneider Electric's multi-layered
"defense in depth" cybersecurity approach, Cybersecurity for Industrial Automation &
Control Environments.

Connectivity

Building on its accomplishments in energy management and automation within these

industries and leveraging its expertise in "connected" devices, Schneider Electric is a leader
in the emerging area of the "Internet of Things" (IoT) and Industrial Internet. Through IoT-
enabled solutions and services, Schneider Electric is turning operational data gathered from
heretofore "dumb" machines and devicesfrom lights and thermostats to mechanical drives
and controlsinto information that can improve safety, reliability, efficiency and
sustainability for a variety of users.

EcoStruxure architecture is the company's active energy management solution. This

architecture is designed to enable customers to better control, supervise, and manage total
enterprise performance.

Many of the company's gains and advances in efficiencies are driven by the convergence of
Operational Technology (OT) and Information Technology (IT). Schneider Electric brings
together energy, automation, and software and analytics to make the energy and automation
value chain more intelligent, more predictable, more efficient, more reliable, and safer.

These emerging IoT-based capabilities are also driving improvements across an array of
strategic initiatives, including the smart home, smart city, smart manufacturing and smart
grid, in which Schneider Electric is active.

Operations
Business organization and markets

To drive efficiency and sustainability for its customers, Schneider Electric structures its
business into four areas:
 Buildings & Partner: #1 worldwide in low voltage and building automation

Industry: #1 worldwide in process safety systems

Infrastructure: #1 worldwide in medium voltage and grid automation

IT: #1 worldwide in critical power and cooling

Answering the world's energy and automation needs, Schneider Electric primarily targets the
following four energy-intensive end markets:

Building (45%)

Industry (21%)

Infrastructure (20%)

Datacenter & Networks (14%)

Within these core markets, the company has established a deep presence and expertise in the
following industries:

Buildings: Over 1 million building use Schneider Electric technology, including

approximately 40% of all hospitals and 3 of the top 5 hotel chains.

Oil and Gas: 20 of the top oil and gas companies in the world use Schneider Electric
technology.

Mining: 9 of the 10 largest mining, metals and minerals companies work with
Schneider Electric.

Food & Beverage: 11 of the top brands in Food & Beverage are Schneider Electric
customers.

Machine Builders: 8 of the top 10 packaging machine builders are Schneider Electric
customers.

Water & Wastewater: Over 100 water and wastewater plants run on Schneider
Electric technology.

Electric Utilities: 10 of the world's top electric utilities rely on Schneider Electric.

Datacenters: 3 of the top 4 hyper-scale cloud providers run on Schneider Electric

solutions.
Environmental performance

Since 2005, the company has authored an annual Planet & Society Barometer, whereby it
publicly reports its sustainability metrics in a methodical and transparent way. This scorecard
highlights three-year commitments to specific objectives that advance planet, profit, and
people.

The company incorporates six pillars into its philosophy and strategic approach to
sustainability and environmental responsibility:

Deploying low-CO2 and resources strategies

Building an increasingly green supply chain

Leveraging waste as worth

Promoting green attributes and value-adds

Implementing a circular economy

Strengthening its environmental governance

Corporate responsibility

Schneider Electric leads by example. The company has won dozens of awards for its
corporate citizenship and is routinely lauded for its high ethical standards, commitment to
sustainability, and fight for gender equality. For example, Schneider Electric recently won the
following awards:

Corporate Knights 2016, ranked 12th most sustainable company of the "Global 100
Most Sustainable Corporations in the World"

Ethisphere's 2016 "One of the World's Most Ethical Companies" for the sixth
consecutive year

United Nations Women and Global Compact 2015 "CEO Leadership Award" as a
Champion for Gender Equality

Ranked most sustainable company of the CAC 40 for the second consecutive year by
Enjeux Les Echos and Institut RSE
 INTRODUCTION TO THE STUDY
As Customer Satisfaction is the key principle in every organization. Today consumer is
looking out for value for money. The challenge before the marketers is to identify what value
would appeal and convince the customer. Marketers are trying to enhance the concepts of
value through unique delivery methods. Customer satisfaction is a continuous process which
does not begin or end with a purchase. It covers the entire ownership experience from
selecting a product, to purchase, through aftercare to repeat purchase. Customer satisfaction
or dissatisfaction is the feeling derived by the customer when he compares the products actual
performance with the performance that he expects of it. Customers form their expectations on
the basis of past buying experiences, advice of their reference group and the promises of the
marketers and their competitors.
When the product performance matches the expected performance, the customer experiences
satisfaction; when it falls short of the expectation, he experiences dissatisfaction. And when
the performance exceeds expectations, the customer is highly satisfied or delighted. It
becomes easier for a company to serve a delighted customer. As a delighted customer may
become loyal, bringing more business to the firm, he will be less likely to switch to a
competitors product; and so, he becomes brand loyal.
Customer satisfaction can be measured using different techniques like questionnaires and
direct interviews. A customer feedback program should be viewed as an operating tool rather
than as market research.
Customer satisfaction means giving the customers what they really want, when they want it
and the way they want it. It involves understanding customer expectations and meeting them
fully.
It can be defined as an outcome of purchase and use resulting from the buyers comparison
of rewards and the costs of the purchase in relation to the anticipated consequences.
Customer is an individual or an organization. Their requirements are very similar.
Conformance of services to their requirements and its performance in actual stage
Competitive prices
Service

What is customer satisfaction?

Customer satisfaction refers to how satisfied customers are with the products or services they
receive from a particular agency. The level of satisfaction is determined not only by the
quality and type of customer experience but also by the customers expectations.
A customer may be defined as someone who

has a direct relationship with, or is directly affected by your agency and

Receives or relies on one or more of your agencys services or products.

Customers in human services are commonly referred to as service users, consumers or

clients. They can be individuals or groups. An organization with a strong customer service
culture places the customer at the centre of service design, planning and service delivery.
Customer centric organizations will:

Determine the customers expectations when they plan listen to the customer as they
design.
Focus on the delivery of customer service activities value customer feedback when
they measure performance.

Why is it important?
There are a number of reasons why customer satisfaction is important in Banking Sector:
Meeting the needs of the customer is the underlying rationale for the existence
of community service organizations. Customers have a right to quality
services that deliver outcomes.
Organizations that strive beyond minimum standards and exceed the
expectations of their customers are likely to be leaders in their sector.
 Customers are recognized as key partners in shaping service development and
assessing quality of service delivery.
The process for measuring customer satisfaction and obtaining feedback on organizational
performance are valuable tools for quality and continuous service improvement.

CUSTOMER RELATIONSHIP MANAGEMENT

Customer relationship management (CRM) is a broad term that covers concepts used by
organizations to manage their relationships with customers, including collecting; storing and
analyzing Aspects of CRM there are four aspects of CRM, each of which can be implemented
in isolation:

Active CRM: A centralized database for storing data, which can be used to automate
business processes and common tasks.
Operational CRM: The automation or support of customer processes involving sales
or service representatives.
Collaborative CRM: Direct communication with customers not involving sales or
service representatives (self service).
Analytical CRM: The analysis of customer data for a broad range of purposes.

Operational CRM:
Operational CRM provides support to front office business processes, including
sales, marketing and service. Each interaction with a customer is generally added to a
customers contact history, and staff can retrieve information on customers from the database
as necessary. Focus on customers value is key to a successful CRM strategy. Different
customers have to be treated differently. Variables like customers ranking, actual value and
potential value are strategy drivers.

Collaborative CRM:
Collaborative CRM covers the direct interaction with customers. This can include a
variety of channels, such as internet, email, or automated phone answering system. It can
generally be equated with self service. The objectives of Collaborative CRM can be broad,
including cost reduction and service improvements. Driven by authors from the
HarvardBusinessSchool collaborative CRM seems to be the new paradigm to succeed the
leading efficient Consumer Response and Category management concept in the industry/trade
relationship. Many organizations are searching for new ways to use customer intimacy to
gain and retain a competitive advantage. Collaborative CRM provides a comprehensive view
of the customer, with various department pooling customer data from different sales and
communication channels.

Analytical CRM
Analytical CRM analyzes customer data for a variety of purposes, including : design
and execution of targeted marketing campaigns to optimize marketing effectiveness design
and execution of specific customer campaigns, including customer acquisition, cross-selling,
up-selling, retention analysis of customer behavior to aid product and service decision
making ( eg pricing, new product development, etc) management decisions, e.g. financial
forecasting and customer profitability analysis risk assessment and fraud detular for credit
card transactions.

Strategy
Several commercial CRM software packages are available which vary in their approach to
CRM. However, CRM is not just a technology, but rather a holistic approach to an
organizations philosophy in dealing with its customers. This includes policies and processes,
front-of house customer service, employee training, marketing , systems and information
management . CRM therefore also needs to consider broader organizational requirements. A
companys CRM strategy is dependent on both the companys situation and the needs and
expectations of its customers.

Technology considerations
The technology requirements of a CRM strategy are very complex and far reaching.
The basic building blocks include: A database to store customer information. This can be a
CRM specific database or an enterprise data warehouse. Operational CRM requires customer
agent support software. Collaborative CRM requires customer interaction systems, eg an
interactive website, automated phone systems etc. Analytical CRM requires statistical
analysis softwarE, as well as software that manages any specific marketing campaigns.
Support CRM systems require interactive chat software to provide live help and support to
web site.

Successes:-
While there are numerous reports of failed implementations of various types of
CRM projects, these are often the result of unrealistic high expectations and exaggerated
claims by CRM vendors.

Privacy and data security:-

`The data gathered as part of CRM must consider customer privacy and data security.
Customers want the assurance that their data is not shared with 3rd parties without their
consent and not accessed illegally by 3 rd parties. Customers also want their data used by
companies to provide a benefit for them. For instance, an increase in unsolicited
telemarketing calls is generally resented by customers while a small number of relevant offers
is generally appreciated. Those are fine, elementary goals to obtain. But its not enough.
Companies need to reduce the complexities within the organization in both processes and
communication channels so that the benefits of CRM can be measurable and more concrete.
It incorporates applications in marketing, sales, and service to give the individuals who
interact with the customer the ability to access valuable customer information. CRM can also
consolidate that customer view across multiple channels including the Web, call centers, field
service, sales reps, and partners so that they can better market, sell, and service their
customers.

The Goal
The primary CRM focus areas support the requirement of the customer-facing
processes of a business: Marketing Automation applications give marketers the ability to
create, plan and execute their campaigns to a targeted audience. By using CRM, marketers
can also access the necessary business intelligence to better understand which campaigns are
working and which customers to target with a specific offer. This type of information reduces
wasted time and money on sending out the wrong promotion to the wrong customer. Sales
force Automation or SFA helps sales people track leads and opportunities for forecasting and
to optimize their sales across all sales channels. SFA also helps reps target whom to call on,
what to sell, and to understand how their customers prefer to buy their goods or services.
Customer service applications enables reps to resolve service issues throughout multiple
channels, whether it be through the web, a call center, fax or field service rep.
Customer Service application and InteractionCenter applications enable customers to
solve their own problems on a self-service model for efficient problem resolution. CRM
provides employees with the business intelligence and processes necessary to better
understand customers needs and effectively build relationship between its customer base and
its partners. CRM also links its customers, employees and suppliers over the Web, the phone,
fax, in person and through partners. Companies can then improve relationships with
customers, add value, reduce costs and improve efficiencies in their business processes.
 ROLE OF CUSTOMER SATISFACTION
Information:

The primary intention for customer satisfaction is to collect information regarding either
what customers report needs to be changed ( in a product , service , or delivery system ) or to
assess how well an organization is currently delivering on its understanding of these needs.
This is an informational role. As such, marketing research and psychological measurement
have much relevance.

Communication:

The very act of surveying customers conveys a very positive message; the organization
is interested in its customers well-being, needs, pleasures, and displeasures. While this is
admittedly a marketing message , there is nothing wrong in allowing a survey to serve both
the informational and communication roles.

Thus the image of the organization in the customers mind regarding its offerings
becomes the reality related to its products and services offered.

INFORMATION COMMUNICATION
 HOW TO ACHIEVE CUSTOMER SATISFACTION

IMAGE

CAN CUSTOMER SATISFACTION BE ACHIEVED 100%?

It is not possible to achieve 100% customer satisfaction ever. Reason being simple that every
time the organization tries to meet the customers expectation, the level of expectation
increases next time thus there is always some gap between the two. The organization can at
least try to always keep on meeting or staying close to customer expectations so that the gap
between the service expected and actually delivered doesnt increases leading to
dissatisfaction.
Its the responsibility of the management to take the initiative and measure the customer
satisfaction but it is the responsibility of the whole organization to manage and improve.

A nave
view
of

business might suggest that profit is the appropriate goal of an organization, which is a very
shortsighted view. From a practical viewpoint, the primary goal of an organization has to be
customer retention. Only with a steady base of customers can an organization hope to make a
profit. And only by first satisfying customers can a business ever hope to retain its current
customers.

COMPLAINTS AND CUSTOMER SATISFACTION

Frequently businesses operate on the principle that if things go wrong, they will hear
about it from their customers. Countless investigations document the fallacy of relying on
customer complaints. In the first place, 50% of customers who experience a problem never
complain to anyone! Of the remaining half, most (45%) complain only to frontline personnel
who either fail to escalate the problem up to management and/or mishandle solving the
problem. Only 5% (one unhappy customer in 20) of all customers who have a problem
actually voice it to management. So, complaints are an inefficient method with which to
monitor customer satisfaction.

INEFFICIENT METHOD OF CUSTOMER SATISFACTION

CUSTOMERS COMPLAINING TO ORGANIZATION

EFFICIENT METHOD OF CUSTOMER SATISFACTION

Thus the organization should take the initiative to reach out

to its customers for the valuable feedback related to its
products and services offered. The feedback given should be
analyzed thoroughly to measure customer satisfaction; this
process should be repeated after a pre decided gap of time
frame not only to measure but also to improve customer
satisfaction in long run.

ATTRACTING AND RETAINING CUSTOMER

Attracting Customers
Companiescontinually search for new customers in order to make profits and increase their
sales volume. This process consumes time and scarce resources. Skills in lead generation,
lead qualification and account conversion are the tools in acquiring customers. Generating a
lead requires a company to indulge in.
Developing advertisements either in-house or through ad-agencies and releasing them
in the appropriate media.
Mailing or making a personal phone call to prospective customers.
Participating in trade shows, fairs and organizing events.

In the next step, the company contacts its prospective customers through personal interaction,
checks out their financial condition, etc., and identifies the customers as either hot, warm or
cold prospects. The sales personnel contact the hot and warm prospects (usually) and try to
convert them into accounts by making presentations to them, answering queries and
negotiating the deal.
Cost of Losing a Customer
Attracting customers is of no use unless you know the art of keeping them. Customers can be
retained only if the products meet their expectations. If they are satisfied with the
performance of the products, they may talk about them to others. On the other hand, if they
are dissatisfied, they may stop using the products and talk negatively to others about them. As
word-of- mouth is the strongest medium for communicating with potential customers, it
might cost a company heavily if there is negative talk about the company or its product. As a
result, the company can suffer from customer attrition. Therefore, it must pay close attention
to the defection rate i.e. the rate at which they lose customers.
To reduce the customer defection rate, a company must
a. Define and measure the retention rate.
b. Identify the causes for attrition.
c. Estimate the amount of profit lost by losing the customer. In case of an individual
customer, it is the life time value of the customer, i.e. the present value of the profit
stream the customer would have generated had he not defected prematurely.
d. Figure out the cost of retaining a customer. If the future profit is more than the cost of
retention, the company should make efforts to retain the customer.
e. Listen to the customer as it helps in retaining and overcoming attrition problems.

Need for Retention

There are some interesting facts on the basis of past researchers about acquiring a customer
and retaining him.
i. Acquiring a new customer cost five times more than satisfying an existing customer.
ii. On an average, companies lose, 10% of customers every year.
iii. The customer profit rate increases over the lifetime of retained customers.
iv. A 5% reduction in customer attrition may increase the profit rate by 25-85%
A firm accrues several benefits by retaining him.
Increased revenue: If a customer stays with a company for longer time, the chances
of his spending more significantly increases because his income might also increase
in the period. This will result in an increase in revenue and is particularly true in
cases where the customers family size increases, leading to an automatic increases in
the demand for various products.
 Decrease in cost of selling: As mentioned earlier, it costs five times more to get a
new customer than to retain an existing one. A loyal set of customers keeps the
selling cost down and is likely to be more profitable in the future. A retained
customer is also less sensitive to price changes and is not easily driven away by ads
or competitors products.
Advertising: Customers usually influence other members of their references group
who rely on them for references and opinions. Old customers talk favorably about the
company and its products. So, a retained customer acts as a billboard for the firm by
virtue of word-of-mouth advertising for the firm.
Cross selling possibilities: A regular customer can be potential customer for the
firms other product in the near future. For example, a customer with a savings
account with ICICI Bank at the beginning of his career can be potential customer for
loan products, credit cards, mutual funds, etc.

Therefore, companies must develop the habit of understanding their customer needs and
wants and measure their satisfaction levels regularly through various means such as calling
up the recent buyers and inquiring about the products performance. They should not ignore
customer grievances because loyal customers account for a substantial share of a customers
profit. Similarly, customer suggestions should not be ignored because they use the product
and are in a better position to comment on the performance of the product. 3M is one
company which keeps its ears open to all suggestions made by customers. Customer
satisfaction also helps the company overcome the switching attitude of customers and makes
it harder the competitors to wean away customers.
Structural Ties
In order to attract new customers and retain old ones, companies indulge in supplying special
equipment or computer linkages that help the customers manage their tasks such as inventory,
payroll, order entry process, etc., better.
The ultimate goal of any organization should be to position itself as a better product and
service offering organization through continuous measurement and management of customer
satisfaction.
Best can be always made better.
 RESEARCH METHODOLOGY

Research is a careful investigation or inquiry especially through search for new facts in
branch of knowledge: market research specifies the information. Required to address these
issues: designs the method for collecting information: manage and implements the data
collection process analyses the results and communicates the finding and their implications.

Research problem is the one which requires a researcher to find out the best solution for the
given problem that is to find out the course of action, the objectives can be obtained
optimally in the context of a given environment.

RESEARCH DESIGN

A framework or blueprint for conducting the research project, it specifies the details of the
procedures necessary for obtaining the information needed to structure and/or solve research
problems. A good research design lays the foundation for conducting the project. A good
research design will ensure that the research project is conducted effectively and efficiently.
Typically, a research design involves the following components, or tasks:

Define the information needed.

Design the research.

Specify the measurement and scaling procedures.

Construct and present a questionnaire or an appropriate form for data collection.

Specify the sampling process and sampling size.

Develop a plan of data analysis.

Data Collection: - The objectives of the project are such that both primary and secondary
data is required to achieve them. So both primary and secondary data was used for the
project. The mode of collecting primary data is questionnaire mode and sources of secondary
data are various magazines, books, newspapers, & websites etc.

1. Primary Data: The primary data was collected to measure the sales promotion and their
perception regarding Schneider Electrics. The primary data was collected by means of
questionnaire and analysis was done on the basis of response received from the customers.
The questionnaire has been designed in such a manner that the sales promotion level can be
measured and consumer can enter his responses easily.

2. Secondary Data: The purpose of collecting secondary data was to achieve the objective of
studying the recent trends and developments taking place in electrical.

Sample size 100 customers were selected.

Sampling Unit Delhi

Sampling Technique Convenient Sampling.

Analysis and Interpretation

 OBJECTIVES

To know the customer satisfaction level and their perception regarding Schneider
Electrics.

To know the customer awareness regarding the Schneider Electrics products.

To know the level of interest of customer regarding the different schemes of

Schneider Electrics.

To know the preference of customer regarding the extra product & services.

To know the problems of customer regarding Schneider Electrics.

DATA ANALYSIS

1. For how long you are part of Schneider?

Response %age of Respondents

Less than 6 Months 01%
Less than 1 Year 15%
Less than 2 Years 30%
More than 2 Years 54%
Total 100%

ACCOUNT PERIOD INFORMATION

No. of Respondents %age of Respondents

Total 100 100%

More than 2 Years 54 54%

Less than 2 Years 30 30%

Less than 1 Year 15 15%

Less than 6 Months 1 1%

Interpretation:

From the above graph it is clear that majority of the respondents are part of Schneider from
last two years i.e. 54%; 30% of the respondents are part of Schneider from the last year; 1%
respondents from 6 months and remaining 15% respondents are part of Schneider for less
than a year
2. What are reasons that attract you to be a customer of the schneider?

Response %age of Respondents

Image 25%
Extra Services 25%
Services 45%
All of above 5%

PRODUCT ATTRACTION
No. of Respondents %age of Respondents
50

40

30

20

10

0
Image Extra Services Services All of above

Interpretation:

From the above graph it is clear that majority of the respondents i.e. 45% are become part of
Schneider Bank because of its services; 25% because of its image; 25% because of its extra
services and rest because of all the three factors.

3. Are you aware of the different services offered by Schneider?

 Response %age of Respondents
Yes 91%
No 9%
Total 100%

No. of Respondents %age of Respondents

100 100%
Total

9 9%
No

91 91%
Yes

Interpretation:

From the above graph it is clear that majority of the respondents are aware of products and
services offered by Schneider i.e. 91% and 9% respondents are not aware of product offered
by Schneider.

4. Do you know about other products of the Schneider?

Partic Respon
ular dents
 Yes 92
No 8

Customers look for various schemes

100

80

60

40

20

0
Yes No
Respondents 92 8

Interpretation:

This gives a really helpful data for checking the effect of sales promotions in the
market and how seriously consumers follow the promotions before they go for purchase
particular brand.
The above result shows that only 8 out 0f 100 didnt go for the promotion otherwise
all are looking for any type of the promotions on the product.

5. Which of these services are you using?

Response age of Respondents

 RACK 65
PDU 58
UPS 40
POWER CORDS 3
SOLAR 20
AUTOMATION 10
BUILDING MGT. 47
SYSTEM

PRODUCT USAGE

0% 10% 20% 30% 40% 50% 60% 70%

%age of Respondents

Interpretation:

From the above graph it is clear that majority of the respondents are using saving Rack.
65%.58% are using pdus, 40% UPS, 3% CORD, 20% credit Solar, 10% automation and 47%
are aware of BMS.

6. Which of these products are you further interested in?

Response %age of Respondents

RACK 20%
PDU 24%
 UPS 10%
POWER CORDS 0%
SOLAR 4%
AUTOMATION 19%
BUILDING MGT. 19%
SYSTEM

INTERESTED RESPONSE FOR A PARTICULAR PRODUCT

No. of Respondents %age of Respondents

Loans 19 19%

Mutual funds 19 19%

Credit cards 4 4%

Demat a/c0%
0

Current a/c 10 10%

Fixed deposits 24 24%

Saving a/c 20 20%

Interpretation:

From the above graph it is clear that majority of the respondents are interested inrack i.e.
24%, 20% are interested in PDU, 40% UPS, 23% PWR CRD, 19% in SOLAR,4% in
AUTOMATION and nobody is interested in BMS.

7. Which PRODUCT of the SCHNEIDER would you rate the best?

Response %age of Respondents

RACK 33%
PDU 40%
UPS 12%
POWER CORDS 0%
SOLAR 0%
AUTOMATION 10%
BUILDING MGT. SYSTEM 5%

PRODUCT
Loans

Mutual funds

Credit cards
%age of Respondents
Demat a/c

Current a/c

Fixed deposits

Saving a/c

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

Interpretation:

From the above graph it is clear that 25% of the respondent rate racks, the best product. 40%
said pdu are best. 10% said current ups.10% said about mutual pwr cord.5% said about
solar.10% said about automation and no one rate bms.

8. Do you know about the PRODUCT being provided by the schneider?

Response %age of Respondents

Yes 69%
No 41%
 Yes No

69% 41%
%age of Respondents

Interpretation:

From the above graph it is clear that 69% of the respondents are known about the innovative
product and the rest is unknown about it.

9. Which of the following Extra service of the schneider would you like to go in for?

Response %age of Respondents

RACK 5%
PDU 60%
UPS 10%
POWER CORDS 10%
SOLAR 5%
AUTOMATION 10%
 EXTRA product
All of these

Non of these

Bill payment

Net banking

ATM

Phone banking
0 10 20 30 40 50 60
No. of Respondents

Interpretation:

From the above graph it is clear that 5% of the respondents would like to go for rack, 60% for
pdu, 10% for UPS, 10% for pwr. cord, 5% dont want any innovative product and 10% want
all these services.

10. What is your perception about the product of the company?

Response %age of Respondents

Good 80%
Average 20%
Poor 00%
 PERCEPTION ABOUT SCHNEIDER

Average ; 20%

Good ; 80%

Interpretation:

From the above graph it is clear that 80% of the respondents found the product of Schneider
good, 20% found it average and nobody found it poor

11. Are you satisfied with the dealing of the Company officials?

Response %age of Respondents

Yes 90%
No 5%
To some extent 5%
 Yes No To some extent

5%
5%

90%

Interpretation:

From the above graph it is clear that 90% of the respondents are satisfied with the dealing of
the company officials, 5 % are not fully satisfied and 5% are dissatisfied.

12. Any problem you are facing regarding the schneider?

Response %age of Respondents

Timeliness 78%
Customer relationship 12%
Infrastructure 10%
Others 0%
 Others
0%

Infrastructure 10%

Customer relationship 12%

Timeliness 78%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

%age of Respondents

Interpretation:

From the above graph it is clear that 78% of the respondent facing the problem of timeliness,
12% customer relationship and 10% of infrastructure.

13. How likely are you to recommend SCHNEIDER PRODUCTS to a friend or

colleague?

Response %age of Respondents

Very unlikely 8%
Somewhat unlikely 30%
Neither likely nor unlikely 17%
Somewhat likely 35%
Very likely 10%
 Very likely

Somewhat likely

Neither likely nor unlikely %age of Respondents

No. of Respondents

Somewhat unlikely

Very unlikely

0 10 20 30 40

Interpretation:

From the above graph it is clear that 8% of the respondents are unlikely to recommend the
products of schneider to their friends and colleagues, 30% said somewhat unlikely, 17%
said neither likely nor unlikely, 35% said somewhat likely nor 10% said very likely.

14. How will you rate the schneider in maintaining good customer relationship?

Response %age of Respondents

Good 75%
Average 15%
Poor 10%
 No. of Respondents %age of Respondents

75% 15% 10%

75 15 10

Good Average Poor

Interpretation:

From the above graph it is clear that 75% of the respondents said Schneider is good in
maintaining customer relationship, 15% said it is average and rest 10said it is poor in the
maintenance.

15. What is your overall satisfaction rating with our company?

Response %age of Respondents

Very dissatisfied 2%
Somewhat dissatisfied 9%
Neither satisfied nor 21%
dissatisfied
Very satisfied 48%
Somewhat satisfied 20%
 50
45
40
35
30
25
20
15
10
5
0

No. of Respondents %age of Respondents

Interpretation:

From the above graph it is clear that 48% of the respondents are very satisfied with the bank,
20% are somewhat satisfied, 21% are neither satisfied nor dissatisfied, 9% are somewhat
dissatisfied and 2% are very much dissatisfied with the company.

FINDINGS OF THE STUDY

Majority of the customers are satisfied with Schneider.

 Majority of the customers are aware of services and extra product offered by
Schneider electric.

The majority of the customers found Product of the Schneider are good.

Majority of the respondents are found the company is good in maintaining the good
customer relationship.

Main factor that attract customers towards company is the product of the Schneider
Electrics.

Products that are most used by the customer are saving rack , pdu, pwr cord .

The majority of customers are more interested in Automation, BMS and Solar energy.

SUGGESTIONS
AND
RECOMMENDATIONS
 More stress should give on the advertisement and promotional activities.

The company should enhance their product according to the needs of the customer.

The company makes its procedures less time consuming for transportation.

The company should make effort to aware the customers about their all the extra
products.

LIMITATIONS OF THE STUDY

It is said, Nothing is perfect and if the quite is true, I am sure that there would be few
shortcoming in this project also. Sincere efforts have been made to eliminate discrepancies as
far as possible but few would have reminded due to limitations of the study. These are:
 The research was carried out in a short period.

Limited sample size.

The information given by the respondent might be biased some of them might not be
interested to given correct information.

Some of the respondents of the survey were unwilling to share information.

BIBLIOGRAPHY
http://www.schneider-electric.co.in/en/
https://en.wikipedia.org/wiki/Schneider_Electric
company product book
company book

QUESTIONNAIRE

Name ______________________ Age _______________________

Gender _____________________ Occupation _________________

Annually Income _____________ e-mail _____________________

Address _____________________________________________________

1. For how long you are part of Schneider electric?

Less than 6 Months ( )

Less than 1 Year ( )

Less than 2 Years ( )

More than 2 Years ( )

2. What are reasons that attract you to be a customer of the Schneider electrics ?

a its image ( )

b its service ( )
 c products ( )

d all of the above ( )

3. Are you aware of the different products offered by Schneider electrics?

Yes ( )

No ( )

4. Do you know about these products of the Electric industry?

a) IT Rack and accessories Yes/No

b) UPS Yes/No

c) Switches sockets and boxes Yes/No

 d) Building management system Yes/No

e) Busway and cable management Yes/No

f) Network connectivity Yes/No

g) Automation system Yes/No

h) Solar Yes/No

5. Which of these products are you using?

a) IT Rack and accessories Yes/No

b) UPS Yes/No

c) Switches sockets and boxes Yes/No

 d) Building management system Yes/No

e) Busway and cable management Yes/No

f) Netwok connectivity Yes/No

g) Automation system Yes/No

h) Solar Yes/No

6. Which of these products are you more interested in?

a) IT Rack and accessories Yes/No

b) UPS Yes/No

c) Switches sockets and boxes Yes/No

 d) Building management system Yes/No

e) Busway and cable management Yes/No

f) Netwok connectivity Yes/No

g) Automation system Yes/No

h) Solar Yes/No

7. Which services of the Schneider Electric would you rate the best?

a) IT Rack and accessories Yes/No

b) UPS Yes/No
 c) Switches sockets and boxes Yes/No

d) Building management system Yes/No

e) Busway and cable management Yes/No

f) Netwok connectivity Yes/No

g) Automation system Yes/No

h) Solar Yes/No

8. Do you know about the extra Product & Services being provided by the
company?

a) Yes ( )

b) No ( )
9. Which of the following extra Products of the Electrics would you like to go in
for?

a) Solar for residential ( )

b) substation Automation Systems ( )

c) Protection Relays by application ( )

d)Outdoor Equipment ( )

e) MV Circuit Breakers ( )

f) home control ( )

g) All of these ( )

10. What is your perception regarding the Products of the Schneider Electrics?

a) Good ( )

b) Average ( )

c) Poor ( )
 d) best ( )

11. Are you satisfied with the dealings of Schneider Officials?

a) Yes ( )

b) No ( )

c) To some extent ( )