A FINAL RESEARCH PROJECT On

“Human Resource Management “

A report submitted in partial fulfilment of the requirements of

BBA (2021-24)

Under the guidance of Submitted to :Prof. Zara Sharif

Scholer NO. 216127 BBA-2021-24

SUBMITTED FROM

Shrishti Tiwari
 TO WHOM SO EVER IT MAY CONCERN

This is to certify that “Mrs. Shrishti Tiwari” student of full time BBA

course (2O21-24) at SAM GLOBAL University with Human Resource

Management as major and Information Technology as minor has

completed satisfactorily final research project of “Human Resource

Management” under the guidance of the undersigned in partial

fulfilment of BBA-FULL TIME course.

 DECLARATION
I, Shrishti Tiwari, a student of Management, at SAM Global University,
hereby declare that the internship report entitled “Human Resource
Management” is an original work conducted and prepared by me under
the guidance of Mr. Saurabh Kumar Singh, Assistant Manager at
Technotask Business Solutions.

DATE: 21/05/2024

ACKNOWLEDGEMENT
 I would like to extend my heartfelt acknowledgement to all those who helped
me in the successful completion of my internship report for my BBA program.
Firstly, I am grateful to my supervisor for providing me with valuable guidance and
support throughout the internship period.

Table of Content
 Topic

1. Training and development

2. Performance Management

3. Compensation and benefits

4. Employee Relations

5. HR planning and forecasting

6. HR information systems

7. Career progression and planning.

8. Employer branding strategyies

9. Employee attrition

10. Employee welfare schemes

11. Employee motivation

12. Employee health and wellness

13. Adapting to remote work

PREFACE
During my internship with the company, I learned a lot about
Recruitement. I was able to put these skills in practice in Recruitement
projects. The work was challenging, and I learned Human Resource
Management about the work and gained more confidence in myself. This
training has helped us a lot in sharpening our knowledge and has also
made us aware about the happenings of the business world. This
learning experience has increased our competence which would help us
in the management of corporate sector.

The main objective of this study was the “Human Resource

Management”.

Training and Development

Training and Development in Human Resource Management is the process of acquiring

knowledge, skills, and attitude that helps improve employees’ job performance and
enables future career growth.

Training refers to acquiring specific knowledge and skills for a particular job or task. It is
usually a short-term activity concerned with improving an employee’s current job
performance. It includes formal training courses, on-the-job training, or coaching sessions.

Development is concerned with the long-term growth of an individual’s career. It usually

covers acquiring knowledge that goes beyond the requirements of their current job to
prepare the employees for their future job role or career advancement opportunities.
Development activities include job shadowing, mentoring, attending conferences, or
pursuing further education.

Employees can enhance their job performance, career growth, and job satisfaction through
training and development. In contrast, organizations can benefit from better employee
engagement, retention and higher productivity.

Performance Management

Performance management is a tool that helps managers monitor and

evaluate employees' work. The goal of performance management is to
create an environment where people can perform to the best of their
abilities and in alignment with the organization's overall goals.
Performance management is widely used in both the private and public
sectors.

KEY TAKEAWAYS

Performance management is intended to help people perform to the best

of their abilities in alignment with the organization's goals.
It views individuals in the context of the broader workplace system and
encourages their input in goal-setting.
Performance management focuses on accountability and transparency
and fosters a clear understanding of expectations.
Rather than just annual performance reviews, performance management
provides ongoing feedback to employees.

How Performance Management Works

A formal performance-management program helps managers and

employees see eye-to-eye about expectations, goals, and career progress,
including how an individual's work aligns with the company's overall
vision. It helps direct the funds allocated as a part of the company's
performance budget. Generally speaking, performance management
views individuals in the context of the broader workplace system. In
theory, companies seek the absolute performance standard, even though
that is considered to be unattainable.

Compensation and Benefits

Compensation and benefits refers to the monetary and non-monetary

rewards an employee receives from their employer in exchange for their
work. Together, they make up a total compensation package, which may
include salary, bonuses, insurance, retirement contributions, and various
other perks aimed at attracting, motivating, and retaining employees.

Overall compensation is the top factor that job seekers consider when
accepting a new job. At the same time, compensation, benefits, and
related taxes can account for up to 70% of business costs, highlighting
the importance of getting comp & ben right at your company.

While salary is important, two jobs that offer the same salary may have
vastly different total compensation, making one a better financial
proposition overall than the other. That’s why offering the right package
is crucial to attracting and retaining the right candidates for your
organization.
For example, perks like bonuses, stock options, 401k matches, pension
plans, paid time off, and even free lunches are all attractive to different
people and make up an essential part of the compensation and benefits
package.

Different countries place more focus on different types of benefits. For

example, in the United States, health insurance makes up a key
component of benefits. Who your employer is, determines your health
care options–even down to which doctors you can see and which
medications are covered.

On the other hand, in Europe, there is often a focus on more social

benefits, including parental leave, severance pay, and termination notice.
In countries like France and Finland, it is not uncommon for employers
to provide restaurant vouchers that cover part of the employee’s lunch.

Employee Relations

 When it comes to employee relations, an HR department has two

primary functions:

 HR helps prevent and resolve problems or disputes between

employees and management

 HR assists in creating and enforcing policies that are fair and

consistent for everyone in the workplace.

 Employee relations refers to an organization’s efforts to fulfill

these functions and create and maintain a positive relationship with
its employees.
By maintaining positive, constructive employee relations, organizations
hope to keep employees loyal and more engaged in their work.
Typically, an organization’s human resources department manages
employee relations efforts; however, some organizations may have a
dedicated employee relations manager.

5 Examples of Employee Relations

 Workplace Conflicts: Disagreements and disputes between

employees are common and typically result from ineffective
communication. HR departments and employee relations managers
can’t please everyone; however, if conflicts arise and
dissatisfaction increases, managers or leadership are responsible
for resolving them quickly.

 Workplace Bullying: If a simple conflict escalates into bullying,

immediate action must be taken. The consequences of letting
bullying occur on the job are low employee performance,
increased absenteeism, and bad brand reputation (not to mention
potential legal action). Bullying reports should be taken seriously,
and investigations may need to be initiated.

 Workplace Safety: If accidents happen in the workplace, an

employer may be held liable for injuries, medical leave, or lost
wages. Additionally, the company can suffer monetary losses from
lower production. Promoting and immediately addressing
workplace safety issues is a top employee relations concern.

Human Resource Planning (HRP)

Human resource planning (HRP) is the continuous process of systematic

planning to achieve optimum use of an organization's most valuable asset
—quality employees. Human resources planning ensures the best fit
between employees and jobs while avoiding manpower shortages or
surpluses.

There are four key steps to the HRP process. They include analyzing
present labor supply, forecasting labor demand, balancing projected labor
demand with supply, and supporting organizational goals. HRP is an
important investment for any business as it allows companies to remain
both productive and profitable.

KEY TAKEAWAYS

Human resource planning (HRP) is a strategy used by a company to

maintain a steady stream of skilled employees while avoiding employee
shortages or surpluses.
Having a good HRP strategy in place can mean productivity and
profitability for a company.
There are four general steps in the HRP process: identifying the current
supply of employees, determining the future of the workforce, balancing
between labor supply and demand, and developing plans that support the
company's goals.

HR forecasting

HR forecasting is the process of predicting how a company's staffing

needs change with time so that it can remain prepared to operate
successfully. Organizations use HR forecasting to decide to hire more
people, reduce their staffing or adjust how they divide responsibilities.
Since HR departments handle hiring, onboarding and training, they're
best qualified to execute this project. Companies might do HR
forecasting periodically or continuously if their business model involves
frequent turnover or supply and demand changes.

Why is HR forecasting important

HR forecasting is important because it ensures organizations can operate

responsibly, avoiding costs associated with lost productivity or over-
staffing. Businesses large and small experience personnel changes or
external events that dramatically affect their ability to meet clients'
needs, produce enough products or complete certain tasks. HR
forecasting limits the financial and operational consequences of these
occurrences and protects businesses' bottom lines.

Human resource information systems

(HRIS) are software designed to help businesses meet core HR needs and
improve the productivity of management and employees. HRIS is used to
manage human resources in a more structured way. Human resource
management needs timely and reliable information on the present and
potential workforce in order to acquire a competitive advantage in the
marketplace. HRIS and technological innovation have made it much easier
to meet this information demand. HRIS is also hardware, support
functions, policies, and systematic procedures that support the strategic
and operational processes of HR departments into automated processes.[1]
[2]
It involves databases and computer programs that are utilized in HRIS
implementation to store, manages, record, deliver, and manipulate data for
a variety of human resource operations.[3]
The purpose of HRIS is to process and provide timely and accurate
employee information. By doing so, HR professionals are free to perform
more high-value work. The time needed to work on these activities will be
more cost-effective and efficient and have a strong effect on the
effectiveness of the organization.[3] Previous studies found a variety of
benefits as a result of the implementation of HRIS for the organization.
HRIS has been predicted to positively affect time efficiency because by
implementing HRIS in the organization, employees can input more data
accurately and efficiently.[3] HRIS has developed with information
technologies as a human resource management (HRM) function.[2] With
the role of an HR professional transforming from a traditional
administrative to a more strategic role, HRIS helped maintain, manage,
and process detailed employee information and human-resources–related
policies and procedures

Career Progression

Career progression is both the feeling and reality of an employee progressing in their
career. This is often felt through the development of new skills, promotions, title
changes pay raises and other forms of "moving up" in any single organisation.

Fitting into the wider narrative of career progress, it is important for organisations to
think about how employees make their way through an organisation. And, most
importantly, how they learn, develop and harness new skills to help the business.

Career Progression Plannning

A career progression plan outlines the steps an individual can take to advance their
career within a specific organisation, while a career development plan is a broader
strategy that encompasses the individual's overall professional growth and
development.
 To provide your employees with thoughtful and strategic career and professional
development, you first need to build a great career progression framework.

Simply put, a career progression framework supports their long-term development in a

structured way. It acts as an occupational roadmap for the employee, with each new
title bringing them a step closer to their ideal position.

EMPLOYER BRANDING STRATEGIES:

1. Know your company's unique value proposition.

A powerful employer brand begins by focusing on your company’s mission

statement, values, vision, and culture. It can be helpful to identify what your business
needs are and work backward to understand the type of talent you need to fulfill those
objectives.

2. Conduct an employer brand audit.

You might not be fully aware of your company's reputation among job seekers, or
even your employees.

3. Write an employer value proposition.

Once you’ve researched, cultivated a list of business values, and learned about your
existing perceptions, you’ll want to create an employer value proposition.

4. Leverage current employees.

Job seekers that want to learn more about your employer brand want to hear from and
see real employees at your company.

5. Cultivate a strong onboarding process.

Onboarding is a new hire's first experience, and a negative impression can have big
consequences. In fact, people who have a negative onboarding experience are twice
as likely to seek a different opportunity.

6. Offer learning and development opportunities.

A large reason why people quit and leave their jobs is that they’re bored and need a new
challenge. Ultimately, this should be a relatively easy fix.
 7. Use videos, blog posts, photos, and slideshows to tell your company story.

When implementing a strategy to improve the market’s perception of your brand, ue

multiple channels. Share videos, photos, slideshows, blogs, and other forms of
messaging to ensure you reach a large group of audiences on the platforms they already
use.

8. Create a strong diversity and inclusion initiative.

A pillar of a strong employer brand is a continuous commitment to building diverse

and inclusive teams.

9. Be transparent, honest, and genuine.

One of the most important factors in developing an employer brand is honesty,

transparency, and being genuine.

What is employee attrition?

Employee attrition is defined as employees leaving their organizations for

unpredictable or uncontrollable reasons. Many terms make up attrition, the most
common being termination, resignation, planned or voluntary retirement, structural
change long-term illness, layoffs

Attrition Vs. Turnover: What’s the difference?

Attrition is when employees leave the workforce faster than the rate at which their
employers hire. Vacancies remain open longer, or the role is eliminated. Sometimes
attrition is outside the employer’s control because relevant skills are unavailable in
the talent market. Attrition is a long-term concept, focusing more on how many
people leave over extended periods. Solving it requires business and HR leaders to
use big-picture, strategic thinking and interventions.

Turnover, in contrast, is a short-term issue. Organizations can generally solve it by

quickly and actively hiring new people as temporary fixes to fill resource or skill
gaps.

What is Employee Welfare?

 Employee welfare, also known as staff welfare, refers to the services and benefits provided by
an employer for well-being of employees. It includes healthcare, paid time off, and amenities.
These services extend from physical to mental health among employees, helping create an efficient
and satisfied workforce. The main objective of employee welfare is to improve employee morale,
develop a better image of the company, develop efficiency, and create a satisfied workforce.

Staff welfare is one of the critical factors of employee retention. The higher the salary
for a position, the higher the costs to rehire and retrain a new employee. There is also a
correlation between employee welfare and higher productivity. For example, Google
discovered this correlation and provided numerous perks, taking a lead on its
competitors.

What are the key features of employee welfare?

Employee welfare covers anything that is done for the well-being, comfort, and
improvement of employees – whether in terms of social or intellectual. The
productivity of employees depends on the environment of the organization and the
welfare measures undertaken. Some key features of employee welfare are:

1. It is dynamic in nature and varies from region to region.

2. It is flexible as new welfare measures are added from time to time.

3. It may be introduced by the company, charitable organizations, government, and employees.

4. These measures improve the physical, intellectual, and moral wellness of employees.

5. It is a continuous process.

6. It includes anything that is done over and above the wages paid, for the betterment of employees.
What are the types of employee welfare?

Employee welfare can be divided into two:

1. Statutory

In case of statutory, the employee welfare services are introduced by the government. It
sets a minimum standard for safety and well-being for employees at the workplace, in
terms of first-aid, hours of work, hygiene, sanitation, etc.

2. Voluntary

Voluntary employee welfare refers to the amenities provided by the organization

besides the statutory obligations. These include transport, medical treatment, free
meals, schooling facility for children, sports, games, and many more.

What are the benefits of employee welfare?

Employee welfare services are beneficial to both employees and employers. For
employees, they become mentally and physically fit to perform their best at work.
They can share additional responsibilities and improve their standard of living. In fact,
they would be thriving in a healthy work environment. For employers, they can see an
improvement in efficiency and productivity of employees. There will also be a
development in the attachment and belongingness of employees to the organization.
This promotes healthy industrial relations, ultimately achieving industrial peace. It also
enhances goodwill, reputation, and culture of the organization.

What is employee motivation?

At the heart of employee performance lies motivation – the level of enthusiasm, energy,
commitment, and creativity that an employee brings to their role daily.

The origin of the word “motivation” comes from the Latin word “movere,” meaning “to
move.” Motivation is inherently linked to behavior, and to achieve desired goals and
results, this behavior must be harnessed and channeled effectively. Motivation is a
crucial driver of success in the workplace, and understanding how to cultivate and
maintain it is key to achieving optimal performance.
Types of employee motivation

Intrinsic motivation

Intrinsic motivation means that an individual is motivated from within. He/she has the
desire to perform well at the workplace because the results are in accordance with
his/her belief system.

An individual’s deep-rooted beliefs are usually the strongest motivational factor. Such
individuals show common qualities like acceptance, curiosity, honor, and desire to
achieve success.

Research has shown that praise increases intrinsic motivation, and so does
positive employee feedback. So if you are a manager, supervisor, or in a leadership
role, please be intentional with your feedback or praise. Make sure it is empowering
and that your employees understand your employee expectations.

Extrinsic motivation

Alternatively, extrinsic motivation means an individual’s motivation is stimulated by

external factors- rewards and recognition. Therefore, some people may never be
motivated internally, and only external motivation would work with them to get the
tasks done.

Moreover, research says extrinsic rewards can sometimes promote the willingness of a
person to learn a new skill set. Additionally, rewards like bonuses, perks, awards, etc.,
can motivate people or provide tangible feedback.

Employee health and wellness

Employee wellness is built on the premise that healthy employees have a positive
impact on the bottom line in many ways. 'Healthy employees' leads to 'Happy
employees' and often translates to 'Engaged and Productive' employees – which is good
for business.
Adapting to remote work

There was a time when remote work wasn't possible because the technology didn’t
exist.

When managers and employees wanted to communicate, they could speak face-to-face
or talk on the phone. Today, digital communications have advanced so quickly that
organizations are shifting away from the traditional office to a modern home office.
However, many companies are unsure about how to make this transition. Some
managers fear a lack of productivity, while others have not yet invested in
communications tools or even a company intranet for remote workers. With the right
education and resources, and a little help from Happeo, businesses can quickly and
efficiently adapt to remote working.
 Conclusion

As I look ahead to my future endeavors, I am excited to apply the

insights and skills gained during my internship to pursue further
academic studies in HR. I am confident that the hands-on
experience gained at Technotask Business Solution will serve as a
solid foundation for my future career in the field.
 Hypothesis
Hypothesis-1:

Ho: There is no difference between preferences for features of smart phones on

the basis of gender.

H1: There is a difference between preferences for features of smart phones on

the basis of gender.

Hypothesis-2:

Ho: There is no association between gender and consumer method of buying a

Smart phone.

H1: There is association between gender and consumer method of buying a

Smart phone.

Hypothesis 3:

Ho: There is no association between consumer method of buying and future

purchase options for buying smart phone.

H1: There is an association between consumer method of buying and future

purchase options for buying smart phone.

Research Methodology

Research Design:

It is the plan, structure of investigation conceived so as to obtain answer to

 research question. It is the specification of methods and procedures for
acquiring the information needed.

It is concerned with:
⮚ Overall operational pattern
⮚ Framework of the project
⮚ Stipulates what information is needed

The first step that undertakes in the report was the selection of research. The
research design, which was adopted for the study was descriptive in nature.

The two types of research are as follows:

⮚ Exploratory research: It is to generate new ideas.

⮚ Descriptive research: They are well structured. It can be complex, a high
degree of scientific skill on the part of the demanding a high degree of scientific
skill on the part of the researcher. It can be taken in certain circumstances.
When the researcher is interested in knowing the characteristics of certain
groups such as, gender, profession, a descriptive study may be necessary.

In this I did descriptive research also because I want to know the consumer
buying behaviour and preferences towards smart phone.
Primary Data
The descriptive nature of research necessitated collection of primary data from
smart phone users through survey. Personal Interview method will be used and
interview would be conducted through structure questionnaire.

Secondary Data

▪ RIM Marketing Presentation.

▪ websites
 RESEARCH INSTRUMENTS
I prepared a structured questionnaire to collect the data and it consisted of
Multiple-choice questions, direct questions and open-ended question.

SURVEY LIMITATIONS

▪ Time Constraint - Sampling was not a perfect representation, could have

been larger.

▪ Survey Length - Questions, would’ve liked more to capture more

critical data but there were concerns about the impact on
participation.

Research Instruments

I prepared a structured questionnaire to collect the data and it consisted of

Multiple-choice questions. The main function of the questionnaire was to know
the consumer behavior towards smart phone.

Sample Plan:

A part of a population or a subset from a set of units which is provided by some

process or other.

⮚ Sample Size: The sample size considered was 75 for consumers.

⮚ Method of Sampling: Convenience sampling.
DATA
INTERPRETATION AND
ANALYSIS

1). Motivation Factor For Buying a Smart phone:

Statistics Reasonforpurchase
 n

N Valid 75
e

Freque
Missing
0
Mean
1.8800 Valid Required for Work
Features
Status Symbol
Reasonforpurchase
40 Multitasking
Total

30

y
Reasonforpurchase
c

q
10
e

20

0
Required for Work Features Status Symbol Multitasking Reasonforpurchase

Interpretation:
48% of consumer said that the reason for purchase of a smart phone is its
features followed by its utility for work (36%).
2).Most Preferred Brand:
Statistics

Mostpreferredbrand
N Valid 75
Missing
0
Mean
2.3200

Mostpreferredbrand
 Frequency Percent Valid Percent Cumulative
Percent

Valid Apple 31 41.3 41.3 41.3

Blackberry
8 10.7 10.7 52.0
HTC
Samsung 17 22.7 22.7 74.7
Total
19 25.3 25.3 100.0

75 100.0 100.0

Mostprefferedbrand

40

30

q
10
e

20

0
Apple Blackberry HTC Samsung Mostprefferedbrand

Interpretation:
Apple (41.3%) is the most preferred brand by consumers followed by Samsung
(25.3%) and HTC (22.7%).
3). Features Preferred while purchase of a smart phone:
1).Touch Screen
Statistics

Touch Screen
N Valid 75
Missing
0
Mean
3.4533

Touch Screen
 Frequency Percent Valid Percent Cumulative
Percent

Valid Least Preferred 4 5.3 5.3 5.3

Somewhat Preferred
16 21.3 21.3 26.7
Neutral
Preferred 12 16.0 16.0 42.7
Most Preferred
Total 28 37.3 37.3 80.0

15 20.0 20.0 100.0

75 100.0 100.0

TouchScreen

30

20
y

10

0
Least Preferred
Interpretation:
Somewhat Neutral Preferred Most Preferred Preferred

TouchScreen

37.3 % of consumer said that touch screen is preferred as a feature while 21.3%
of consumer prefers it somewhat.
2).Wi Fi
Statistics

Wifi
N Valid 75
Missing
0
Mean
3.5867

Wifi
 Frequency Percent Valid Percent Cumulative
Percent

Valid Somewhat Preferred 17 22.7 22.7 22.7

Neutral
16 21.3 21.3 44.0
Preferred
Most Preferred 23 30.7 30.7 74.7
Total
19 25.3 25.3 100.0

75 100.0 100.0

Wifi

25

20

c
15
n

10 0
Somewhat Preferred Neutral Preferred Most Preferred Wifi

Interpretation:
30.7% of consumer preferred Wifi and 25.3% of consumer said it is most
preferred for them.
3).Apps:
Statistics

Apps
N Valid 75
Missing
0
Mean
3.5067

Apps
 Frequency Percent Valid Percent Cumulative
Percent

Valid Least Preferred 19 25.3 25.3 25.3

Somewhat Preferred
1 1.3 1.3 26.7
Neutral
Preferred 14 18.7 18.7 45.3
Most Preferred
Total 5 6.7 6.7 52.0

36 48.0 48.0 100.0

75 100.0 100.0

Apps

40

30

Somewhat Neutral Preferred Most Preferred Preferred

u

q
10
e

r
Apps
F

20

0
Least Preferred

Interpretation:
48% of consumers said that Apps is the most preferred feature for them.
4).G.P.S:
Statistics
GPS
N Valid 75
Missing
0
Mean
1.6133

GPS
Frequency Percent Valid Percent Cumulative
Percent

Valid Least Preferred 43 57.3 57.3 57.3

Somewhat Preferred
22 29.3 29.3 86.7
neutral
Preferred 6 8.0 8.0 94.7
Total
4 5.3 5.3 100.0

75 100.0 100.0
 GPS

50

40

c
30
n

20 0
Least Preferred Somewhat Preferred neutral Preferred GPS

10

Interpretation:
57.3% of consumer said that they prefer the GPS technology the least in smart
phone and 29.3% of consumer prefer it somewhat.
4). Information Source:
(a).Where did you look for the information before purchasing a
smart phone?
Statistics

Info Source
N Valid 75
Missing
0
Mean
2.6133

Info Source
Frequency Percent Valid Percent Cumulative
Percent

Valid In store Promo Display 11 14.7 14.7 14.7

Internet retailer/ review/
technology websites 27 36.0 36.0 50.7
Television/ Newspaper
Word of mouth 17 22.7 22.7 73.3
Total 20 26.7 26.7 100.0

75 100.0 100.0
 InfoSource

30

20
y

10

0
In store Promo Display InfoSource
Internet retailer/ review/ Television/ Newspaper Word of mouth technology websites

Interpretation: Mostly consumer collects the information from internet

websites (36%) and then they trust word of mouth (27%).
(b). Did you take advice from someone else?
Statistics

Advice
N Valid 75
Missing
0
Mean
2.1467

Advice
Frequency Percent Valid Percent Cumulative
Percent

Valid Someone Tech Savvy 22 29.3 29.3 29.3

Someone Recently
Bought the same 28 37.3 37.3 66.7
Someone already used
Can't Say 17 22.7 22.7 89.3
Total 8 10.7 10.7 100.0

75 100.0 100.0

Advice

30
 20
y

10

0
Someone Tech Savvy
Interpretation:
Someone Recently Someone already used Can't Say Bought the same

Advice

37.3 % of consumer said they had consulted with someone recently bought the
same while 29.3 % of consumer consulted with someone tech savvy.
(5). Future Purchase and Mode of Purchase of Smart phone
(a).Statistics
MethodOfBuying
N Valid 75
Missing
0
Mean
1.6800

MethodOfBuying
Frequency Percent Valid Percent Cumulative
Percent

Valid Search options with in 24 32.0 32.0 32.0

a particular brand
Go for different brand 51 68.0 68.0 100.0
Total
75 100.0 100.0

MethodOfBuying

60

50

40
y

u q
e

r
10
F

30

0
20 Search options with in a particular brand Go for different brand MethodOfBuying

Interpretation: For future purchase 68% of consumers said they will go for
different brands and 32% search options within a particular brand.
b). Future Purchase
Statistics

Future Purchase
N Valid 75
Missing
0
Mean
2.3600

Future Purchase
Frequency Percent Valid Percent Cumulative
Percent

Valid Apple 29 38.7 38.7 38.7

Blackberry
10 13.3 13.3 52.0
HTC
Samsung 16 21.3 21.3 73.3
Total
20 26.7 26.7 100.0

75 100.0 100.0

FuturePurchase

30

20
y

10

0
Apple Blackberry HTC Samsung
FuturePurchase
 Interpretation:
For purchase of smart phone in future consumer are more interested in brands
like Apple followed by HTC and Samsung.
6).Most Effective Advertising Media
Statistics

Effective advertising
N Valid 75
Missing
0
Mean
3.0800

Effective advertising
Frequency Percent Valid Percent Cumulative
Percent

Valid Television 16 21.3 21.3 21.3

Newspaper
7 9.3 9.3 30.7
Magazine
Internet Websites 7 9.3 9.3 40.0
Total
45 60.0 60.0 100.0

75 100.0 100.0

Effectiveadvertising

50

40

c
30
n

20 0
Television Newspaper Magazine Internet Websites Effectiveadvertising

10

Interpretation:
The most effective medium for advertisement as per consumers view is internet
websites (60%) followed by T.V (21%).
Hypothesis1
Ho: There is no association between gender and consumer method of
buying a Smart phone.

H1: There is association between gender and consumer method of buying a

Smart phone.

gender * MethodOfBuying Cross tabulation

Count
MethodOfBuying Total

Search Go for Search

options with different options with
in a brand in a
particular brand particular
brand

gender Male 19 41 60
Female
Total 5 10 15

24 51 75

Chi-Square Tests
Value Df Asymp. Exact Exact
Sig. (2- Sig. (2- Sig. (1-
sided) sided) sided)

Pearson Chi- .015(b) 1 .901

Square
Continuity .000 1 1.000
Correction(a)
Likelihood Ratio .015 1 .902
Fisher's Exact
1.000 .564
Test Linear-by-
Linear .015 1 .902
Association
N of Valid Cases 75

a Computed only for a 2x2 table

b 1 cells (25.0%) have expected count less than 5. The minimum expected count is 4.80.

Interpretation:

Here sig. P- Value is more than .05 so null hypothesis is accepted, so there is no
dependency between gender and brand loyalty for Smart phone.
Hypothesis 2
Ho: There is no association between consumer method of buying and
future purchase options for buying smart phone.
H1: There is an association between consumer method of buying and
future purchase options for buying smart phone.
MethodOfBuying * Future Purchase Cross tabulation

Count
Future Purchase Total

Apple Blackberry HTC Samsung Apple

MethodOfBuying Search options with in 9 2 3 10 24

a particular brand
Go for different brand 20 8 13 10 51
Total
29 10 16 20 75

Chi-Square Tests
Value df Asymp.
Sig. (2-
sided)

Pearson Chi-Square 4.943(a) 3 .176

Likelihood Ratio 4.930 3 .177

Linear-by-Linear
Association 1.130 1 .288
N of Valid Cases
75
a 1 cells (12.5%) have expected count less than 5. The minimum expected count is 3.20.

Interpretation:
Here sig. P- Value is more than .05 so null hypothesis is accepted, so there is no
association between consumer method of buying and future purchase options
for buying smart phone.
Hypothesis 3
Ho: There is no difference between preferences for features of smart
phones on the basis of gender.

H1: There is a difference between preferences for features of smart phones

on the basis of gender.
Group Statistics
 gender N Mean Std. Deviation Std.
Error
Mean

Touch Screen Male 60 3.5333 1.21386 .15671

Fem
ale 15 3.1333 1.06010 .27372

Wifi Male Female 60 3.6167 1.10610 .14280

Apps Male Female
GPS Male Female 15 3.4667 1.12546 .29059

60 3.5000 1.62084 .20925

15 3.5333 1.92230 .49634

60 1.5833 .76561 .09884

15 1.7333 1.16292 .30026

Independent Samples Test

Levene's Test for t-test for Equality of Means
Equality of Variances

F Sig. t df Sig. (2- Mean Std. 95% Confidence

tailed) Differenc Error Interval of the
e Differe Difference
nce

Lower Upper Lower Upper Lower Upper Lower Upper Lower

TouchScree .239 .626 1.168 73 .246 .40000 .34234 -.28229 1.0822

Equal 9
n
variances
assumed 1.268 24.068 .217 .40000 .31540 -.25086
1.0508
Equal 6
variances not
assumed .000 .994 .468 73 .641 .15000 .32038 -.48852

Wifi Equal .78852

variances
assumed .463 21.283 .648 .15000 .32378 -.52280

Equal .82280
variances not
assumed -.069 73 .945 -.03333 .48580 -1.00152
2.526 .116

Apps Equal .93486

variances
assumed

Equal -.062 19.274 .951 -.03333 .53864 -1.15964 1.0929

variances not 7

assumed
Interpretation:
GPS Equal 6.838 .011 -.607 73 .546 -.15000 .24717 -.64261 .34261 -.475 17.151 .641
variances
assumed

-.15000 .31611 -.81650 .51650

Equal
variances not
assumed
 We have checked preference for all features and one by one sig. P- Value of all
variable is more than .05 so null hypothesis is accepted so there is no difference
between preferences for features of smart phones on the basis of gender.

CONCLUSION:

● Most preferred brand in smart phone market is Apple followed by

Samsung and HTC.

● The main reason for smart phone purchase is its features.

● Internet retailers / review / technology websites is an important source of

information to consumer.

● Mostly consumer wants to opt for different smart phone brands instead of
looking for same brand. So consumer is not brand loyal in case of smart
phone.

● The most effective medium of advertisement of smart phone is internet

websites.

● There is no difference between preferences for features of smart phones

on the basis of gender.

● There is no association between gender and brand loyalty for Smart

phone.
RECOMMENDATION:
 1. Smart phone companies should focus more on advertisements on internet
websites.

2. As consumer wants more and more features so smart phone

manufacturers should increase the number of features.

3. As the consumer prefers word of mouth or consulting someone tech

savvy, so smart phone brands must maintain their good will and increase
services.

Bibliography

Books Referred

∙ Marketing Management - by Phillip Kotler ∙ Marketing Research - by

Naresh Malhotra ∙ Business Statistic - by Ken Black

Website Referred:

1. www.scribd.com
2. www.blackberry.com
3. www.htc.com
4. www.apple.com
5. www.samsung.com
6. www.wikipedia.com
7. www.google.com
 Appendix

Name-______________________

Mobile-_____________________

Q1. Demographics:

✔ Gender-_______

✔ Age-____

✔ Educational Level-_________

✔ Profession-________________

Q2. What one reason makes you purchase a smart phone?

1).Required for Work
2).Features.
3).Status symbol.
4).Multi Tasking.

Q3.Which brand of smart phone you prefer the most?

1). Apple.

2). Blackberry

3). HTC

4). Samsung
Q4.Please tick as per your preference for feature you were looking while buying
a smart phone?
(1- Least Preferred & 5- Most Preferred)
Feature Least Somewh Neutral Preferred Most
Preferred at Preferred
Preferred
 Touch
Screen
Wi-Fi

Apps

GPS

Q5. (a).Where did you look for the information before purchasing a smart
phone?

1).In Store promo Display.

2).Internet retailers/ reviews / technology websites.
3).Television / Newspaper.
4). Word of mouth

(b). Did u take advice from someone else?

1). someone having latest technological update.

2). someone recently bought the same.
3). Someone already used.

Q6. Tick the appropriate option:

(a).Which method of buying will you use for future
purchase? 1). Search options with in a particular brand.

2).Go for different brand.

(b). If in case you will buy a smart phone in future you will go for which

brand? 1). Apple. 2). Blackberry 3). HTC 4).Samsung 5).Cant say now. Q7).

Which type of advertising do you feel is most effective for smart phones?

1).Television.
2).Newspaper.
3).Magazine.
4).Internet websites.