STUDY ON TRAINING AND DEVELOPMENT PRACTICES IN MARKET RESEARCH INDUSTRY

CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION TO TRAINING:

Training is a learning process that involves the acquisition, of

knowledge, sharpening of skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of employees. Though Training differs
from Education as the latter is concerned with theoretical learning in
classrooms, they can be complementary.

Training can be described as "the acquisition of skills, concepts

or attitudes that result in improved performance within the job environment.
Training analysis looks at each aspect of an operational domain so that the
initial skills, concepts and attitudes of the human elements of a system can be
effectively identified and appropriate training can be specified.

Training is concerned with the structure and delivery of

acquisition of knowledge to improve the efficiency and effectiveness of
organization. It is concerned with improving the existing skills and exploring
the potential skills of the individual and is a key to optimizing utilization of
human intellectual technological and entrepreneurial skills.

Training is an activity leading to skilled behaviour. Training is

about the acquisition of Knowledge, Skills, and Abilities (KSA) through
professional development.

Training is of growing importance to companies seeking to gain

an advantage among competitors. Training plays a crucial role in developing
professional skills of employees that satisfy their individual goal. On the other
hand this leads to overall development of organisation that satisfies
organizational goals. There is significant debate among professionals and
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scholars as to the affect that training has on both employee and organizational
goals. Most of the professionals agree that employee training is a complex
human resource practice that can significantly impact a companys success.

1.2 NEED FOR TRAINING

Training has greater significance for the success of organizations
in the modern business world. Jobs are becoming more independent and
demanding high problem solving skills, and companies while working on their
core competencies must also be prepared for change management in the
business dynamics, which is possible through training.

The need for training can be summarized as follows.

Rapid technological changes and innovations prompt updating on part of the

people.

Preventing obsolescence of organisational systems.

For career advancement of employees.

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For employee motivation and retention.

To improve overall productivity of organisation.

To bridge the gap between skill requirement and skill availability in employees

1.3 IMPORTANCE OF TRAINING

Optimum Utilization of Human Resources and future information needs of

organization: Training & Development helps in optimizing the utilization of
human resource that further helps the employee to achieve the organizational
goals as well as their individual goals.

Development of Human Resources: Training and Development helps to

provide an opportunity and broad structure for the development of human
resources' technical and behavioural skills in an organization. It also helps the
employees in attaining personal growth.

Development of skills of employees: Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the human intellect and an overall personality of the employees.

Increasing the Productivity: Training and Development helps in increasing the

productivity of the employees that helps the organization further to achieve its
long-term goal.

Competitive advantage: In the knowledge economy, training and development

offer competitive advantage to a firm by removing performance deficiencies.

Team spirit: Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal
to learn within the employees.

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Organization Culture: Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in creating
the learning culture within the organization. Training and Development helps
in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.

Organization Climate: Training and Development helps building the positive

perception and feeling about the organization. The employees get these
feelings from leaders, subordinates, and peers.

Organizational
organizational

Development:
development

Training
i.e.

and

Development

aids

Motivation,

Competencies

&

in
Skill

Improvement, Job Satisfaction & Recognition, Eliminates fear for new tasks,
Handling Negative Emotions

Organization gets more effective decision making and problem solving. It

helps in understanding and carrying out organizational policies.

Quality of wotk : Training and Development helps in improving upon the

quality of work and work-life.

Healthy work-environment: Training and Development helps in creating the

healthy working environment: It helps to build good employee relationship so
that individual goals align with organizational goal.

Health and Safety: Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.

Morale: Training and Development helps in improving the morale of the work
force. Training is now the important tool of Human Resource Management to
control the attrition rate because it helps in motivating employees, achieving
their professional and personal goals, increasing the level of job satisfaction

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Corporate Image: Training and Development helps in creating a better

corporate image.

Profitability: Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

1.4 AREAS OF TRAINING:

Organization provides training to their employees in the following areas:
Company policies and procedures
Specific skills
Human relations

Problem solving
Managerial and supervisory skills and Apprentice training.

1.4.1 Company Policies and Procedures:

This area of training is to be provided with a view to acquainting
the new employee with the Company Rules, Practices, Procedures, Tradition,
Management, Organization Structure, Environment Products & Services
offered by the company etc. This acquaintance enables the new employee to
adjust himself with the changing situations.

Information regarding company rules and policies creates

favourable attitudes of confidence in the minds of new employee about the
company and its products/services, as well as it develops in him a sense of
respect for the existing employees of the company and the like. The company
also provides first-hand information to the employee about the skills needed by
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the company, its development programs, quality of products / services and the
like. This enables the new employees to know his share of contribution to the
organization's growth and development.

1.4.2 Training in Specific Skills:

This area of training is to enable the employee more effective on
the job. The trainer trains the employee regarding various skills necessary to
do the actual job. For example, the clerk in the bank should be trained in the
skills of making entries correctly in the edge, skills and arithmetical
calculations, quick comparison of figures, entries and the like. Similarly, the
technical officers are to be trained in the skills of project appraisal,
supervision, follow-up and the like.

1.4.3 Human Relations Training:

Human relations training assume greater significance in
organizations as employees have to maintain human relation not only with
other employees but also with their customers. Employees are to be trained in
the areas of self-learning, interpersonal competence, group dynamics,
perception, leadership styles, motivation, grievance redresses, disciplinary
procedure, and the like. This training enables the employees for better team
work, which leads to improved efficiency and productivity of the organization

1.4.4 Problem Solving Training:

Most of the organizational problems are common to the
employees dealing the same activity at different levels of the organization.
Further some of the problems of different managers may have the same root
cause. Hence, management may call together all managerial personnel to
discuss common problems so as to arrive at affective solutions across the table.
This not only helps in solving the problem but also serves as a forum for the
exchange of ideas and information that could be utilized. The trainer has to
organize such meetings, train and encourage the trainees to participate actively
in such meetings.

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1.4.5 Managerial and Supervisory Training:

Even the non-managers sometimes perform managerial and
supervisory functions like planning, decision-making, organizing, maintaining
inter-personal relations, directing and controlling. Hence management has to
train the employee in managerial and supervisory skills also.

1.4.6 Apprentice Training:

The Apprentice Act, 1961 requires industrial units of specified
industries to provide training in basic skills and knowledge in specified trades
to educated un-employees / apprentices with a view to improve their
employment opportunities or to enable them to start their own industry. This
type of training is between one to four years. This training is generally used for
providing technical knowledge in the areas like trades, crafts etc. In addition
any specialized training as required for the organization is imparted to
selective employees intended to take up the assignment. Even employees are
sent abroad or sent for special courses in study leave if the employer is ensured
by the employee of working in the organization for a certain period of time
after the course by some suitable legal undertaking.

1.5 STAKEHOLDERS IN TRAINING

1. Trainer
2. Trainee
3. Designer
4. Evaluator

1.5.1 Trainer:
The training objective is also beneficial to trainer because it
helps the trainer to measure the progress of trainees and make the required
adjustments. Also, trainer comes in a position to establish a relationship
between objectives and particular segments of training.

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Roles of trainer:
As a planner
As a subject matter expert
As facilitator for learning
As a continuous learner for oneself
As change agent
As manager and administrator

1.5.2 Trainee:

(a) The training objective is beneficial to the trainee because it helps in

reducing the anxiety of the trainee up to some extent. Not knowing anything or
going to a place which is unknown creates anxiety that can negatively affect
learning. Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.

(b) It helps in increase in concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in
trainee's mind that actually helps in gaining attention.

(c) If the goal is set to be challenging and motivating, then the likelihood of
achieving those goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the
participants will be successful in training.

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1.5.3

Designer:
The training objective is beneficial to the training designer

because if the designer is aware what is to be achieved in the end then he'll buy
the training package according to that only. The training designer would then
look for the training methods, training equipments, and training content
accordingly to achieve those objectives... Furthermore, planning always helps
in dealing effectively in an unexpected situation. Consider an example; the
objective of one training program is to deal effectively with customers to
increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills,
such as verbal and nonverbal language, dealing in unexpected situation i.e.
when there is a defect in a product or when a customer is angry. Therefore
without any guidance, the training may not be designed appropriately.

1.5.4 Evaluator:
It becomes easy for the training evaluator to measure the
progress of the trainees because the objectives define the expected
performance of trainees. Training objective is an important to tool to judge the
performance of participants.

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1.6 TRAINING PROCESS:

Training Process can be divided into four phases

1. Training Needs Assessment

2. Design
3. Implementation and
4. Evaluation

1.6.1 Training Needs Assessment

Training Analysis (also called Training Needs Analysis (TNA)) is the formal
process of identifying the training gap and its related training needs. An
analysis of training need is an essential requirement to the design of effective
training. The purpose of training need analysis is to determine by gathering
data, whether there is a gap between what is required for effective performance
and present level of performance. Training analysis also aids in determining
whether resources required are available or not. It helps to plan the budget of
the company, areas where training is required, and also highlights the
occasions where training might not be appropriate but requires alternate action.
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee
and its sub group.

1.6.1.1

Organizational

Level

Analysis:

Training need

analysis

at

organizational level focuses on strategic planning, business need, and goals. It

starts with the assessment of internal environment of the organization such as,
procedures, structures, policies, strengths and weaknesses and external
environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued
training. Threats can be reduced by identifying the areas where training is
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required. And, opportunities can be exploited by balancing it against the cost.

This approach demands HR department of the company to be involved in
strategic planning to ensure that the employees in the organization have the
required Knowledge, Skills, and Attitudes (KSAs) based on the future KSA's
requirement at each level. Organizational analysis seeks employees to be
competitive and tries to identify the target jobs that need training

1.6.1.2 Consideration of current or projected Changes:

Individual Level:
As the name suggests, Training need analysis at individual level
focuses on each and every individual in the organization. At this level, the
organization checks whether an employee is performing at desired level or the
performance is below expectation. If the difference between the expected
performance and actual performance comes out to be positive, then certainly
there is a need for training. But performance deficiencies can be due to KSA
deficiency, Incongruence between performance and reward, inadequate
feedback or system

Operational Level:
Training Need analysis at operational level focuses on the work
that is being assigned to the employees The job analyst gathers the information
on whether the job is-clearly understood by an employee or not. He gathers
this information through technical interview, observation, psychological test;
questionnaires asking the closed ended as well as open ended questions, etc.
The job analyst also gathers information on the tasks needs to be done plus the
tasks that will be required in the future. Based on the information collected,
training Need analysis (TNA) is done. Employees are needed to be prepared
for dynamic changes in the jobs as in the case when the organization decides
to introduce new line of products, and then there will be group level trainings
for production workers and sales personnel. Some of the training programs
based on tasks are:

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Electronic Data Processing, programming language like Visual

Basics Accounts, Accounting packages like Tally, Mechanical DesignAutoCAD, and Manufacturing-CAM

As part of the system development process: Due to the close

association between the system design and the training required, in most cases
it runs alongside the development to capture the training requirements. Bridges
the gap between the available design data and the training media and training
objectives, in order to facilitate the transfer of training elements into the
operational environment.

To present user-to-task map in complex systems: Often analysis is done to

present the relationship between the tasks and the identified team structure and
also to identify new groups of users that would need to have an understanding
of the system. The training gap is assessed by a comparison between the goals
and tasks undertaken by the individuals and the existing training. It is
necessary to determine the most suitable and cost-effective training media for
the different areas.

System's approach to TNA:

Work methods or procedures change

Tools or equipment used in the work change When capabilities change o New
employee inducted o A staff member completes a training program

An employee's physical mobility gets restricted. When the work environment

changes

Change in the organizational mission or goals.

Change in organizational structure o Change in the budget

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Change in the work site or in access to the site.

Change in laws, regulations, licensing, or certification requirements

Different techniques of collecting Training Needs include Observations,

Questionnaire, Interviews, Consultation, Print media, Group Discussion, tests,
records and reports, and work samples.

Training analysis as a process often covers:

Review of current training Determining Performance Improvement

Needs Task analysis (of new or modified system). Identification of training

gap
Statement of training requirement Training needs & solutions Non-training
needs and solutions
Assessment of training options

Cost benefit analysis of training options Information for developing

training and non-training objectives and programs

1.6.2

Training Design:

Designing any training and development program addresses the following

issues:
a. Training Objectives:
After the Training Needs Assessment is done, the purpose for
which training is taken up should be determined objectively whether it is
remedial or developmental, at the end of the training session improvements
expected etc.

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b. Trainees:
Trainees

should

be

selected

based

on

self-nomination,

recommendation by supervisors or the HR department itself. It is always

advisable to have more than two types of target audience. Different ways of
learning: -

*Endorsement of existing learning.

* Building on present level of competencies - Development of new knowledge

and competency

Learning through unlearning.

Immediate supervisors

Peers (Buddy System)

Specialists from other departments

Outside consultants Industry associations

c. Trainers:
Depending on the type of program and availability of resource
persons within the organization training can be conducted by any of the
following:

Faculty members of training department

Faculty members from universities

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d. Training Methods:
A range of training methods are used by trainers to provide
variety in the delivery of training, to sustain the interest of the participants and
to maintain the momentum of training process. Functions of training methods
include creating an appropriate learning environment, enhancing the
involvement of participants, to promote group cohesion and interaction and to
have control on the learning process of the participants. There are various
methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also
its impact on trainees keeping their background and skills in mind before
giving training.

Cognitive methods: These are more of giving theoretical training to the

trainees. The various methods under Cognitive approach provide the rules for
how to do something, written or verbal information, demonstrate relationships
among concepts, etc. These methods are associated with changes in knowledge
and attitude by stimulating learning. Examples for

Cognitive methods are: Lectures, Demonstrations, Discussions, Computer

based training (CBT) etc.

Behavioural methods: These are more of giving practical training to the

trainees. The various methods under behavioural approach allow the trainee to
behaviour in a real fashion. These methods are best used for skill development.
The various methods that come under

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1.6.3. Training implementation:

To put training program into effect according to definite plan or

procedure is called training implementation. Training implementation is
the hardest part of the system because one wrong step can lead to the failure
of whole training program. Even the best training program will fail due to
one wrong action. Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is
done

because

implementation phase

requires

continual

adjusting,

redesigning, and refining.

The trainer: The trainer needs to be prepared mentally before the delivery
of content. Trainer prepares materials and activities well in advance. The
trainer also set grounds before meeting with participants by making sure that
he is comfortable with course content and is flexible in his approach.
Physical set-up Good physical set up is pre requisite for effective and
successful training program because it makes the first impression on
participants. Classrooms should not be very small or big but as nearly square
as possible. This will bring people together both physically and
psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants There are various ways by which
a trainer can establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another
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Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners

Behavioural approach are: games and simulations like Behavior-modeling,

Business games, Case studies, Equipment stimulators, In-basket technique,
Role plays.

Training and Development methods: For all practical purposes, employee

training methods are generally categorized into on-the-job and off-the-job
training. On-the-job training .The development of an employee's abilities can
take place on the job.

1.6.4. Evaluation of Training:

The last stage in the training and development process is the evaluation of
results of training. Since huge sums of money are spent on training and
development, how far the programme has been useful must be judged.
The evaluation can take place at various level as under:

First techniques intended to measure changes in individual levels of

Knowledge, Skills, and Attitude. Next, criteria for evaluating increase in
effectiveness at the individual, team and the organization level. Finally, some
aspects of comparing the cost of training and outcomes.

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These several techniques are being used by organization. These can be

grouped as under:

1.6.4.1 Techniques to Measure Changes in Individual Levels

(I)

Measuring Changes in knowledge

Open ended questions, e.g. essay type.

Short answer, e.g. define, calculate, describe.

Objective test items, e.g. select the correct alternative.

Multi-choice questions.

Gain ratio.
There are some situations where it is worthwhile to pre-test as well as post-test
knowledge. Gain ratio will be an estimate of the effectiveness of the
programme.
(II)

Measure of Skills

Inspection at the end of test final product.

Stage test and also test of final product.

Profiling skills at various levels such as semi-skilled, skilled and highly

skilled.

At assessment centre 1st and 2nd time. The effectiveness of the programme can
be assessed after second attendance at the assessment centre.
(III) Evaluation of Attitude and Behavior
An attitude is a tendency or a pre-disposition to behave in certain ways in
particular situations. Attitudes cannot be measured directly, but are inferred
from the things people say or are seen to do so. Changing some ones attitude
to something may well change what they say or do. But this will depend upon
particular situation also. Some techniques are:

Reaction of trainee to the programme at the end.

Learning reviews, i.e what they have learned at the end of the day or what they
particularly useful?

Behavior analysis of trainees during training programme may be an important

indicator of the effectiveness of the training.

End-of-event questionnaires for feedback.

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Noticing change in attitude by asking questions (before and after the

programme).

Semantic-differentials before and after the programme on a topic on seven

point scale.

Repertory grid-asking each participant what their concept is of good

interpersonal skills, etc.

1.6.4.2 Criteria for Evaluation of Effectiveness

Criteria for evaluation can be individual, team and organization levels:
a. Individual Change in Effectiveness
i. Improvement in skill (productivity) reflected in performance appraisal after
training.
ii. Higher self-efficiency (self-perception and confidence) score before and
after the training.
iii. Goal setting and action planning during training for transfer of learning
back to work.
b. Changes in Effectiveness of Teams
i. problem-solving and action planning for tackling the problems in quality
circles.
ii. Improvement of inter-personal skills in the group.
iii. Role identification model. By increasing understanding of:
a) Functional role, or b) Team role, i.e. helping relationship of team members
for achieving the objectives. This helps team members to recognize and use
their team resources.

1.6.4.3 Comparing the cost of Training with Outcomes

Cost effectiveness analysis as basis of comparisons.

Cost benefit analysis that benefits from training are more

Valuable to the organization than cost of training.

Impact analysis form stakeholders.

Value added to employees and they are able to work more effectively after
training.

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1.7 INTRODUCTION TO TRAINING AND DEVELOPMENT IN

MARKET RESEARCH INDUSTRY

Market Research is a systematic, objective collection and

analysis of data about a particular target market, competition, and
environment. It always incorporates some form of data collection whether it be
secondary research (often referred to as desk research) or primary market
research which is collected direct from a respondent. The purpose of any
market research project is to achieve an increased understanding of the subject
matter. With markets throughout the world becoming increasingly more
competitive, market research is now on the agenda of many organizations,
whether they be large or small.

In addition to this the trends in global market are changing

rapidly. All the above factors have forced the professionals of market research
industry to become more market driven in their strategic decision-making,
requiring a formalized means of acquiring accurate and timely information
about customers, products and the marketplace and the overall environment.
The means to help them do this is market research.

Market Research organizations increasingly serve expanded

global regions, supporting complex product portfolios with brands spread
across lifecycle stages in diverse country marketplaces. In this environment,
Market Research leaders find themselves challenged to efficiently and
effectively train, educate and develop skilled Market Research professionals
who can serve and inform the global enterprise. They are helping Market
Research executives with effective training strategies to arm them with
enriched qualitative and technical skills.

It is a fact that collecting market information is not sufficient to

full fill the requirement of current industry, the added value lies in using
appropriate tools to develop insight which can become the basis of competitive
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advantage. Drawing insight from market information requires a deep

understanding of customers attitudes and consumer behaviour. Market
research firms are focusing on information requirements, data collection
options and they ensure that the required information is available and
accessible for business decisions.

Customer insight is essential for market positioning, market

development and competitive strategy. By understanding the type of
information needed, how it can be collected and how then to use it, the
organisation can develop a customer focused marketing strategy.

In order to cope up with current situations in market, market

research firms are training their employees with the following techniques.

a. Audience Research. Audience research is aimed at discovering who is

listening, watching, or reading radio, TV, and print media respectively. Such
studies in part profile the audience and in part determine the popularity of the
medium or portions of it.

b. Product Research. Product tests, of course, directly relate to use of the

product. Good examples are tasting tests used to pick the most popular
flavours and consumer tests of vehicle or device prototypes to uncover
problematical features or designs.

c. Brand Analysis. Brand research has similar profiling features ("Who uses
this brand?") and also aims at identifying the reasons for brand loyalty or
fickleness.

d. Psychological Profiling. Psychological profiling aims at construction

profiles of customers by temperament, lifestyle, income, and other factors and
tying such types to consumption patterns and media patronage.

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e. Scanner Research. Scanner research uses checkout counter scans of

transactions to develop patterns for all manner of end uses, including stocking,
of course. From a marketing point of view, scans can also help users track the
success of coupons and to establish linkages between products.

f. Database Research. Also known as database "mining," this form of

research attempts to exploit all kinds of data on hand on customers which
frequently have other revealing aspects. Purchase records, for example, can
reveal the buying habits of different income groups the income classification
of accounts taking place by census tract matching. Data on average income by
census tract can be obtained from the Bureau of the Census.

g. Post-sale or Consumer Satisfaction Research. Post-consumer surveys are

familiar to many consumers from telephone calls that follow having a car
serviced or calling help-lines for computer- or Internet-related problems. In
part such surveys are intended to determine if the customer was satisfied. In
part this additional attention is intended also to build good will and word-ofmouth advertising for the service provider.

In addition to above techniques the research firms are focusing to

train their employees on statistical tools like SPSS, SAS to facilitate the ease
of data analysis techniques like..

Descriptive statistics: Cross tabulation, Frequencies, Descriptives, Explore,

Descriptive Ratio Statistics

Bivariatstatistics: Means, t-test, ANOVA, Correlation (bivariate,

partial,

distances), Nonparametric tests

Prediction for numerical outcomes: Linear regression

Prediction for identifying groups: Factor analysis, cluster analysis (two-step, Kmeans, hierarchical), Discriminant

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CHAPTER 2
REVIEW OF LITERATURE & RESEARCH DESIGN
2.1 INTRODUCTION:
During last 15 years there are lots of journals, magazines and
conferences have published special issues on knowledge management. Review
of available literature on Training and Development in Market Research
industry revel us that majority of research work in Training and Development
in Market Research industry is either focused on any one organizations or .
Till today research related to comparison of different training methods and
their effectiveness in Market Research industry are limited. Many Indian
business houses have started implementing Training and Development in
Market Research programs in their organizations according to the changing
needs.

2.2 REVIEW OF LITERATURE:

2.2.1. Mary Stewart (2011) states that first level of measurement, reactions, is
defined as how well the trainees liked the training program. The second
measurement level, learning, is designated as the determination of what
knowledge, attitudes, and skills were learned in the training. The third
measurement level is defined as behavior. Behavior outlines a relationship of
learning (the previous measurement level) to the actualization of doing.
Kirkpartick recognized a big difference between knowing principles and
techniques and using those principles and techniques on the job. The fourth
measurement level, results, is the expected outcomes of most educational
training programs such as reduced costs, reduced turnover and absenteeism,
reduced grievances, improved profits or morale, and increased quality and
quantity of production.

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2.2.2. Paquet,kasl, Weinstein, &wsite, (1987) One study was found by a

major corporation that measured change in productivity and ROI of a training
program. CIGNA corporations corporate management development and
training department, which provides training for employees of CIGNA
corporations operating subsidiaries, initiated an evaluation program to prove
management training made a business feature evaluated was transfer climate
which was defined as the extent to which the learning from the training was
actually applied on the job.

2.2.3.Karl M Kapp (2011) examined associations between three of the four

measurement levels in a modified Kirkpatrick framework. Warr et al.
combined the two higher Kirkpatrick measurement levels, behavior and
results, into one measurement level called job behavior. The three levels of
measurement included were reactions, learning, and job behavior. Trainees
completed a knowledge test and a questionnaire on arrival at the course prior
to training. A questionnaire was also completed after the training. A third
questionnaire was mailed one month later. All questionnaire data were
converted into a measurement level score. The reaction level was assessed
using the data gathered after the training that asked about enjoyment of the
training, perceptions of the usefulness of the training, and the perception of the
difficulty of the training.

2.2.4.Phillips and Pulliam (2000) Reported an additional measure of training

effectiveness, return on investment, was used by companies because of the
pressure placed on Human Resource Department to produce measures of
output for total quality management and continuous quality improvements and
the threat of outsourcing due to downsizing. Great debate was founded in
training and development literature about the use of ROI measures of training
programs. Many training and development professionals believed that ROI
was too difficult and unreliable a measure to use for training evaluation.

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2.2.5.Stufflebeam (2001) defined evaluation as a study designed and

conducted to assist some audience to assess an objects merit and worth. Stuffle
beams definition of evaluation was used to assesses the methods of evaluation
found in this literature review. The reason for selecting Stuffle beams
definition was based on the applicability of the definition across multiple
disciplines. Based on this definition of evaluation, the Kirkpatrick model was
the most frequently reported model of evaluation.

2.2.6. James and Wendy Kirkpatrick (2010) Current Training Needs for
Staff Given the importance of a strong staff in shaping youth development
programs, Astroth and Taylor report on the National Collaboration for Youths
(NCY) efforts to define what successful youth workers are doing. Essentially,
NCY reviewed existing competencies circulating in the field, sought feedback
from many youth-serving organizations 8 and their staff, and ultimately
decided on a set of ten core competencies that entry-level workers, including
part-time and full time staff and volunteers, should possess when they begin a
job or should acquire during the first few years to be effective when working
with youth. According to a report published by the Community for Youth
Development, the fast growing need for skilled workers highlights the fact that
there is little professional development support for these workers.

2.2.7. Calhoun W. Wick, Roy V. H. Pollock and Andy Jefferson (2010) say
that employee training consistent with thedemands should have a direct and
positive effect on rms performance in sustainable development. In addition,
we also hypothesize that employee training should moderately positively the
relationship between a rms environmental attitude and its performance in
sustainable development. Testing our hypotheses among manufacturing rms
in both South and North China, we obtain empirical evidence supporting the
relationship between a rms environment attitude and its performance in
sustainable development.Moreover, our data show that this relationship can be
better understood by taking into account such human resource management
practice as employee training. With better employee training, a rms correct
environmental attitude should be more likely to help improve its performance
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in sustainable development. Moreover, our data also suggest that employee

training may also have a positive direct effect on rms performance in
sustainable development

2.2.8. Andrew McK. Jefferson, Roy V. H. Pollock (2009)says that Human

resource training and development methods and techniques have different
qualitative characteristics that require a multi criteria and multi scenario
framework for their assessment. This study incorporates the AHP to assess the
nine most important human resource training and development methods and
techniques, under five criteria and six scenarios. The methods considered are
on-the-job

training,

mentorship,

apprenticeship,

vestibule

training/simulators, web-based learning, instructor-led classroom training,

programmed self-instruction, case studies and systematic job rotations
and transfers. Vestibule training/simulators and mentorship have the
average best scores, and they should be among the first priorities especially
when

efficiency, the motivation of employees and minimization of the

duration of training time are the most important factors. Web-based learning
is ideal for minimizing training costs or when ease of application is the first
priority. On-thejob training is a very good alternative when the cost of
training should be reduced while the motivation of employees should be
increased.

2.2.9 Raymond Noe (2006) says that while the literature supports the
importance of

establishing a relationship between designers and subject

matter experts (SMEs) in the training design process, this approach is not
followed in all global practices. The purpose of this study was to identify the
perceptions of human resource development

regarding their working

relationships with SMEs. The respondents of the study were

HRD professionals who worked in high-tech companies located in a science
park in Taiwan. The study found that a signicant relationship exists between
the ability to work with SMEs and current ability in the training design process
among HRD professionals who had worked with SMEs. This study provides
implications for the professional development of HRD practitioners and HRD
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practice in Taiwan companies. Cross-cultural issues are discussed to explain

inconsistencies between the results and US-based perspectives on the training
design process.

2.2.10.A.Sridhar Raj (2012)Says that The emergence, role and importance of

public sector enterprises in India remains Unparallel as they contributed to the
overall growth and development of various sectors .They spurred not only
economic growth but also hastened social and regional developments.
However, economic reforms initiated in the year 1991 exposed them to the
winds of globalization making it mandatory for them to re establish themselves
in a new form/avatar. They faced a do or die situation against the competitive
conditions of the global environment. Against this background, the paper
attempts to examine the training and development facilities of the central
public sector enterprises in India. The paper analyses the perceptions of
employees towards training and development programmes and the role of such
programmes in enabling the employees to enhance their performance at the
workplace. Survey method has been followed for the collection of data and
cross tabulation has been used to organize the data collected from 199
respondents. Data has been statistically treated using appropriate measures.
The results indicate that training and development programmes provide
necessary inputs and skills to enhance performance and productivity.

2.2.11.Lambert,MarionVero,Josiane Zimmermann, Bndicte(2001) says

that (2005) says that lifelong learning has become one of the keys to making
workers' career paths more secure at both the French and the European policy
level. However, the implementation of these policy lines raises delicate
questions as to how the responsibility for vocational training should be shared
among employees, employers and public institutions. The capability approach
is used here to elucidate the ambiguous relationships between responsibility
and freedom that characterized French training reforms in 2004. The study,
based on quantitative and qualitative surveys in which employers and their
employees were consulted, shows that the environment provided by the
company contributes more decisively than employees' previous training and
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career paths to the capability of the latter to attend vocational training and
develop professionally at work. Relying on these empirical findings, it
proposes a scheme for a capability-based conceptualization of professional
development.

2.2.12.Hutchings, KateZhu, CherrieJ.Cooper, Brian(2005) speaks about an

important human resource development (HRD) implication of the People's
Republic of China's (PRC) rapidly expanding economy has been the
emergence of a critical shortage of grey-collar workers (GCW). Although
'grey-collar' has been commonly used in the West to describe an aging
population within the workforce, in China it refers to people who are neither
white nor blue collar workers but technicians. The shortage of GCW
constrains the PRC's economic and developmental sustainability, and has been
recognized in central and provincial government initiatives to increase training
and development of employees within these fields. While acknowledged as a
policy and organizational problem, there has been no research investigating
what organizations are doing to develop these employees. Drawing upon a
survey of 310 semi-skilled and skilled employees in Beijing, our findings
suggest that while the surveyed organizations are investing heavily in both onand off-the-job training, employees' perceived value of such differs markedly
according to age and position. The research has important implications for
China's HRD strategy in suggesting links between training and other human
resource management (HRM) functions are yet to be evidenced.

2.2.13.Aderoneke Osikominu (2013) has examine how students made sense

of the learning that occurred within a curriculum that challenged traditional
human resource development (HRD), a curriculum informed by critical
content and critical process. We draw attention tothe identity work undertaken
by students who were introduced to critical HRD and examine how this
discourse enabled alternative subject positions. Drawing on an ethnographic
research study informed by a discourse perspective on learning and identity,
we explore how students reected and made sense of their learning and
identify eight subject positions: academic practitioner, frustrated practitioner
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researcher, deep thinking performer, politically aware and active, powerful

boundary worker, personally empowered, emancipatory practitioner and
personally empowered but disengaged. Drawing on these ndings, wequestion
whether the introduction of critical approaches to HRD aorded or prevented
articulation and interchange between this educational programme and the
students employing organizations, highlighting the implications for HRD
research and practice.

2.2.14.Robert E. Lewis, (1986) Says that in this paper we address this

question by reviewing problems with the definition of talent management and
the lack of data supporting many practitioner claims. We then outline research
that supports a systems-oriented definition of talent management that focuses
on the strategic management of talent. We then outline future avenues of
research to further develop the field of talent management and tie it more
closely to the large volume of work in strategic human resources management.

2.2.15.Downe, Alan G (1993) Says that this paper explores perceived gaps
between corporate needs and the availability of skills and attributes among the
talent pool of the Malaysian services sector. In Phase I of the study, 169
human resource managers from service companies were surveyed. Findings
indicated a gap between industry needs and the availability of important
competencies within the pool of prospective workers. Individuals with
competencies in communication, information technology and customer
relationship management, and those with high motivation and career
commitment were most sought by service industry employers.

2.2.16.Surulinathi M, Amsaveni N, Maheswaran K, S.Srinivasaraghavan

(1999), they believe that Scientometric is the branch science of science that
describes the output traits in terms of organizational research structure,
resource inputs and outputs, develops benchmarks to evaluate the quality of
information output. Scientometric studies characterize the disciplines using the
growth pattern and other attributes. These studies have potential particularly in
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assessing the emerging disciplines. In the present study, we did the

scientometric mapping of knowledge management, a significantly growing
area in the knowledge-driven world. Mind mapping software helps to get
beyond the limitations of thinking. The ability to arrange information from
many sources in a logical order has become the most important factor for
survival in this modern informational world. However, the brain has the ability
to process visual information much more efficiently. The old linear pattern of
thinking by reading and describing from left to right, top to bottom has many
problems in organizing information coming from eyes, ears, etc. Therefore, the
most essential, but also limited, ability to receive information and express your
thoughts is to make a habit of extracting essential words and analyzing their
co-relation. New technologies have changed the way organizations view and
use knowledge. Information can now be collected, analyzed and distributed in
ways not previously possible. Databases help to collect, store, and filter and
make sense of this information. Groupware allows communities of practice to
grow beyond the limits of time and place. Network makes it possible to
disseminate information to millions simultaneously.

2.2.17 Nina Helander , Marianne Kukko , Pasi Virtanen (2010) says that
the commonly recognised primary idea of a business enterprise is to make a
profit for its owners. There are three conditions that a company must meet in
order to survive: it should be financially sound and solvent, it should have
liquidity, and it should be profitable. Making a profit means that the enterprise
should be viable; it should be capable of maintaining a certain amount of
income and keeping costs down. Furthermore, in order to be successful it
should do this in some way better than its competitors. Today, as most
companies possess or at least may gain access to the infrastructure generally
used in their chosen field of operations, they have to seek a competitive edge
elsewhere. That advantage can be achieved by finding a unique way of
combining the more traditional tangible assets with intangible ones such as
individual and organisational knowledge (Spender & Grant 1996). It is exactly
this combination of different types of knowledge that makes each and every
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company different from its peers, as there simply are no two companies
exactly alike.

2.2.18.Sumanjeet Sing, (2004) Says that the paper provides a detailed

analysis of the issues related to e-Skill by a comprehensive survey of literature
and the existing framework. It also prescribes some alternative ways to resolve
the problems of e-Skills shortage/gap/mismatch in Europe.

2.2.19.Vidhi Agrawal, (2005) says that the paper highlights the different
attributes of a diversified team. With the help of primary research and wellsupported secondary research, a good attempt is made to trace the four corners
of leading a diversified team. It can help future managers to guide a diversified
team for good team performance.

2.2.20.Steven Walczak (2005) in his paper proposes and evaluates a novel

management structure that encourages knowledge sharing across an
organization. The extant literature on the impact of organizational culture and
its link to management structure is examined and used to develop a new
knowledge sharing management structure. Roadblocks to implementing a new
management structure and methods for overcoming these impediments are
discussed. The efficacy of the proposed management structure is evaluated
empirically by examining its effect on organizations that have implemented
portions of the proposed structure. The foundational ideas behind the proposed
Training and Development in Market Research industryorganizational
structure and the structure itself have been implemented in parts at various
organizations located both in the USA and internationally. While the full
management structure model has not been evaluated, the portions implemented
in various organizations have enabled these organizations to assume leading
roles in their respective industries.

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2.2.21.Sameer Kumar, (2001) Says that the impact of the Internet on human
resources management from employees and employers perspectives and
resulting trends are analyzed. Based on the authors industry interactions and
statistics, answers are sought to many pertinent questions relating to quality
human resource initiatives to link with a technologically adept workforce. A
human capital supply chain management framework is proposed which has
decision-support capability in an Internet environment that provides valuebased relationships between partners.

2.2.22.Dr.sarbjit(2000) direction apeejay college of engineering, gurgon,

india, august 18, 2009.In todays fast moving economy and prevailing
uncertainty all around us, the role of HRD is lot more than just identifying
suitable manpower and meeting organizational training needs. Developing
peoples full capabilities and managing them well is the heart of any
organization. This articles focus on three controlling elements for the success
of any business that are people, time and cost.

2.2.23.Paul lewis, William j. rothwell, lindamillar, ahad osman-gani

(2010)This article says that, the effective use of human resources is seen as a
perquisite, and the training and development of employees as paramount. The
growth of training and development as an academic subject reflects its growth
in practice.

2.2.24. lane Randal crocket (2008) identifies useful and feasible methods to
meet these needs. Finally, it suggested that informal science learning is
understood as a collective entity. Main focus is on learning activities, and on
methods.

2.2.25.L.B.oio & D.A.olanivan(2008) says that the impact of training and

development on the performance of home economics teaching schools
important. The study revealed among others that and development has a
positive impact on the performance of home economics teachers.

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2.2.26.Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses

on training and development strategies require remodeling due to globalization
and fast moving business. In order to enhance performance with less cost and
development certain as peers of business, learning opinions frameworks has
been defined.

2.2.27.Clargo, (1998)

IDF Business Consultants says that this paper adds

value to the debate on corporate entrepreneurship and entrepreneurship by

considering the role of employees at all organizational levels. Furthermore it
acknowledges the positive and negative effects which entrepreneurial
propensity may have on the organization.

2.2.28.Alessandra Lazazzara, (2003) says that the paper provides an in-depth

overview of ageing trends within Italian society and culture and outlines the
possible implications for both older workers and organizations.

2.2.29.JOHN W. BOUDREAU, (2001) says that the People Vantage model is

proposed as a framework, the application of the model is illustrated, and the
potential of the model for guiding research and practical advances in effective
HR measures is discussed.

2.2.30.Thomas N. Garavan, (2004) says that this study represents one of the
first studies to investigate training and development and HRD practices and
systems in European call centers.

2.2.31.Ibraiz Tariquea, (2006) says that a discussion of possible criteria of

global talent management effectiveness completes the framework. Hopefully
this integrative framework may guide further academic research on global
talent management and might also inform the work of HR professionals.
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2.2.32.Jie Zhanga, (1992) says that it synthesizes current knowledge drawn

from the academic literature and industry practice, and discusses potential
directions for future research.

2.2.33. Robert E. Lewis, (1986) Says that in this paper we address this
question by reviewing problems with the definition of talent management and
the lack of data supporting many practitioner claims. We then outline research
that supports a systems-oriented definition of talent management that focuses
on the strategic management of talent. We then outline future avenues of
research to further develop the field of talent management and tie it more
closely to the large volume of work in strategic human resources management.

2.2.34.Downe, Alan G (1993) Says that this paper explores perceived gaps
between corporate needs and the availability of skills and attributes among the
talent pool of the Malaysian services sector. In Phase I of the study, 169
human resource managers from service companies were surveyed. Findings
indicated a gap between industry needs and the availability of important
competencies within the pool of prospective workers. Individuals with
competencies in communication, information technology and customer
relationship management, and those with high motivation and career
commitment were most sought by service industry employers.

2.2.35.Sandeep Saxena, (2003) says that this paper studies the female job
retention in technical institutes who work hard at irregular hours in the midst
of their domestic caring responsibility. It was based on the structured survey
through a questionnaire, with female faculties who work in major cities in
India. The Findings suggest a need for change both in organizational and work
policies for female job retention.

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2.3 STATEMENT OF THE PROBLEM

Training and development programs play a vital role in
enhancing the abilities and skills of employees that influence the quality of
work delivered by them. In addition to that these programmes also influence
on behavioural pattern of the employees in order to establish healthy
organisational relations.

Management and the training department will implement

numerous methods and processes in training their employees. But, the
effectiveness of these methods vary from one situation to other and the
training methods should be industry specific, as the environment of one
industry is different from one another.

In concern with market research industry, which is highly skill

based, the organisations follow different methods in training their employees
in order to sustain in vigorous competition and to update themselves with
evolving technology in the industry . But all the training methods will not
produce desired output.

The study aims at evaluating the training programmes conducted

in the market research industry and find out the idealistic and effective
methods of training.

2.4 SCOPE OF THE STUDY:

The study is conducted in a view to understand the effectiveness

of various training methods followed in the market research industry. Based in
the suggestions deduced from this research the organizations of market
research industry can design appropriate training programs to their employees.
In addition to that organisations can understand the policies to be implemented
to involve their employees in the training programmes effectively.

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2.5 OBJECTIVES OF STUDY

2.5.1 Primary objective:
To study training and development practice in market research industry.

2.5.2 Secondary objective:

1. To study the role of training and development for sustainable development.
2. To evaluate various factors affecting training programme.
3. To understand the employees preferred method of skill development
a. On the job experience
b. Continued education training
c. Professional Certification
d. Seminars Webinar
e. Special stretch rotational assignments
f. Stretched mentoring
4. To evaluate the relationship between organisational leadership and training
programme.
5.Role of e-learning in training and development

2.6 HYPOTHESES STATED FOR THE STUDY:

2.6.1 HYPOTHESIS 1
Null Hypothesis: (N0)
Effectiveness of all training programmes is not similar
Alternative Hypothesis: (N1)
Effectiveness of all training programmes is similar

2.6.2 HYPOTHESIS 2
Null Hypothesis: (N0)
Organisation leadership style and training effectiveness are independent of
each other.
Alternative Hypothesis: (N1)
Organisation leadership style and training effectiveness are dependent of each
other
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2.7 LIMITATIONS OF THE STUDY

The research is limited to Market Research industry.

Study is based on samples and not on entire population hence sampling error is
said to exist.

The study cannot portrays the feedback and suggestions from the employees of
all the departments involved in Market research industry.

Time constraint has limited the thorough understanding of the study.

The response may be biased.

2.8 RESEARCH DESIGN

a. TYPE OF RESEARCH
The study is descriptive in nature

b. POPULATION
Employees working in Market Research firms of Bangalore

c. SAMPLE SIZE
The sample for the study is limited to 107 respondents.

d. SAMPLING UNIT
For this study the respondents are the Employees working in Market
Research firms

e. TYPE OF SAMPLING
Simple random sampling method is used for the study

f. TOOLS OF DATA COLLECTION

Primary data:
Primary data will be collected using a structured questionnaire as well as
personal interview method.
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Secondary data:
The secondary data for this work will be obtained from company magazines
and brochures, website, newspapers, internet, text books, reports and other
promotional materials

2.9 PLAN OF ANALYSIS

The data collected from various sources will be tabulated and represented
using the percentage and ranking method. Graphical tools like bar diagrams,
pie charts etc., will be used to illustrate the tabulated data pictorially.
Inferences and interpretation of the data will be done on the basis of tabulated
data.
In Hypotheses1the null hypotheses will be tested using Chi-Square test (for
independence of attributes at 5% level of significance)and In Hypothesis 2 the
null hypotheses will be tested using ANOVA test.

2.10 PROPOSED CHAPTER SCHEME:

a. Introduction
b. Review of Literature & Research Design
c. Profile of Industry/Business/Selected Organisations
d. Results, Analyses and Discussions
e. Summary of Findings, Conclusions and Recommendations.

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CHAPTER-3
INDUSTRY PROFILE
Changes in the global environment are presenting organizations
with both new opportunities and challenges. Rapid advances in technology,
increasing international trade and investment, growing Wealth and affluence
across the globe, and a convergence of consumer tastes and preferences are
compelling businesses to expand their globalization strategies and tactics. In
essence, the global economy is forcing organizations to adapt to a new
international order

The process of international Market research shares many

commonalities with its domestic counterpart, namely the familiar steps of
problem definition, methodology design, fieldwork, and final report and
recommendations. The major differences between the two involve disparities
that spring from political, legal, economic, social, and cultural differences
across countries, and the problem of comparability of research results.

3.1 INTRODUCTION TO INTERNATIONAL MARKET RESERCH

Market research is the vital link between the organization and its
customers. The objective of sound Market research is to interpret consumer
behaviour and translate the perspective of key customers into actionable
marketing strategies. Without this open dialog with customers, companies are
unable to keep in touch with vital consumer behaviour trends and the many
influences that affect the customers of an organization.

In today's consumer environment of over-choice and overcommunication, growth can only be realized by organizations that are very
skilled at crafting Well-targeted strategies directed at specific micro-niches of
the larger macro market. Companies that go to market without first uncovering
specific segment needs and perceptions risk facing the monumental cost of
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marketing failure. With new consumer product launches typically costing $25
million or more, the risk of not incorporating consumer behaviour into
marketing strategy is considerable.

Since the mid-1990s, the international research business has

grown tremendously. In 1995, the top 25 global Market research organizations
had aggregate revenues of only $5.7 billion, and 45% of their revenues came
from outside the companies' home countries. By 2004, revenues had grown
133%, to $13.3 billion, while out-of-home-country share grew to 67%. As
illustrated by these figures, it is clear that spending on international Market
research projects is on the rise in the U.S. and other countries. It has been
estimated that it costs six times as much to attract a new customer as it does to
keep a current customer. This fact demands that organizations increasingly
must stay in touch with their best customers.

The most actionable method employed by market-driven

organizations to keep pulse with their valued customers is the effective use of
Market research. Only by having an open dialog with their customers can
companies learn about the subtle shifts in buying preferences that, without
proper management, ultimately lead to company and/or brand defection. As
more organizations pursue global business strategies, they will require and
demand international sources of market information. In order to compete
effectively in the 21st century, these businesses will need specialized, targeted
information about buyers in dispersed international markets. Connell (2002)
argues that, in the business-to business market, there is ample justification for
conducting international Market research in support of the design, execution,
and interpretation of a wide variety of global marketing strategies.

In order to make effective marketing strategy decisions,

marketers who are increasingly drawn to the global marketplace because of the
opportunity it represents need a reliable and valid source of information. Craig
and Douglas (2005) discuss three major information needs relative to
international Market research. These represent:
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(1) Information needed for international market entry. This includes

information concerning macro issues (e.g., the political, legal, and regulatory
environment of each foreign country) and micro issues (e.g., product or service
sales potential, market growth rate, and competitive intensity).

(2) Information needed for local market planning. These issues primarily
surround strategies and tactics related to developing the appropriate marketing
mix.

(3) Information related to global rationalization. This involves evaluating and

integrating data previously collected in order to monitor changes in the
international environment. To accomplish these critical information objectives,
marketers require an international Market research framework.

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3.1.1The international Market research framework

Through the use of marketing research practices, international

product and service providers can develop the most effective international
marketing strategies that will lead to sustainable competitive advantage

Market research process within the context of the four familiar stages of the
domestic research process: setting objectives, designing methodology,
collecting data, and reporting findings.

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3.2 INTRODUCTION TO MARKET RESEACH INDUSRTRY

IN INDIA

Conducting Market research in India is partially science, partially

art. Market information that is needed by companies is very sketchy. Internet
and other communication tools that are mature in developed world are not
systematically available. At the same time the market is growing at an
unprecedented rate which changes the market landscape. There are pockets of
Indian market where Market research can use the most sophisticated data
collection methods that can match with any other country, but on some other
segments Market research have to use the techniques from the 60s. There are
too many moving parts to this system.

Large multibillion dollar companies with large research budget

can conduct research at big budgets, but in the same market, small and
medium size business are trying to compete with these large competitors and
they need market information. Market information is the battleground of
tomorrow. Everyone needs market information to succeed. Market research
have been helping many small and medium sized companies with Market
research in India using innovative techniques that involves secondary research
that is combined with primary research and business savvy to deliver results.
In todays competitive business scenario, every company small
or big, Indian or MNC, family owned or professionally managed would like to
make better business decisions. It has now been accepted that the best way to
make better business decisions is through professional support rather than gut
feel and experience as earlier. Marketing today is a complex task in a
competitive market. In this context, Market research is becoming increasingly
popular as far as business decision making is concerned

Market research is the collection and analysis of information

about consumers, competitors and the effectiveness of marketing programs.
Market research is a very actionable tool. The findings of Market research are
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directly linked to profits and growth of the business. Companies commission

Market research because it can help them increase profits and grow the
business

Market research helps companies in three ways:

By helping understand current customer tastes and preferences in order to
ensure that they continue to buy companys products
Help understand the tastes and preferences of competition customers in order
to try and sell companys products to them
Helping launch new products and services effectively by understanding the
potential of the market

Market research has grown substantially during the last 20 years.

The current size of the Indian Market research industry is estimated at Rs. 675
cores small compared to the size of the advertising industry which is estimated
at Rs. 16,300 crones but large compared to what it was around 20 years.

The growth of Market research during the last 20 years is a

testimony to its increasing popularity in India .At the same time, Market
research in India is at a crucial phase as far as acceptability is concerned.
Although many companies accept the importance of Market research, decision
making related to commissioning a Market research study can sometimes be
long and time consuming.

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3.3 Challenges of conducting Market research

Due to the complexities of conducting and managing Market

research projects across national boundaries, many factors exist that, if not
adequately addressed, can negatively impact project management and,
consequently, project deliverables.

These factors can impact any and, for that matter, all of the traditional Market
research steps discussed previously.

3.3.1Cultural challenges
Conducting Market research in an international market requires a great deal of
new learning. From a managerial perspective, this includes a more
comprehensive understanding of native culture. Cultural elements such as
social institutions, gender roles, language, religion, aesthetics, education, and
time orientation are closely intertwined with national culture and have a major
impact on the acceptability and adoption of new products and services.

a. Language
Now that Market research is being conducted around the globe,
researchers must take language and cultural factors into account when
designing questionnaires. Language represents the most obvious factor that
makes international Market research so challenging. While many middle and
upper management executives worldwide have some command of the English
language that does not mean that English must be employed in conducting all
research. To make matters even more complicated, variations within the same
language may exist.
For example, English speakers in the U.K. and America have long complained
that they are separated by a common language.

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b. Translation

The most common problem in questionnaire design involves

translation into other languages. A questionnaire developed in one country
may be difficult to translate because equivalent language concepts do not exist,
or because of differences in idiom, vernacular, and phrasing (i.e., syntax). For
example, the concepts of uncles and aunts are not the same in the U.S. as in
India; there, the words for aunt and uncle are different for the maternal and
paternal sides of the family. And while Spanish is spoken in both Mexico and
Venezuela, researchers have found that the translation of the English term
retail outlet works in the former country, but not in the latter.

c. Syntax
As previously mentioned, syntax is closely related to language.
In fact, syntax specifically refers to word phrasing and sentence construction.
For example, simply translating English questionnaires into German is very
problematic. While the resulting product may look German, it's not really very
German. The same is true of the reverse process (from German to English): it
looks English, but isn't. The syntax is what makes the difference.
d. Cultural norms
Following language, the most significant variable in successful
foreign Market research is cultural norms. These norms are very influential
forces, and can represent the difference between successful product
introduction and failure. Unfortunately, cultural norms are usually very subtle
rather than blatant and obvious, which makes them hard to discern and detect.

e. Time zones
Time zones present difficulties in conducting any type of
business in foreign markets, and Market research is no exception. During
fieldwork, Market researchers frequently find it necessary to communicate
with the facilities that have been hired to conduct the actual interviews.
Differing

time zones in other countries impact project communication and,

ultimately, project timing. More days are required to field a given research
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project to allow for communications that may need to occur half-way around
the world. Even the time of day matters in places like Japan, where businessto-business interviewing is very difficult to conduct during business hour.
Because Japanese employees are so loyal to their employers, they hesitate to
devote time to anything other than their immediate work efforts while in the
office. As Well, employers believe they owe absolute commitment to their
employees while on the job.

f. Foreign holidays
The United States has a list of approximately 12 standard
holidays per year. Other countries have different lists, which can be much
longer and certainly differ from the American calendar. Holidays are yet
another factor that can add to the total time frame required to complete an
international
research project. Prior to starting research, clients should always check the
holiday schedule of the country in which they are working. Nearly every
Monday is a holiday somewhere in the world.

3.3.2 Sampling issues/sampling frame

If Market research consider the process of conducting marketing
research in China. China has a total population of around 1.3 billion, 350
million of which live in urban areas of 622 cities and scores of smaller towns.
Of the cities, only 32 have populations of at least one million, while 42 have
populations between500,000 and one million, and the remaining 548 have
populations of less than 500,000 . Since almost no small towns or rural areas
are included in Market research projects, what constitutes a nationally
representative sample of the Chinese market? Considering the framework of
Market research, the unit of analysis in a complex single county like China
varies widely between national, regional, and/or local. Adding additional
countries only makes the project more challenging for internal Market research
managers to administer.

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3.3.3 Measurement issues

In international Market research, it is critical to establish the
equivalence of scales and measures used to obtain data from different
countries. One of the significant issues that must be dealt with early in the
international Market research process is the equivalence of data. This involves
three considerations. First, it has to be ascertained whether the constructs being
studied are equivalent. Second, the equivalence of the measures of the
concepts under study has to be determined. This means that the phenomena are
being measured consistently in each country. Finally, the equivalence of the
sample being studied in each country or culture must be considered. The issue
here is that the samples used in each country are equivalent to each other.

These considerations involve substantial measurement issues that

are increasingly critical in an international environment. The concepts of
reliability, defined as consistency over time, and validity, which is concerned
with what the instrument is actually measuring, are important to any Market
research effort, especially those that cross national boundaries.

3.3.4 Market research infrastructure

Media availability, Internet penetration, quality control, and the

overall Market research infrastructure significantly impact the success of
international research projects. Where little or no media exists, these options
are no longer open to international researchers. Widespread print and
broadcast media options and extensive databases are generally an advantage.
Further, Internet penetration remains skewed to males under age 40 with above
average education and household income. Until its usage rate increases to a
point that approximates a broader cross section of customers, the Internet
cannot be considered a viable primary Market research instrument. This is
especially true in the international setting.

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3.3.5 Currency fluctuations

Market research is any organized effort to gather information
about target markets or customers. It is a very important component of
business strategy. The term is commonly interchanged with marketing
research; however, expert practitioners may wish to draw a distinction, in that
marketing research is concerned specifically about marketing processes, while
Market research is concerned specifically with markets.

3.4 IMPORTANCE OF MARKRT RESEARCH

Market research is a key factor to maintain competitiveness over

competitors. Market research provides important information to identify and
analyze the market need, market size and competition.

Market research, which includes social and opinion research, is the systematic
gathering and interpretation of information about individuals or organizations
using statistical and analytical methods and techniques of the applied social
sciences to gain insight or support decision making.

Market research's focus is on helping corporations solve their

business issues by integrating market research with their teams in a way that
saves them time. For each assignment, Market research map all relevant
information sources and form insights based on a 360 view of the market (or
consumer). By doing so, market research clients are able to focus on inspiring
their organizations to make the right business decisions to gain a competitive
advantage. True Intelligence comes from a 360 approach True Intelligence
comes from Analytics and Synthesis of all available data and information
sources.

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SOURCE: www.blueoceanmi.com/

A comprehensive understanding of the marketplace is the

foundation for all business decisions. Market research solutions offer both a
quick market assessment and a deep market opportunity analysis.

Competition today is more intense, complex, and multidimensional than ever before. Organizations must be fully aware of all
competitive activity and being a step ahead is critical, even a necessity to the
survival of some organizations. Market research's offers unique value around
competitive intelligence based on two critical differentiators:

1.

A 360 Discovery approach to competitive intelligence which synthesizes

information from multiple sources, such as company reports, syndicated and

secondary data, data analytics reports, primary research, social media,
providing a comprehensive view of the competitor that goes beyond
competitor profiling and market share analysis. Market research goal is to help
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organisations calibrate their research offerings and go-to-market strategies

against the competition, and discover new opportunities and strategies to help
you gain traction.

2.

Continuous market and competitor tracking and multi-modal intelligence

delivery. Market research team of experienced market and competitive

intelligence analysts continually track developments in the marketplace and
competitor activity. This enables us to generate specific deliverables that can
address the needs of different stakeholders in ymarket research company ranging from quick competitive alerts delivered in real-time

3.4.1 Multivariate Analysis

Multivariate Analysis includes predictive modelling using regression based

techniques like linear regression, logistic regression, multinomial regression
etc. Data reduction and clustering based techniques like factor analysis, cluster
analysis, latent class analysis etc.

Confirmatory modelling using structural equation modelling,

partial least square analysis, canonical correlation, discriminate analysis etc.
Experimental designs using conjoint analysis, adaptive conjoint and choicebased conjoint etc.

3.4.2 Big Data Analytics

Market research is an analytics hub for leading organizations
solving for complex business problems and those looking for truly
consultative, data-driven analytical solutions.

Big Data will drive $232 billion in spending through 2016.

Market research believes in providing comprehensive, detailed and customized
end-to-end solutions. Market research brings in a high level of technical
proficiencies, combined with business expertise, to identify and address the
areas that matter the most. Market research seek to help organisations improve
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marketing performance; efficiently trade-off risks against different available

options, maximize customer lifetime value, and increase operational
efficiency. Market research solutions include predictive capabilities, where
Market research extrapolate historical data to identify and chart out future
behaviours.

3.4.3 Customer Analytics

Strategic customer analytics enhances customer engagement.
Keeping that in mind, Market research approaches customer analytics with a
focus on improving customer engagement by delivering a better experience,
achieving higher revenue, profitability and thereby, increased loyalty from
satisfied customers. A typical advanced analytics engagement will consist of
some of the following stages

Single Customer View: Market research can build an effective and simple
ecosystem that ensures a single view of customer across multiple product
holdings. Market research connect all the customer data across various
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enterprise applications like application data, CRM data, product level data,
customer service data, etc. Market research approach is practical, easy to
implement and generates immense value quickly for organisations rather than
building an overly complex infrastructural solution.

New Customer Acquisition: Market research can help organisations define a

data-driven strategy to target and acquire new customers using historical
customer acquisition patterns identified from data. This may include a risk
analytics solution to ensure the right kind of customers is included.

Customer Lifetime Value: Market research apply varied analytical approaches

to calculate the customer lifetime value based on historical data of customer
portfolio, so that organisations can better manage marketing and customer
engagement programs to maximize overall value.

Customer Segmentation: Market research provide a complete understanding of

the attributes that define different types of customers within organisations
entire customer base using demographic data, attitudinal data, behavioural data
and social data. Market research offers a unique 360 customer segmentation
that captures all these data categories.

Portfolio Management: Market research delivers quantitative and qualitative

direction to manage the customer portfolio for experience, revenue and
profitability enhancement. Market research core offering includes a cross-sell
and up-sell model using segmentation-based or propensity modelling
approaches.

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3.4.5 Marketing Analytics

As organizations find new ways to communicate with their
customers, it becomes imperative to measure the return on marketing dollars
spent at various levels (channel, product, region, etc.). Market research offers
an array of services to help organisations analyze and measure the
effectiveness of marketing initiatives.

Market Mix Modelling: As one of the oldest analytics applications in

marketing sciences, Market research help organisations to evaluate the return
on investment (ROI) and optimum allocation of organisations marketing
budget. Market research can also help organisations to simulate and forecast
sales. With the advent of new age media data and the need for quick market
reactions, the use of traditional regression-based approach is no longer
appropriate. Market research have developed a proprietary solution that
incorporates all forms of granular media and marketing data, and deploys
various techniques which allow for more accurate and faster market mix
models.

Simulated Pricing Models: Market research map and define different pricing
options considering various external and internal drivers of sales and
profitability. Market research also develops a pricing simulator through which
various pricing scenarios can be evaluated on an interactive basis.

Promotion Analytics: Market research effectively channels the available

marketing resources to ensure maximum returns on organisations promotional
activities. Market research can not only help optimize the promotions based on
historical performance, but also reduce leakages during the promotion
campaigns.

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3.4.6 Digital Science

Digital adoption by consumers has been on the rise, and
organizations are innovating with new practices to embrace digital channels as
part of their main stream marketing decisions. These actions have been made
possible with the advent of data and analytics.
Every organization is at a different level of maturity in the adoption and
implementation of their digital sciences infrastructure. Market research's
Digital Sciences allows organisations to map organisations current position
and demonstrates how organisations can build a strong future in digital media.
There are several service areas that complement market research DSMM and
can enhance organisations current digital analytics practice.

Digital Marketing: Personalized Engagement, Better Efficiency, Greater ROI

Digital media has disrupted and challenged the traditional ways in which
organizations interact with consumers. To respond to increasingly connected
and device-toting customers, organizations are increasing expenditures and
adoption of digital marketing channels to create a strong digital presence.
Corporate leaders across industries are constantly searching for innovative
ways to interact with customers and boost profitability in the process. Rapid
change in consumer behavior is being driven by swift adoption of digital
media and use of new generation consumer technologies at home or
workplace. It has become critical for organizations to harness the power of
digital marketing to achieve business objectives and drive superior
performance.
Strong digital strategies can improve a brand's position leading to
increased revenue, strengthened brand image, attracting right employees,
reduced costs and an optimized portfolio of products and services.

Market research offers a comprehensive, yet flexible, and

business-driven framework to help organizations craft a robust digital
marketing strategy and devise a roadmap that meets exact requirements.
Market research also provide a framework that re-wires the existing digital
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channels to maintain consistency in content, messaging, engagement and user

experience. Market research services work across three main digital focus
areas:

Acquisition channels

Retention channels

Engagement channels

Market research digital marketing team acts as an extension of

organisations core marketing team, delivering strategic and daily execution
support based on go-to-marketing strategies and programs. These strategies
and execution are deployed by leveraging data and insights from multi-faceted
data sources.

Channel Activation and Optimization: Market research can help organisations

optimize their current marketing channels and activating new ones (like social
media channels, search, banner placements, video, etc.). Market research team
is equipped to help organisations achieve their digital marketing goals and
objectives. Market research believes that channel activation should consist of a
strategic outlook to deliver and optimize compelling stories to their existing
and new customers.

Omni Channel Campaign Design, Deployment and Evaluation: Market

research deliver comprehensive support to design, deploy and evaluate
campaigns across digital platforms. This enables organisations to optimize all
facets of their digital campaigns - from paid search, SEM, to social media, to
display ad targeting and email marketing. Return on Marketing Investments:
Market research bring advanced analytics to all marketers based on insights
formulated from diverse and multiple customer touch points and sources.
Market research measure the effectiveness of marketing efforts across digital
channels and calculate ROI based on predefined factors. These attribution
models are very effective in helping organizations spend more effectively and
make wiser decisions on a variety of digital channels.

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The

trials

of

running

effective

digital

operations

for

organizations remain a constant. Digital marketers and leaders have to build

structures, processes and adopt technology that can support their organization's
digital priorities. Additionally, forming an effective team with the required
skill sets, agility and nimbleness to quickly understand and respond to the
changing needs of customers or the organization is becoming a significant
challenge for many digital leaders. Every organization that wants to realize the
full potential of their digital channels faces a daunting task of collecting data,
integrating the information into real-time analytics, synthesizing findings and
then converting them into actionable insights to deliver measurable results for
building ongoing relationships and more personalized offerings.

Market research's wide array of best-in-class tools and

techniques, expert team of consultants, data scientists, creative experts and
digital marketing strategists combine research, consultancy, training and
measurement to craft custom solutions and road maps to meet organisations
expectations.

Testing Operations
In today's competitive world, marketers need to take appropriate measures for
delivering relevant and personalized experiences at every point and across all
digital assets. In order to do that, organisations need to understand the
significance of optimizing their website to increase visitor conversion and
build loyalty.
Market research employ best-in-class enterprise testing and optimization
practices in order to determine the most effective sequencing of content, and
messaging for website visitors; the goal is to deliver a personalized experience.
Features:

Recipe deployments

Best-in-class coding practices

Pre and post-campaign deployment quality and compliance

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Social Lead Acquisition

Market researchs unique social lead acquisition process has
helped many medium to large organizations acquire new leads. The unique
service allows organizations to tap into social to identify, nurture and generate
leads, which can be passed on to sales team for further closure. The process
integrates seamlessly with other lead management processes. The comparative
costs of leads from social channels are far less than the traditional channels,
thereby resulting in a better ROI. The service also amplifies brand recognition
and authority over competition.

Influencer Identification and Engagement

Market

research

influencer

identification

process

is

an

integration of science, business theme and outcome expected. This service

identifies the most influential or better advocates for the organization/brand
and also helps in designing the best approach to engage, communicate and
measure the success. Market research clients have been able to witness
improved and quicker results in influencer engagement strategies by
leveraging market research expertise.
Tag Management
Market research in-house tag management software is an
intuitive tool that helps organisations improve efficiency and enhance user
experience by creating strong analytics, an unparalleled brand experience. The
software scans website and collects information about tags and identify
missing tags, errors or inconsistencies.
Benefits:

Increased marketing agility

Customized solution to suit organisations requirements

A/B tests and heat maps to improve conversions

Enable re-targeting to increase ad response rate

Track path to purchase for advanced analytics

Analyze user behavior

Improve page load time

Optimize digital ROI

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Creative Services
From designing email templates to copy writing, market research creative team
helps brands in translating insights and digital strategies to effective designs
and content to deliver unparalleled brand experience for customers and
increased engagement across channels.

Dynamic email and landing page design and coding

Face book page design and FBML coding

HTML5 and other technology coding

Banner ad design

Micro-site creation

Copy writing

3.4.7 Social Media Intelligence

In today's multidimensional, rapidly evolving and Internet-based

world, consumers are connected using a new generation of interactive social
media channels and services. They can shop from around the globe, find out
more about the brands they are dealing with and share their experience,
opinions, sentiment and much more with hundreds of thousands, if not
millions, of fellow customers. As consumers are increasingly taking centre
stage, organizations must adapt to the changes in their consumer behaviour
and expectations. However, many face various internal as well as external
challenges to track these conversations and convert them into meaningful
customer engagements and formulate business intelligence out of the same.
Market research offers a comprehensive and end-to-end social intelligence
solution that effectively addresses business challenges and helps organizations
gain a much-needed advantage.

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3.4.8 Consumer Goods and Services:

The Consumer Goods and Services industry is highly dynamic

and characterized by continuous innovation, market expansion .As data
continues to rise, customer preference keeps evolving and information
becomes readily accessible to consumers, organizations are being forced to
increase the brand portfolio and expand their boundaries by foraying into new
geographies. With today's mobile and socially aware consumers, organisations
are expected to make quick and accurate decisions, predict correct demand
patters as well as engage, convert and retain consumers. Market research's
suite of services and solutions are designed to help organisations achieve
effective business decisions and focus on price, performance and potential.

3.4.9 Life Sciences

Market research believes impactful intelligence is a key building
block of strategy planning and business performance management. Market
research also believe that the future of the life sciences industry (drugs,
devices, diagnostics and healthcare delivery) lies in innovative health
technology products and services, in equal measures.

Pharmaceutical:

Accelerating

the

discovery,

development

and

commercialization of innovative drugs, diagnostics, formulations and delivery

vehicles that have the potential to deliver superior clinical efficacy, patient
outcomes and health economic utility.

Healthcare: Identification of innovative healthcare protocols, patient

engagement programs and health technologies thereby improving patient
outcomes and decreasing the overall healthcare cost burden.

Medical device: Integrating biology with biomedical engineering to help

discover, develop and commercialize device based therapeutics creating a
wider portfolio of health technologies for physicians thereby improving patient
outcomes.
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3.4.10 Information Technology

The information technology landscape has always been
characterized by rapid changes driven by innovation and an insatiable appetite
from consumers for the latest and greatest. The pace of these changes has only
accelerated in the last few years, and today the industry is going through
paradigm shifts nearly every quarter.

These constant and rapid changes can pose significant challenges

to organizations, and even more so for those in the technology space. These
challenges exist across the lifecycle of technology products and services.

Product Development
Consumers don't always know what they want or need from their
next piece of technology. In order for companies to be successful, product
planners and insights teams need to think out-of-the-box, while being agile and
quick to respond to an evolving consumer mindset.

Market research's wide range of capabilities and deep industry

experience, paired with market research 360 approach, ensures that key
decision makers are able to fuse the necessary sources of data to achieve
complete and robust insights for a competitive advantage.

The ever-evolving retail space poses major challenges as it

attempts

to

enhance

shopper's

experience,

optimize

inventory

and

merchandising, enable Omni-channel experience, online store operations and

capitalize on opportunities to make better decisions. Market research has
designed market research retail solutions specifically to account for these
challenges.

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3.4.11 Telecommunications
The telecommunication industry has evolved rapidly in recent
years primarily due to increased mobility, competition and regulatory norms.
New-age technologies have also helped facilitate this rapid growth.
Meanwhile, the industry has also shifted dramatically as the big players are
taking advantage of the Internet to flood the marketplace with innovative
offerings and customized services.

In the face of this competitive environment, the service providers

are not only expected to deliver new and value-added services but deliver
them rapidly and operate more flexibly and efficiently. They must compete
harder than ever and factor into their strategic decisions to match up the speed
of this increasingly evolving market and to maintain brand loyalty. Effective
customer targeting and high customer satisfaction delivery require thorough
understanding of customer life cycle and the key reasons for churn.

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CHAPTER-4
RESULTS, ANALYSES AND DISCUSSIONS
4.1. Does your organisation conduct training programmes to employees?
Table 4.1:
Organisations Conducting Training Programmes
Sl. No.

Results

Responses

Percentage

Yes

107

100

No

107

100

3
Total
Source: Field Survey
Chart 4.1:

Organisations Conducting Training Programmes

No
0%

Yes
100%

DATA ANALYSIS:
From the above table 4.1 it is found that 100% of organizations will conduct
training programmes to their employees. Organisations of respondents involve
in the survey are conducting training programmes to them.

DATA INTERPRETATION:
Training and development has become an integrated part of most of the
organisations. In the present era Training and development is considered as
one of the key factors which lead the company towards achieving its
objectives thereby leading towards success of the organizations.
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4.2 How often does your organisation conduct training programmes to employees?
Table 4.1:
Frequency of Training Programmes conducted in organisations
Sl. No.
1
2
3
4

Results
Annually
Half yearly
Quarterly
Others
Total
Source: Field Survey

Responses
12
22
48
25
107

Percentage
11
21
45
23

Chart 4.2:
Frequency of Training Programmes conducted in
organisations

12
25
Annually
22

Half yearly
Quarterly
Others

48

DATA ANALYSIS:
From the above table 4.2 it is found that 45% of organisations conduct training
programmes for every three months, 23% of organisations conduct training
programmes for every Six months, 21% of organisations conduct training
programmes for every twelve months, and 11% of organisations will schedule
their training programmes based on the organisational requirements.

DATA INTERPRETATION: Most of the organisations have identified the

importance of training programmes and are frequently conducting training
programmes to their employees to develop their abilities and skills, so that it
leads to over all development of organisation.
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4.3 Did you attend the training programmes conducted by your organisation?
Table 4.3:
Attendance of employees to training programmes conducted in their
organisation
Sl.
No.
1
2
3

Results
Yes , I attend all the training programmes
I attend most of the training programmes
I attend some training programmes
No I dont attend training programmes conducted in
4
the organisation
Total
Source: Field Survey

Responses
41
29
27

Percentage
38
27
25

0
107

Chart 4.3:
Attendance of employees to training programmes conducted in their
organisation
0
Yes , I attend all the training
programmes

27
41

I attend most of the training

programmes
I attend some training
programmes

29

No I dont attend training

programmes conducted in the
organisation

DATA ANALYSIS:
From the above table 4.3 it is found that 38% of respondents will attend all the
training programmes conducted in their organisations, 27% of respondents will
attend most of the training programmes conducted in their organisations, and
25% of respondents will attend some of the training programmes conducted in
their organisations.
DATA INTERPRETATION:
Most of the employees are highly motivated to improvise their skills and
abilities in order to meet the changing requirements of their organisation and
market research industry.
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4.4: Are the training programmes helpful in improving your professional skills
and performance in the job?
Table 4.4:
Effect of training programmes in improving skills and performance of
employees
Sl. No.
1
2
3

Results
Highly helpful
Moderately helpful
Not helpful
Total
Source: Field Survey

Responses
52
53
2
107

Percentage
48.6
49.5
1.9

Chart4.4:

Effect of training programmes in improving skills and

performance of employees
2

52
53

Highly helpful
Moderately helpful
Not helpful

DATA ANALYSIS: From the above table 4.4 it is found that 48.6% of
respondents feel that the training programmes conduct in their organisations
are highly helpful in improving their professional skills, 49.5% of respondents
feel that the training programmes conduct in their organisations are moderately
helpful in improving their professional skills and 1.9% of respondents feel that
the training programmes conduct in their organisations are not helpful in
improving their professional skills
DATA INTERPRETATION:
The training team and HR department of majority organisations are not
collecting suggestions from the employees about the actual requirements and
content of the training programme designed by them. On the other hand a good
chunk of the organisations are really focused about the suggestions from their
employees.
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4.5 Do you agree that the training programmes conducted will be helpful in
overall development of your organisation?
Table 4.5:
Impact of training programmes in overall development of
Sl. No.
1
2
3

Results
Yes, I agree
Partially agree
Disagree
Total
Source: Field Survey

Responses
69
34
2
105

organisations

Percentage
64.5
31.8
1.9

Chart 4.5:
Impact of training programmes in overall development of
organisations
2
34
Yes, I agree
Partially agree
69

Disagree

DATA ANALYSIS:
From the above table 4.5 it is found that 64.5% of employees agree that the
training programmes will be helpful in overall development of their
organisation, 31.8% of employees agree that the training programmes will
partially be helpful in overall development of their organisation, and 1.9% of
employees dis-agree that the training programmes will be helpful in overall
development of their organisation.

DATA INTERPRETATION:
Most of the Training teams and HR departments are conscious and are aware
about the content to be implemented in the training programmes to impact
overall development of their organisation.

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4.6 Do you feel that the training programmes conducted will help your
organisation to withstand in the competition of market research industry?
Table 4.6:
Impact of training programmes to withstand in industrial competition
Sl. No.
1
2
3

Results
Yes, I agree
Partially agree
Disagree
Total
Source: Field Survey

Responses
60
44
3
107

Percentage
56.1
41.1
2.8

Chart4.6:
Impact of training programmes to withstand in
industrial competition
3

44
Yes, I agree
60

Partially agree
Disagree

DATA ANALYSIS:
From the above table 4.6 it is found that 56.1% of employees agree that the
training programmes will be help their organisation to withstand in the
competition of market research industry, 44.1% of employees partially agree
that the training programmes will be help their organisation to withstand in the
competition of market research industry, and 2.8%of employees disagree that
the training programmes will be help their organisation to withstand in the
competition of market research industry
DATA INTERPRETATION:
Most of the organisations are studying the changes in the market research
industry and designing the training programmes to train their employees and
equip them to serve the changing industrial needs, so that the organisation can
withstand in the competition.
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4.7. Who will design the training programmes in your organisation?

Table 4.7:
People involved in designing the training programme
Sl. No.
1
2
3
4

Results
Management
H.R. manager
Training team
Others
Total
Source: Field Survey

Responses
14
32
49
12
107

Percentage
13.1
29.9
45.8
11.2

Chart 4.7:
People involved in designing the training programme

12

14
Management
H.R. manager
32

Training team

49

Others

DATA ANALYSIS:
From the above table 4.7 it is found that 48.5% of employees training
programmes are designed by the training team, 29.9% of employees training
programmes are designed by their H.R.Manger, 13.1% of employees training
programmes are designed by their Management and 11.2% of employee
training programmes are designed by other resources.

DATA INTERPRETATION:
We can understand that most of the organisations are maintain a training team
in their organisations. This indicates the importance and priority given by
those organisation regarding employees training programmes.

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4.8. Does the training team collect feedback from employees to evaluate the
effectiveness of training programmes?
Table 4.8:
Collection of feedback from employees regarding training effectiveness
Sl. No.
1
2
3

Results
Yes
No
Total

Responses
99
8
107

Percentage
92.5
7.5

Source: Field Survey

Chart 4.8:
Collection of feedback from employees regarding
training effectiveness

Yes
No

99

DATA ANALYSIS:
From the above table 4.8 it is found that 92.5% of the organisations collect
feedback from their employees and 7.5% of organisations do not collect
feedback from their employees.

DATA INTERPRETATION:
Most of the organisations tend to collect the opinions and views of their
employees regarding the training programmes. This indicates that, most of the
organisations are open collect feedback and suggestions from their employees
to increase the effectiveness of the training programmes.

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4.9. Do you feel that the feedback collected from employees regarding the
training programmes will be implemented by Training team?
Table 4.9:
Implementation of feedback from the employees to improve the effectiveness
of training programmes
Sl.
No.
1
2
3
4

Results
Yes, the feedback from employees will be implemented
The feedback from employees will be implemented most of the
times
The feedback from employees will be implemented occasionally
No, feedback from employees will not be considered in
designing further training programmes
Total
Source: Field Survey

Respo
nses
47

Percent
age
43.9

42
6

39.3
5.6

12
107

11.2

Chart 4.9:
Implementation of feedback from the employees to improve the
effectiveness of training programmes
Yes, the feedback from
employees will be implemented

12
6

The feedback from employees

will be implemented most of
the times

47

The feedback from employees

will be implemented
occasionally

42

No, feedback from employees

will not be considered in
designing further training
programmes

DATA ANALYSIS:
From the above table 4.9 it is found that 43.9% of the organisations will
implement the collected feedback from their employees, 39.3% of
organisations will implement the collected feedback from their employees
most of the time, 6% of organisations will implement the feedback
occasionally, and 12% will not implement the feedback.

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DATA INTERPRETATION:
The organisations implementing the feedback are nearly in equal proportion
with that of the organisations not implementing the feedback from the
employees. Not all the organisations

give importance to the views of

employees regarding the training programmes.

4.10. Please rate the effectiveness of the training programmes conducted in

your organisation
Table 4.10:
Effectiveness of training programmes conducted by organisations
Sl. No.
1
2
3

Results
Highly Effective
Moderately effective
Not effective
Total
Source: Field Survey

Responses
38
67
2
107

Percentage
35.5
62.6
1.9

Chart.4.10:
Effectiveness of training programmes conducted by
organisations

38
Highly Effective
Moderately effective
Not effective
67

DATA ANALYSIS:
From the above table 4.10 it is found that 62.2% of the employees feel that the
training programmes conducted by their organisations are moderately
effective. 35.5% of the employees feel that the training programmes conducted

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by their organisations are highly effective, and 1.9% of the employees feel that
the training programmes are not effective.
DATA INTERPRETATION:
It can be understood that only some organisations will consider the suggestions
and feedback from the employees in designing the training programmes. In
order to improve the training effectiveness employees feedback should back
should be considered.

4.11.Does the training team evaluate the performance of employees after

conducting training programmes?
Table 4.11:
Evaluation of employees performance after conducting training programmes
Sl. No.
1
2
3
4

Results
Yes, They do
They will evaluate most of the times
Evaluation is occasional
No, they will not evaluate
Total

Responses
43
45
17
2
107

Percentage
40.2
42.1
15.9
1.9

Source: Field Survey

Chart 4.11:
valuation of employees performance after conducting
training programmes

Yes, They do

17
43

They will evaluate most of

the times
Evaluation is occasional

45

No, they will not evaluate

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DATA ANALYSIS:
From the above table 4.11 it is found that 40.2% of the organisations will
evaluate the performance of the employees after conducting training
programmes, 42.1% of the organisations will evaluate the performance of the
employees most of the times after conducting training programmes, 15.9% of
organisations will occasionally evaluate the performance of the employees and
1.9% of employees will not evaluate performance of the employees after
conducting training programmes.

DATA INTERPRETATION:
Most of the organisations will evaluate the performance of their employees
after conducting training programmes in order to know the effectiveness of the
training programmes. By doing this the organisations will have a clear picture
about the skill set of their employees. This will also help organisations to
conduct more effective training programmes.

4.12.Pleas rate the following methods of training based on their effectiveness

(please tick appropriate options)
Table 4.12.a
Effectiveness of On the job training programmes
Highly
Effective
Effective Moderately Effective
On the job experience 30
45
32
Percentage
28.0
42.1
29.9
Source: Field Survey

Not
Effective
0
0

Total
107

Chart 4.13 a
On the job experience
0

30

32

Highly Effective
Effective
Moderately Effective

Not Effective
45

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Table 4.12.b
Effectiveness of Continued education training"
Highly
Effective
Continued
training
Percentage

Effective

Moderately
Effective

Not Effective

Total

45
42.1

0
0

107

education
16
46
15.0
43.0
Source: Field Survey

Chart 4.12.b
Continued education training
0
16
Highly Effective
Effective

45

Moderately Effective

Not Effective

46

Table 4.12.c
Effectiveness of Seminars and Webinar"
Highly Effective
Seminars
&
Webinar
59
Percentage
55.1
Source: Field Survey

Effective

Moderately Effecti
ve

Not
Effective

42
39.3

6
5.6

0
0

Total
107

Chart 4.12.c
Seminars and
Webinar
0
15.0
16
46

42.1

45

43.0

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Table 4.12.d
Effectiveness of Professional Certification "
Highly
Effective
Professional
Certification
Percentage

Effective

26
53
24.3
49.5
Source: Field Survey

Moderately
Effective

Not Effective

Total

28
26.2

0
0

107

Chart 4.12.d
Professional Certification
0
26

28

Highly Effective
Effective
Moderately Effective

Not Effective
53

Table 4.12.e
Effectiveness of Special stretch rotational assignments "
Highly
Effective
Special stretch rotational
assignments
16
Percentage
15.0
Source: Field Survey

Effecti
ve

Moderately Effe
ctive

Not
Effective

Tot
al

55
51.4

36
33.6

0
0

107

Chart 4.12.e
Special stretch
rotational assignments
0
16
Highly Effective

36

Effective
Moderately Effective

Not Effective
55

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Table 4.12.f
Effectiveness of Stretched mentoring "
Highly
Effective
Stretched
mentoring
Percentage

Effective

17
54
15.9
50.5
Source: Field Survey

Moderately Effective

Not
Effective

26
24.3

0
0

Total
107

Chart 4.12.f
Stretched mentoring
0
17

26

Highly Effective
Effective
Moderately Effective

Not Effective
54

DATA ANALYSIS:
From the above table 4.12 a to f it is found that 28% of responds feel that
On the job experience is most effective mode of training, 15% of responds
feel that Continued education training is most effective mode of training,
55% of responds feel that Seminars & Webinar is most effective mode of
training, 24.3% of responds feel that Professional Certification is most
effective mode of training, 15% of

responds feel that

Special stretch

rotational assignments is most effective mode of training, and 15.9% of

respondents feel that

Stretched mentoring is most effective mode of

training.
DATA INTERPRETATION:
It is found that Seminars & Webinar is the most effective way of conducting
training programmes to the employees. Online seminars, or webinars, are a
dynamic and engaging way to convey information to a geographically
dispersed audience. Webinar software can be a powerful training and outreach
tool, but, like all technologies, the decision to use it should be subordinate to
your strategic objectives and the needs of audience.
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4.13. Does the management of your organisation involve in designing and

implementing the training programmes to the employees
Table 4.13:
Involvement of management in designing and implementing the training
programmes
Sl. No.
1
2
3

Results
Yes
Partially involve
N0
Total
Source: Field Survey

Responses
49
46
12
107

Percentage
45.8
43.0
11.2

Chart 4.13:
Involvement of management in designing and implementing
the training programmes
12

49

Yes
Partially involve
N0

46

DATA ANALYSIS:
From the above figure 4.13 I is found that 45.8% of employees mentioned that
the management of their organisation are involve in designing and conducting
training programmes, 43% of employees mentioned that the management of
their organisation are partially involve in designing and conducting training
programmes and 11.2% of the employees mentioned that management of their
organisation are not involve in designing and conducting training programmes.
DATA INTERPRETATION: It is found that the management in some of the
organisations are completely involved in designing and conducting the training
programmes. They are very keen about the skills to be imparted to their
employees. They explore upcoming trends; they forecast future needs of
industry and tend to train their employees accordingly.
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4.14. Do you feel that the leadership style of management will influence on
organisational development?
Table 4.14:
Influence of leadership in organisational development
Sl. No.
1
2
3

Results
Yes
Partially Influence
No
Total
Source: Field Survey

Responses
84
21
2
107

Percentage
78.5
19.6
1.9

Chart 4.14:
Influence of leadership in organisational development

2
21
Yes
Partially Influence
84

No

DATA ANALYSIS:
From the above table 4.14 it is found that 78.3% of employees mentioned that
the leadership style followed in the organisation will impact on organisational
development, 19.6% of employees mentioned that the leadership style
followed in the organisation will partially impact on organisational
development, 1.9% of employees mentioned that the leadership style followed
in the organisation will not impact on organisational development.
DATA INTERPRETATION:
Leadership style is one of the factors influencing the organisational
development. Leadership style will affect the relation between employees and
management. This further influences the coordination between the two parties
that show a significant effect on organisational development.

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4.15. What style of leadership does your management implement in your

organisation?
Table 4.15:
Different leadership styles in the organisations
Sl. No.
1
2
3
4
5

Results
Autocratic
Democratic
Transactional
Transformational
Laissez-Fair
Total
Source: Field Survey

Responses
24
52
14
14
3
107

Percentage
22.4
48.6
13.1
13.1
2.8

Chart 4.15:
Different leadership styles in the organisations

14

3
24

Autocratic
Democratic
Transactional

14

Transformational
Laissez-Fair
52

DATA ANALYSIS: From the above table 4.15 it is found that 22.4% of
employees mentioned that the management of their organisation implement
Autocratic leadership,48.6 % of employees mentioned that the management of
their organisation implement Democratic leadership, 13.1 % of employees
mentioned that the management of their organisation implement Transactional
leadership, 13.1 % of employees mentioned that the management of their
organisation implement Transformational leadership, and 2.8 % of employees
mentioned that the management of their organisation implement Laissez-Fair
leadership
DATA INTERPRETATION: Most of the employees mention that their
management follow Democratic leadership. Some employees mention that
their management follow Autocratic leadership. Few employees mention that
their management follow Transactional and Transformational leadership.
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4.16.Do you feel that the above mentioned leader ship is effective and helping
the organization to produce effective results?
Table 4.16:
Employees opinion about their managements leadership
Sl. No. Results Responses Percentage
1
Yes
88
92.5
2
No
19
17.8
3
Total
107
Source: Field Survey
Chart 4.16:
Employees opinion about their managemeents leadership

19
Yes
No

88

DATA ANALYSIS:
From the above table 4.16 it is found that 82.5% of employees feel that the
leadership style followed by their management is effective, and 17.5% of
employees feel that the leadership style followed by their management not is
effective.

DATA INTERPRETATION:
It is found that most of the employees believe in the leadership style
implemented by their management. They feel that the leadership style is
effective and helping the organization to produce effective results

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4.17.According to you which leadership style is most effective

Table 4.17:
Effective leadership style
Sl. No.
Results
Responses Percentage
1
Autocratic
15
14.0
2
Democratic
46
43.0
3
Transactional
15
14.0
4
Transformational
21
19.6
5
Laissez-Fair
10
9.3
Total
107
Source: Field Survey
Chart 4.17:
Effective leadership style

10

15
Autocratic

21

Democratic
Transactional
Transformational

15

46

Laissez-Fair

DATA ANALYSIS: From the above table 4.17 it is found that 14% of
employees personally feel that Autocratic style o leadership is effective, 43%
of employees personally feel that Democratic style of leadership is effective,
14% of employees personally feel that Transactional style of leadership is
effective, 19.6% of employees personally feel that Transformational style of
leadership is effective, and 9.3% of employees personally feel that LaissezFair style of leadership is effective

DATA INTERPRETATION: Most of the employees personally feel that

Democratic style of leadership is effective, because members of the group take
a more participative role in the decision-making process. lead to higher
productivity, better contributions from group members, and increased group
morale.
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HYPOTHESIS TESTING1:

INTRODUCTION:
The research was conduct through a survey in order to check whether the
effectiveness of all the training programme conducted in the market research
industry is similar.
Various modes of training are taken into consideration and the effectiveness of
the training programmes are found out.
HYPOTHESIS TESTING:
Null Hypothesis: (H0)
Effectiveness of all training programmes is not similar

Alternative Hypothesis: (H1)

Effectiveness of all training programmes is similar

TABLE 4.18: ANOVA table to test the effectiveness of various training

methods
ANOVA
Sig.
Continued education training

Seminars Webinar

On the job experience

Professional Certification

Special stretch rotational assignments

Stretched mentoring

Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
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.000

.000

.000

.075

.058

.439

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DATA ANALYSIS:
From the above table it is found that the significance of Continued education
training is 0.0, The significance of Seminars Webinar is 0.0, The
significance of On the job experience is 0.0, The significance of
Professional Certification is 0.075, The significance of Special stretch
rotational assignments is 0.058, and the significance of Stretched
mentoring is 0.439. Since the significance level of Continued education
training, Seminars Webinar, On the job experience is less than 0.05 those
methods can be considered as most effective.
INFERENCE:
It was found that the different methods have various levels of significance so
the effectiveness of them will be different. So, Effectiveness of all training
programmes is not similar we accept Null Hypothesis in this context and
reject Alternative Hypothesis.
Out of all the training methods Continued education training, Seminars and
Webinar, On the job experience are found to be more effective. Special
stretch rotational assignments were found to be moderately effective.
Professional Certifications were found to be less effective and Stretched
mentoring is found to be not effective.

In on-the-job training, employees get specific instruction on their job tasks.

They try new skills, with in observation and feedback by a coach usually a
fellow employee or trainer. Some businesses require employees to jump right
into this type of training without classroom training because they believe
immersion is most helpful for learning the job quickly and determining if an
employee is a good fit for the job.

Online seminars, or webinars, are a dynamic and engaging way to convey

information to a geographically dispersed audience. Webinar software can be a
powerful training and outreach tool, but, like all technologies, the decision to
use it should be subordinate to your strategic objectives and the needs of
audience.
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HYPOTHESIS TESTING 2:

INTRODUCTION: By conducting this survey we would also like to

understand the relation between the leadership style implemented in the
organisation and the effectiveness of training programme.

HYPOTHESIS:
Null Hypothesis: (H0)
Effectiveness of all training programme and Leadership style are not
dependent
Alternative Hypothesis: (H1)
Effectiveness of all training programme and Leadership style are dependent

TABLE 4.19: c
Chi-Square Tests
Value
df
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

7.953a
7.873
5.669

Asymp. Sig.
(2-sided)
4
.093
4
.096
1
.017

107

DATA ANALYSIS:
From the above table 4.19, The Pearson Chi-Square value is
7.953 and the significance value 0.093. Since significance value is more than
0.05 so, we accept null hypothesis which is Effectiveness of all training
programme and Leadership style are not dependent

INFERNCES:
It is found that the level of significance is above .05, so we can
understand that the relation between the effectiveness of the training
programme and the leader Ship style could not be established. We accept null
hypothesis(H0) here and reject alternative hypothesis(H1)

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The effectiveness of the training programme is based on various

factors. They are explained below.

Effective and Experienced Trainer

Whether coming from in-house or a consulting firm, a trainer
must be able to communicate effectively, facilitate a conversation to ensure the
needs and expectations of the learners are met, present material clearly and
effectively, and make information interesting. An effective trainer also creates
a safe and engaging learning environment, actively keeps learners involved,
and can adjust appropriately when necessary.

Learning Objectives
Another factor that is critical to training success is a well-written
learning objective. Learning objectives help the instructor guide discussions
and help students understand what is expected of them. Students who
understand what is expected are more involved and willing to invest energy in
pursuit of a goal. To be effective, learning objectives must specify a behavior
or performance that a learner should be able to complete at the end of training,
a measurable criterion, and any conditions of performance.

Learner Ability and Motivation

To effectively transfer knowledge to the workplace, learners
must have the ability and motivation to succeed. Learners need to have ample
opportunities to use the training, and they need to perceive the benefit and
validity of the training. Learners also need to feel that a change in behaviour
will lead to a valued outcome or job enrichment.

Learner Readiness
A learner must also be ready and willing to learn new
information. A learner must identify the need to adapt ones behaviour and be
able to learn a new skill, and the learner needs to have an open mind to be
receptive to a new way of thinking and performing.

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Learner Emotional Investment

Adult learners are especially notorious for needing to know why
they need to know something. Adults need to see the immediate benefit of
applying the new skills, which increases emotional investment and level of
engagement. Furthermore, adult learners need to retain an emotional
connection to prior experiences that relate to new information.
In-Class Practice
A trainer needs to ensure learners have an appropriate number of
opportunities to practice new skills in the classroom. Allowing students to
practice in a controlled, in-class environment fosters the appreciation for
feedback and trial-and-error learning. Such activities include discussions,
interactive demonstrations, job-instruction training, brainstorming, and case
studies.
Out-of-Class Practice
After students have mastered topics through in-class practice,
they need to practice in a controlled out-of-class environment. These practice
opportunities yield better retention, and learners have a mentor to provide
feedback and guidance. Such out-of-class opportunities include modelling, job
rotation, apprentice training, coaching, mentoring, experiential learning, and
on-the-job training.
Appropriate Learning Environment
The final influential factor that affects job training is the
appropriateness of the learning environment. A classroom needs to be flexible,
so it can quickly and easily be rearranged. It needs to be isolated or removed
from the workplace, so learners are mentally prepared to separate themselves
from normal work activities. Finally, a classroom needs to be effectively lit,
ventilated, and arranged to maximize learner comfort and minimize
distraction.
Thus leadership style does not influence the training effectiveness, however
all the above mentioned factors do. Therefore we conclude that Leadership
style and training effectiveness are not dependent on each other.

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CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS:

All the organisations are conducting training programmes to their employees.

Most of the organisations conduct training programmes to their employees in

every quarter.

Most of the respondents are undergoing Training and Development, but few
employees are not committed to the training programmes

Around 50% of employees feel that the training programmes conduct in their
organisations are highly helpful an remaining feel that they are moderately
helpful in improving their professional skills.

Most of the employees fell that the training programmes will be helpful in
overall development of their organisation.

Around 50% of employees feel that the training programmes conduct will help
their organisations to withstand in industrial competition and the remaining
employees feel that they are partially helpful.

Most of the employees had mentioned that the training team will design the
training programmes in their organisations.

Around 95% of organisations collect feedback from their employees to

evaluate the effectiveness of training programmes.

Most of the organisations will implement the collected feedback from their
employees, and a few organisations will not.

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Training programmes conducted by some organisations are highly effective

and this is moderate in most if the organisations.

Most of the organisations will evaluate the performance of the employees after
conducting training programmes.

Seminars & Webinar are the most effective mode of training programmes in
market research industry.

Management of some organisations will involve in designing the training

programs and in some organisations the management will partially involve in
designing the training programs

Most of the organisations implement Democratic style of leadership and some

organisations follow Autocratic style of leadership.

Most of the respondents feel that Democratic style of leadership is more

effective

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5.2 CONCLUSION

Efficient functioning of an organization depends largely on

effectively trained employees, training programs aim at developing
knowledge, skill, value and attitude of the employees. Training programs can
be made effective when they are recognized as important means of measuring
the performance level of the organization through workers, supervisors and
managers.

Companies are beginning to recognize the importance of having

a separate training department. Employees have to be trained with the new
technologies and latest techniques in the industry. So that it leads to overall
development of organization and it helps the organization to with stand the
competition in the industry.

The role of training department consists in determining the

training levels of various groups of employees, designing and organizing
suitable training programs, providing benefits to the employees of the
organization. The training team coordinates with management in order to seek
their insights about the organizational goals and the will seek updates
regarding the industry and they will design the training programs accordingly.

The effectiveness of the training department increase with the

degree of acceptance of training programs by the line management and the
participants achieve the results. Training the employees in market research
industry with latest tools and techniques keep them updated to serve a variety
of needs from the organizations of different industries.

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5.3 SUGGESTIONS:

Every organisation should use statistical methods in order to test the efficacy of
the training programme. Paired T-test is a valid statistical tool that could be
used.

Organisations should conduct technical and non-technical trainings with equal

weightage.

Based on the employment and training need assessment(TNA) the training

programs should be bespoked to meet the performance needs.

Attending training programmes should be made as a part of employees KRA, so

that all the employees will attend the training programmes.

It is suggested to management to implement the feedback collected from their

employees and their suggestions should be considered while designing training
programmes.

Management has to study current developments and innovations in market

research industry and implement the changes in their organisations through
training their employees.

Management has to give proper insights to training team while designing

training programmes

It is suggested to organisations to evaluate the performance of employees after

conducting training programmes in order to evaluate the effectiveness of them.

It is suggested to conduct more seminars and webinars to train their employees.

It is suggested to implement democratic style of leadership by management.

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REFERENCES
Journals:
1.Anne Scaduto1, *. D. (September 2008). Leader influences on training
effectiveness: motivation and outcome expectation processes. International
Journal of Training and Development .
2.Andreas Gegenfurtner1, *. D. (June 2009). Predicting autonomous and
controlled motivation to transfer training. International Journal of Training and
Development .
3.Beatrice Van Der Heijden1, J. B. (March 2009). Crucial factors in the
process of transferring the contents of service quality training programs to
prac. Issue International Journal of Training and Development .
3.Bierema, T. F. (March 2008). Corporate social responsibility: issues for
human resource development professionals. International Journal of Training
and Development .
4.BRUM, S. (2010). WHAT IMPACT DOES TRAINING HAVE ON
EMPLOYEE COMMITMENT . University press of Rhode Island , 35.
5.Ekaterini Galanou1, *. a.-V. (December 2009). A model for evaluating the
effectiveness of middle managers' training courses: evidence from a major
banking organization in Greece. International Journal of Training and
Development .
6.ESOMAR. (2013). Global Market Raesearch 2013. ESOMAR.
7.Hoffmann*, S. L. (June 2008). The impact of practical relevance on training
transfer: evidence from a service quality training program for German bank
clerks. International Journal of Training and Development .
8.Kuvaas, A. D. (September 2008). The relationship between perceived
training opportunities, work motivation and employee outcomes. International
Journal of Training and Development .
9.Li Jia, J. H. (2012). The effects of employee training on the relationship
between. The International Journal of Human Resource Management .
10.Rebecca Smith, R. J. (March 2008). Exploring the role of goal theory in
understanding training motivation. Issue International Journal of Training and
Development .

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11.Reeve, P. L. (September 2009). Training corporate managers to adopt a

more autonomy-supportive motivating style toward employees: an intervention
study. International Journal of Training and Developmen .
12.Salas*, R. G. (June 2011). The transfer of training: what really matters.
International Journal of Training and Development .
Books:
1.Andrew McK. Jefferson, R. V. (2009). Getting Your Moneys Worth from
Training and Development: A Guide to Breakthrough Learning for Managers
and Participants.
2.Calhoun W. Wick, R. V. (2010). The Six Disciplines of Breakthrough
Learning: How to Turn Training and Development into Business Results.
3.Kapp, K. M. (2011). The Gamification of Learning and Instruction.
4.Kirkpatrick, D. L. (2005). Transferring Learning to Behavior.
5.Kirkpatrick, J. a. (2010). Training on Trial: How Workplace Learning Must
Reinvent Itself to Remain Relevant.
6.Noe, R. (2006). Employee Training & Development.
7.Stewart, T. E. (2011). The Learning and Development Book.
8.Aaker, D. A., Kumar, V., & Day, G. (2001). Marketing Research. John
Wiley & Sons, Inc.
9. Lall Madhurima and Quasim Sakim (2008), Human Resource Management.
10.K.Aswathappa (2005) Human Resource Management.
11.P.SubbaRao (2010)- Personnel and Human Resource Management.
Websites:
1.Blue Ocean Market Intelligene. (n.d.). Retrieved June 2014, from Blue
Ocean Market Intelligene Web site: www.blueoceanmi.com/
2.Borderless

Access.

(n.d.).

Retrieved

June

2014,

from

www.borderlessaccess.com
3.ESOMAR.(n.d.).Retrieved June 2014,from www.esomar.org/
3.INTRODUCTION TO MARKET RESEARCH. (n.d.). Retrieved June 2014,
from Empulseglobal Website: www.empulseglobal.com
4.MRA. (n.d.). MRA. Retrieved from http://www.marketingresearch.org/
5. www.elsevier.com/locate/bushor
6.www.execdev.unc.edu
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QUESTIONNAIRE

Dear Sir/Madam,
As a part of my survey Study on Training and Development practices in
Market Research Industry I would like to gather some information which will
help me in an in-depth study. I would be obliged if you could co-operate with
me in filling the questionnaire. Since the questionnaire is being used for
academic rpose, the information gathered will be strictly confidential.

Avinash.G,
KSM.
Name of the employee:
Name of the organisation:
Designation:
Work experience in current organisation:

1. Does your organisation conduct training programmes to employees?

a. Yes

b. No

2. How often does your organisation conduct training programmes to employees?

a. Annually

b. Half yearly

c. Quarterly

d. Others (specify)---------------

-----

3. Do you attend the training programmes conducted by your organisation?

a. Yes , I attend all the training programmes
b. I attend most of the training programmes
c. I attend some training programmes
d. No I dont attend training programmes conducted in the organisation

4. What kind of training programmes did you go through in your organisation?

Please Mention ---------------------------------------------------------------------------------

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5. Are the training programmes helpful in improving your professional skills and
performance in the job?
a. Highly helpful b. moderately helpful c. Not helpful

6. Do you agree that the training programmes conducted will be helpful in

overall development of your organisation?
a. Yes, I agree

b. partially agree

c. disagree

7. Do you feel that the training programmes conducted will help your
organisation to withstand in the competition of market research industry ?
a. Yes, I agree

b. partially agree

c. disagree

8. Who will design the training programmes in your organisation?

a. Management b. H.R. manager c. training team

9. Does the training team collect feedback from employees to evaluate the
effectiveness of training programmes?
a. Yes

b. No

10. Please mention different training aids used by the trainers in the training
programmes

.
.

11. Do you feel that the feedback collected from employees regarding the training
programmes will be implemented by Training team?
a. Yes, the feedback from employees will be implemented
b. The feedback from employees will be implemented most of the times
c. The feedback from employees will be implemented occasionally
b. No, feedback from employees will not be considered in designing
further training programmes
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12. Please rate the effectiveness of the training programmes conducted in your
organisation
a. Highly Effective
b. Moderately effective
c. Not effective

13. Does the training team evaluate the performance of employees after
conducting training programmes?
a. Yes, They do
b. They will evaluate most of the times
c. Evaluation is occasional
d. No, they will not evaluate

14. Pleas rate the following methods of training based on their effectiveness
(please tick for appropriate options)
Highly
Effective

Effective

Moderately
Effective

Not
Effective

On the job experience

Continued education
training
Seminars Webinar
Professional
Certification
Special stretch
rotational assignments
Stretched mentoring
15. Please suggest the training programmes that could be helpful to improve your
professional skills

16. Does the management of your organisation involve in designing and

implementing the training programmes to employees
a. Yes

b. partially involves

c. No

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17. Do you feel that the leadership style of management will influence on
organisational development?
a. Yes

b. partially influences c. No

18. What style of leadership does your management implement in your

organisation?
a. Autocratic
b. Democratic
c. Free-reign
d. Transactional
e. Transformational
f. Laissez-Fair

19. Do you feel that the above mentioned leader ship is effective and helping the
organization to produce effective results?
a. Yes

b. No

20. According to you which leadership style is most effective

a. Autocratic
b. Democratic
c. Free-reign
d. Transactional
e. Transformational
f. Laissez-Fair
g. Others (Specify)..

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