A study to increase penetration level and brand loyalty among existing consumers of an organization

A Project Report
on
“A Study to increase penetration level and Brand Loyalty
among existing consumers of an organization”
Submitted by

RITESH KHETAN
ROLL NO- XXXXXXXXXX
Submitted in partial fulfillment
of
the requirements for the degree of Master of Business Administration

(MARKETING)
Sikkim Manipal University, DE
XXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXX
Session: FALL 2013

“A Study to increase penetration level and Brand Loyalty among existing consumers of an organization”

DECLARATION
I, RITESH KHETAN, hereby declare that the project report entitled “A
Study to increase penetration level and Brand Loyalty among
existing consumers of an organization” is the record of authentic
work carried by me during the academic year 2012-13 in SINGHAL
INFORMATION TECHNOLOGIES LTD.

This project is the result of original research work carried by me and the
same has not been previously submitted for any examination of this
university or any other university.

SIGNATURE

Name: RITESH KHETAN
Enrollment no: XXXXXXXXXX

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RITESH KHETAN (SEM-IV)-


BONAFIDE CERTIFICATION

Certified that this project report titled “A Study to increase
penetration

level

and

Brand

Loyalty

among

existing

consumers of an organization” is the bonafide work of RITESH
KHETAN who carried out the project work under my supervision.

SIGNATURE

SIGNATURE

HEAD OF THE DEPARTMENT
SMU-DE Learning Centre,

FACULTY INCHARGE
SMU-DE Learning Centre,

EXAMINERS CERTIFICATION

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This is to certify that RITESH KHETAN student of MBA IV
semester, Sikkim Manipal University, DE Learning Center, Platinum
College, Aashirwad tower, Jaisthambh chowk, Raipur has submitted the
project entitled Strategies for increasing the occupancy rate of the hotel
for the partial fulfilment of the award of MBA IV semester and has
completed this project in scheduled time.

We approve the sincere work done on this project and project report.

INTERNAL EXAMINER

EXTERNAL EXAMINER
ACKNOWLEDGEMENT
During the course of this project, valuable assistance and guidance
has been rendered to me by various persons.

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I wish to record my thanks to all staff of M.B.A. Department for
their assistance and co-operation, in particular, to as my guide for
making all efforts in bringing out this paper expeditiously and in
excellent form.
I take this opportunity to express my sincerest thanks for their
unstinting help and efforts in completing this project successfully.
I sincerely thanks to my respondents who were given their precious
time to fill the questionnaire which helped me to reach to the
conclusions.

(RITESH KHETAN)
M.B.A. IVth sem.
Roll

No:

XXXXXXXXXX

Contents
Chapter 1- Introduction. .................................................................... 6
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Chapter 2- Aims and Objectives of the Study. .................................. 14
Chapter 3- Literature Review ........................................................... 19
Chapter 4- Methodology used
Data Collection Method ................................ 23
Research Tools Used ..................................... 25
Sampling Methodology ................................. 27
Validity of Data ............................................. 37
Chapter 5- Data Analysis and Interpretation. .................................. 51
Chapter 6- Recommendations and Conclusion. ............................... 53
Chapter 7- Limitations of the Study ................................................. 59
Chapter 8 : Bibliography .................................................................. 62

Chapter 1- Introduction.

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After the economic reforms of 1991-92, major fiscal incentives
provide After the economic reforms of 1991-92, major fiscal
incentives provided by the Government of India and the State
Governments, like, liberalization of external trade, elimination of
duties on imports of information technology products, relaxation
of controls on both inward and outward investments and foreign
exchange, setting up of Export Oriented Units (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ), has
enabled India to flourish and acquire a dominant position in
world’s IT scenario.

In order to alleviate and to promote Indian IT industry, the
Government of India had set up a National Task Force on IT and
Software Development to examine the feasibility of strengthening
the industry. Venture capital has been the main source of finance
for software industry around the world. In line with the
international practices, norms for the operations of venture
capital funds have also been liberalized to boost the industry.

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The Government of India is also actively providing fiscal
incentives and liberalizing norms for FDI and raising capital
abroad.

While the underlying theme of 2010 was that of steady recovery
from recession, thanks to the accelerated recovery in emerging
markets, worldwide spending in IT products and services
increased significantly in 2011. In 2011, India’s growth has
reflected new demand for IT goods and services, with a major
surge in the use of private and public cloud and mobile computing
on a variety of devices and through a range of new software
applications.

High inflow of FDI in the IT sector is expected to continue in
coming years. The inflow of huge volumes of FDI in the IT
industry of India has not only boosted the industry but the entire
Indian economy in recent years. Foreign direct investment (FDI)
inflow rose by more than 100 per cent to US$ 4.66 billion in May
2011, up from US$ 2.21 billion a year ago, according to the latest
data released by the Department of Industrial Policy and

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Promotion (DIPP). This is the highest monthly inflow in 39
months.
Foreign technology induction is also encouraged both
through FDI and through foreign technology collaboration
agreements. India welcomes investors in Information Technology
sector. Greater transparency in policies and procedures has made
India an investor friendly platform. A foreign company can hold
equity in Indian company’s upto 100%.

COMPANY PROFILE
Singhal

Information

Technology

Ltd.

is

a

company

eastablished to nurture the IT sector. Singhal is a company by
dynamic industrial professionals. Head office of the company
situated in A-530, Chirivali Complex, Borivali, Mumbai.
The present case is about a leading IT company where the
technology services division of SINGHAL Information Technology
Ltd. is a global provider of consultancy, IT services, R & D,
infrastructure outsourcing and business process services.
Technology driven business solutions by SINGHAL Ltd. meet
the strategic objectives of Fortune 1000 customers. With over 30

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years in the Information Technology business, SINGHAL Ltd. is
the world’s largest R & D outsourcing service provider and one of
the pioneers in the remote delivery of software services. Key
benchmark of the company includes end to end services, an
adaptive, knowledge driven engagement model and an obsessive
focus on quality in every aspect of service deliverer.
At SINGHAL technologies knowledge management initiative
has its roots in a quality assurance system that the company
developed over a decade ago. Through this case we present the
practice of KM initiative at SINGHAL Ltd. which strengthens
individuals, teams, organizations and communities across the
globe.
What is impacting his business further is a drop in revenues
from the hotel's restaurants and bars as people cut discretionary
spending. For Le Meridien in Delhi, this June was one of the worst
with occupancy dropping 15% over last year and average room
rates falling 20%.
The economic meltdown in India has left many hospitality
players in Ahmedabad under declining occupancy rates, said a
report in Business Standard. While major IT Industry have been
banking on corporate meetings and business travellers in

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Ahmedabad, the market gloom has instead pulled down
occupancy rates in city.
"There are no new corporate projects being announced in
Gujarat in the recent times. Business travel has taken a hit in the
state and to add to that, the hospitality industry is in the middle
of an off-season till October," said Girish Ganeshan, General
Manager, Hyatt Ahmedabad, the only other five star hotel in the
city with 178 rooms which is running at a less than 50 per cent
occupancy rate, stated the report.
Similarly, Bhagwati Banquets and IT Industry, which has
hotel properties in Ahmedabad, Surat and Rajkot, has seen an
impact of around 15 per cent on its occupancy rates. "Corporates
are on a cost cutting spree. Usually occupancy rates in the
current period range around 55-60 per cent. However, there has
been a severe drop in business as well as leisure travel due to
economic gloom especially post rupee depreciation. This has
impacted occupancy rates in the industry by around 10-15 per
cent, which have now come down to 45 per cent," said Narendra
Somani, Chairman & Managing Director, Bhagwati Banquets & IT
Industry Limited.

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With the USD 23 billion software services sector pushing the
Indian economy skywards, more and more IT professionals are
flocking to Indian metro cities. ‘
Hotel Industry in India’ is set to grow at 15% a year. This figure
skyrocketed in 2010, when Delhi hosted the Commonwealth
Games. Already, more than 50 international budget hotel chains
are moving into India to stake their turf.

WHY IS THIS PROBLEM SIGNIFICANT / NEED FOR THE STUDY

If you don't use the correct figures in any problem the outcome
will not be correct. Any of the wrong figures will throw off the
true answer. This is true on any type of problem solving. Gather
facts, use only facts to have a correct outcome.

TOOLS / TECHNIQUES TO BE USED FOR DATA ANALYSIS:

Data analysis techniques include univariate analysis (such as
analysis of single-variable distributions), bivariate analysis, and
more generally, multivariate analysis. Multivariate analysis,
broadly

speaking,

refers

to

all

statistical

methods

that

simultaneously analyze multiple measurements on each individual
or object under investigation (Hair et al., 1995); as such, many

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multivariate techniques are extensions of univariate and bivariate
analysis. The diagram presented below as Figure 4 proposes an
approach to decide when a specific type of data analysis
technique is appropriate. Each data analysis technique is later
defined in the glossary (Section 7).

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Chapter 2- Aims and Objectives of the Study.
The research aims to achieve the following objectives:
1- Identifying the factors that affect hotel occupancy rates.
2- Analyzing the factors that affect hotel occupancy rates.
3- Classifying the affecting factors according to their importance.
4- Providing recommendations to assist employees in determining
factors that affect the occupancy rates and suggesting some
solutions.

Research importance: IT Industry industry is one of the
modern industries in Arab countries because hotel chains started
paying more attention to it because, just like any other industry,
it is subject to quality standards in service, efficiency and
continued development to maintain a competitive status.
This forces IT Industry to think seriously to exploit their full
potential and absorption capacity due to the high completive
activity of the market. Therefore, the research importance comes
from the study and analysis of the most important factors that
affect the occupancy rates in IT Industry which positively or

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negatively affect IT Industry profitability rates in order to
diagnose them and find appropriate solutions.
The ISSPP utilized a multi-case study methodology that
employed purposive sampling in selecting schools in each
country. Study sites were selected using, whenever possible,
evidence o student achievement that exceeded expectations on
standardized tests, principals’ exemplary reputations, and other
indicators of site-specific success.
In other words, ‘successful’ principals were selected based
on a range of evidence indicating that their schools had been
successful under their leadership. Thus, the project rests upon an
a priori and mainly circumstantial argument that if school
improvement (however measured) had occurred during a
principals’ term, s/he may have had some hand in making it
possible.
Our primary objectives were to determine, in each case,
whether key participants – teachers, support staff, parents,
students and the principals themselves – believed the principal
had played a key role in a school’s success and, if so, what was it
about principal traits, attitudes, beliefs, behavior which had made
it happen.

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Primary data were then gathered from interviews with each
school’s principal, teachers, support staff, parents and students
employing

a

common,

semi-structured

interview

protocol

developed specifically for the ISSPP and used in every case.
Essentially, the interview protocols were derived from the four
research projects described in the theoretical framework, focusing
particularly on the four core leadership practices identified by
Leithwood and Riehl (2005): 1) setting directions; 2) developing
people; 3) redesigning the organization; and 4) managing the
instructional program.
About 20% of teachers were randomly selected for
interviews, but parents and students were largely selected on a
volunteer basis. For the purpose of triangulation, secondary data
were also obtained from official school documents, minutes of
meetings, press reports, historical sources and ethnographic
notes made during visits by the research teams. Interviews were
fully or partially transcribed, coded and then analyzed specifically
in relation to the key questions noted above and more generally
in terms of the theoretical framework.

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Figure 4. Decision Tree for Choosing Best Form of Data Analysis

It should be noted that when selecting a data analysis technique, a researcher should
make sure that the assumptions related to the technique are satisfied (i.e., normal
distribution, independence among observations, linearity, and lack of multi-collinearity
between the independent variables, etc.). Structured Equation Modeling, SEM, can be
applied as a preferred substitute for many of the techniques in the diagram, in some
cases providing additional statistics and examinations. For a detailed discussion refer
to Gefen, Straub, and Boudreau (2000) and to Gefen (2003).

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EXPECTED RESULTS OF THE STUDY
The project aims at improving the knowledge in the areas of
sustainable

development,

natural

resources

exploitation,

technology transfer and business regulation and administration.
The project will support co-operation, mutual cross-fertilization
including cultural integration, capacity building and know how
exchange

between

institutions

of

higher

education

in

a

perspective of mutual interest.
A preliminary stage of co-operation regards mobility, student
exchanges double titles, and common research activities and
mobility to be further enhanced in the short, medium and long
term.
Medium term results will be enhanced human capital skilled to
cope with emerging social, economic and environmental issues.
Teachers and students mobility in this project covers mainly
technology and focused humanities.
The participant institutions will review their curriculum designs in
order to be able to recognise study and stages abroad, bringing
new perspectives in existing curricula.

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Chapter 3- Literature Review
Peter Drucker defines KM as “the discipline of enabling
individuals, teams and entire organizations to collectively and
systematically capture, store, create, share and apply knowledge
to better achieve their objectives (Young, 2008). Useful
knowledge leads to better strategy, practices, methods and
approach and answers the how and why questions.

Bellinger, 2004 defines knowledge as the appropriate
collection of information, so that its intent is useful to the users.

This definition answers the questions as to who, what, how
and why an organization will benefit from KM strategies.
Knowledge can be categorized into two types: tacit knowledge
and explicit knowledge (Marwick, 2001). Tacit knowledge can be
defined as already known facts, experience, value and beliefs.
Explicit knowledge is characterized by some type of artifact such
as a codified document, manual or procedure and is easily
disseminated (Stenmark, 2000). According to McNabb, KM is a
blue print for innovation.

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Effective management of

organizational knowledge is

believed to be linked with competitive advantage and is
considered critical to the success of an organization (Nonaka,
1994; Spender and Grant,1996).

O’Dell and Grayson (1998)

define knowledge management as a conscious strategy of getting
the right knowledge to the right people at the right time and
helping people share and put information into action in ways that
will strive to improve organizational performance.

Whereas Beckman (1997) refers to KM as formalization of
and access to experience, knowledge and expertise that create
new

capabilities,

enable

superior

performance,

encourage

innovation and enhance customer value. Quintas et al., (1997)
suggest that human resources, processes and IT are critical to
KM. Holsapple and Joshi (2000) on the other hand, highlighted a
range of factors that can influence the success of KM initiatives
which

include:

culture

(Leonard,

1995;

Szulanski,

1996),

technology (Anderson, 1996), leadership (Anderson, 1996),
organizational adjustments (Szulanski, 1996) and employee
motivation ((Szulanski, 1996).

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According to the Ernst & Young Hospitality Investment
Survey, which surveyed more than 300 investors and industry
executives worldwide, capitalization rates for hotel properties are
expected to stabilize and possibly even increase over the short-tomid-term in the US. Even with the dramatic shift in the debt
markets over the last few months, hotel industry sector
fundamentals continue to be strong.

Hospitality Industry in India

The history of the hotel industry is as old as the history of
tourism and travel industry. In fact, both are two sides of the
same coin. Both are complementary to each other. Hotel is an
establishment which provides food, shelter and other amenities
for comfort and convenience of the visitors with a view to make
profit (Chakravarti, B.K).

Hotel is a commercial establishment and intends to provide
visitors with lodging, food and related services with a view to
please them so as to build goodwill and to let them carry happy
memories. Ernst & Young survey reveals likely targets for

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hospitality investment in 2008. Brian Tress of Ernst & Young's
Hospitality Advisory Services Group

In general, a "hotel" is defined as a public establishment
offering visitors against payment two basic

services

i.e.

accommodation and catering (Ghosh, Biswanath). However,
during the last few years great changes have taken place in the
scope of hotel industry. During 6th century BC, IT Industry were
known as "inns" or "dharamshalas" and were providing only food
and overnight stay facilities.

At that point of time the standard of an inn was quite normal
with earth or stone floor, common bedroom and simple food. As
travel became easier, inns grew in size and number.

The spirit of competition raised the standard of inns. Industrial
revolution and trade expansion resulted into increase in the
number of visitors crossing international border. In this era, room
furnishing and catering received greater attention. Emphasis was
made on accommodation with spacious assembly hall and dinning
hall for organising functions and parties etc. But the real growth
of the modern IT Industry started in the last decade

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Chapter 4- Methodology used
Methodology means the total work criteria for the project and
survery. This methodology consists of some extra topics as under

Data Collection Method
Data collection is the process of gathering and measuring
information on variables of interest, in an established systematic
fashion that enables one to answer stated research questions,
test hypotheses, and evaluate outcomes. The data collection
component of research is common to all fields of study including
physical and social sciences, humanities, business, etc. While
methods vary by discipline, the emphasis on ensuring accurate
and honest collection remains the same.
The aim of this study is to identify the critical factors that
ensure the effectiveness of knowledge management (KM)
initiatives before, during and after their implementation, within
the context of Indian based IT company. Management of
personnel within IT companies remains a complex and difficult
issue.

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Nevertheless, Indian IT organizations are increasingly
becoming aware of the potential of the tacit knowledge held by
their employees and the need to manage it (Carrillo and
Chinowsky, 2006). Although employees play a vital role in
ensuring the successfulness of an organization, the significance of
employees-related practices in providing effective KM solutions
within

IT

firms,

particularly

in

relation

to

rewards

and

encouragement for KM has received a lack of coverage in the
literature . This paper, therefore considers the impact of
employees on KM initiatives at SINGHAL Ltd.

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Research Tools Used
The Average Daily Rate, or ADR, is a hospitality
industry metric measuring the average amount paid per room
over the total rooms occupied over that period. For example, if a
hotel earned $100,000 in a year with 500 rooms occupied, its
ADR would be $100,000/500 or $200. ADR excludes rooms used
for "house" purposes (those occupied by hotel employees) and
usually complimentary rooms, depending on the hotel. The ADR is
useful to measure a property's financial performance, as well as
to compare the hotel's performance to its competitors.
However, ADR does not provide an adequate snapshot for a
hotel's performance and should be used along with Occupancy
and Revenue Per Available Room (RevPAR) to make a more
accurate judgment on a hotel's performance. For example, a hotel
may have a high ADR, but low occupancy rates, meaning that the
hotel is not very profitable.
Quantitative research is concerned with testing hypotheses
derived from theory and/or being able to estimate the size of a
phenomenon of interest. Depending on the research question,
participants may be randomly assigned to different treatments.

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If this is not feasible, the researcher may collect data on
participant and situational characteristics in order to statistically
control for their influence on the dependent, or outcome,
variable. If the intent is to generalize from the research
participants to a larger population, the researcher will employ
probability sampling to select participants.
Typical quantitative data gathering strategies include:


Direct occupancy observation.



Observing and recording well used instruments (e.g.,
counting the number of customers at specified times of the
day).



Obtaining relevant data from management information
systems.



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Administering surveys with closed-ended questions



Sampling Methodology
This research includes a review of KM literature, which provides
an understanding of KM issues in general and different types of
factors that determine KM initiative’s success in particular. The
present research utilized ten qualitative interviews with KM
Managers operating within the field of KM practices. The analysis
of the interviews has resulted in the formulation of a number of
key conclusions related to KM issues about SINGHAL Ltd. which
takes a high-level view of the people-related KM issues.

1. Background

SINGHAL Information Technology Ltd. was founded in 1945 and
manufactured a variety of consumer and electronics products. In
1980, A Ltd. entered the information technology field. Based near
Bangalore, India, SINGHAL Technologies now serves more than
300 clients including such companies as Cisco, Sony, IBM and
Ericsson. About half of its work relates to regarding IT
development in which SINGHAL helps companies to run their IT
system and rest of the work relates to engineering involving the
design of software products that their clients will use internally.

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Over the last five years SINGHAL technologies has experienced
impressive

growth

capitalization.

in

revenue,

profitability

and

market

SINGHAL growth is the result of single-minded

focus on customer satisfaction, quality, developing people and
providing

innovative

value

for

money

knowledge-enabled

software solutions. Once employees start understanding what
was happening in their projects, they understood the process of
acquiring knowledge and began using it to improve the quality.
At SINGHAL, knowledge management initiatives are strategic and
operational which has resulted for the company to acquire the
capability of increasing productivity, relations and quality across
the globe.

2. KM Journey at SINGHAL LTD.
Faced with the new challenges, SINGHAL technologies has
realized the fact that employees are the human capital and the
only asset to meet the competitive edge on the global economy
and renewed focus on human resource strategies that can ensure
retention, commitment, as well as continued growth and
effectiveness of the personnel. But question arises how can we
enhance the effectiveness of employees?

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The growth of international business has drawn increasing
interest in knowledge management in the context of a
revolutionary organizational change process because it is one of
the most common phenomena in this universe. Therefore, it is
not change which is new to business and industry, but it is the
speed of change that is challenging for the contemporary skills of
people to manage and adapt to changing environments not only
efficiently but also effectively.

It is essentially a matter of concern for the winning
organizations to choose appropriate strategies not only for
retaining talented people with them but also to create
opportunities for enhancing the effectiveness of their workforce.
KM initiative is one of the basic activities as well as one of the
ultimate objectives in the efforts of organizations to maintain their
existence. The reason for this is that through successful KM
programme employees are more compatible, satisfied and
productive, work with a sense of greater loyalty and responsibility
to fulfill the requirements of clients.

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Objectives

The main objective of the Hotel Occupancy Survey is to ascertain
the behaviour of a series of variables which allow us to describe
the basic characteristics of the hotel sector.

Statistical unit
This statistic is monthly and the data refers to the activity
carried out by the hotel establishments situated within the
national territory. The population object of the study is
constituted by all the hotel establishments existing within the
national territory, registered as such in the corresponding Tourist
Offices of the Autonomous Communities.

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A hotel establishment is understood to beall units that
render hotel accommodation services (hotel, apartment hotel,
motel, hostel, B&B, boarding house, guest house), situated in the
same geographic location and in which one or more persons work
on behalf of the same company.

Hotel establishments are classified according to their
category, gold and silver, and within these by the number of
stars. The category of the establishment is assigned by the
Tourist Offices of the Autonomous Communities and varies from
one autonomous community to another.

Definitions
A hotel establishment open for the season is understood to be
that establishment in which the month of reference is included
within its opening period.

Estimated vacancies
The number of vacancies estimated by the survey of the hotel
establishments open for the season.The number of vacancies is
equal to the number of fixed beds in the establishment. Extra

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beds are not included and double beds are considered as two
vacancies.

Travellers
All persons who stay for one or more consecutive nights in the
same accommodation. Travellers are classified by their country of
residence, and people residing in Spain are classified by the
Autonomous Community they usually live in. The chapter is
divided in two sections. The first section highlights some of the
limitations
of this research. The second section discusses few suggestions
and directions for future
research focusing on the subject matter for reducing the effect of
the limitations.
Average Stay
This variable is an approximation to the number of days which,
on average, the travellers stay at the establishments, and is
calculated as the quotient between the overnight stays and the
number of travellers.
Level of occupancy by rooms

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The ratio, as a percentage, between the average daily number of
rooms occupied in the month and the total number of rooms
available.

Level of occupancy by vacancies
Ratio, as a percentage, between the total number of overnight
stays and the product of the vacancies, including extra beds, by
the days the overnight stays refer to. Extra beds are those that
do not have a fixed nature and are not included in the vacancies
declared officially by the establishment but do appear in the
directory.

Estimates
VARIABLES USED
E = number of establishments open during the month, existing in
the directory
ET = number of establishments existing in the directory
e = number of establishments that respond to the survey
(incidents 1 and 2)
e’ = number of establishments that answer the monthly survey
(with incidents 1 and 2 in the monthly questionnaire)

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c = number of sample establishments that are closed within their
opening period (incident 3)
c’ = number of establishments that are closed within their
opening period (with incident 3 in the monthly questionnaire)
P = number of vacancies according to the directory
N’= number of supplementary vacancies used
H = number of rooms according to the directory
V = number of travellers checked in
VM = number of travellers checked in during the whole month
N = number of occupied vacancies (overnight stays)
NM = number of occupied vacancies (overnight stays) during the
whole month
B = number of occupied rooms
T = employed personnel
AC

=

percentage

of

employed

personnel

dedicated

to

accommodation activities
ES = average stay
BD = number of occupied double rooms
BI = number of occupied single rooms
GP = level of occupancy by vacancies
GH = level of occupancy by rooms
D = number of days of the reference month (28, 29, 30, 31)

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dm = number of days the establishment has been open during
the reference month
M = price of the room according to the different rates
A = percentage of implementation of the different rates
considering the total number of occupied rooms
I1 = percentage of establishments that have a website / web
page 16
I2 = percentage of establishments that use the Internet as a
means to contract their services
I3 = percentage of establishments that use the Internet to
advertise their establishment
I4 = percentage of occupied rooms booked using the Internet

THE SUB INDICES USED ARE:
I = establishment
j = province
K = category (5, 4, 3, 2, 1 gold: 3, 2 and 1 silver)
m = modality (professional situation, place of residence, month,
etc.)
t=

rate:

1

(normal),

2(weekend),

3

(tour

operator),

4

(companies), 5 (groups), 6 (others)

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The following two groups of estimates will be obtained:
1.- Estimators using the week: these will only be used for
establishments with 1 and 2 gold stars, 1 and 2 silver stars and
non-comprehensive categories in Galicia, for the dissemination
and calculation of interannual rates.
2.- Estimators with monthly totals and with dm: calculated for all
provinces with establishments with 3, 4 and 5 gold stars and
comprehensive strata in

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Validity of Data
KM Journey of SINGHAL Information Technology Ltd.
Implementation of KM initiatives is not an easy task at SINGHAL
Ltd. It is a long journey in order to innovate faster, speed up
response to workplace demands, customer demands that leads to
increased productivity and workforce competence.
At SINGHAL knowledge sharing is not only a simple exchange of
information but it affects relationships and helps in establishing a
culture of sharing and learning from each other. At SINGHAL KM
implementation process starts with three phases:
Pre-implementation Phase: This is an early phase in which
the company diagnoses the areas for implementing content
specification ( a way to manage documents and web content);
areas for discussion are:
 Cultural Analysis for Accepting change
 Level of Knowledge examination among employees,
units and different departments
 Identification of most attractive users for collaboration
capabilities
 Identification of gaps in existing infrastructure
 Analysis of various available and existing technologies.

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Implementation Phase: Under this stage many portal
systems

incorporate

content

and

document

management,

providing a way to manage documents and web content. It can
include versioning, security, metadata searching and a host of
other features while implementing all these contents, the
organization work together in a number of areas.
It is all about providing the infrastructure of software and
collaboration of information/portals which enable employees to
work together more effectively. Things which have to be
remembered during implementation phase are:

 Awareness creation and brand building
 Knowledge architecture
 Defining and establishing processes for KM
 Designing and setting up the KM Portal
2.3. Post-Implementation Phase: After implementation
of KM programme at SINGHAL a unique and collaborative
environment is found where collaboration technology is
integrated for the information to be gathered, organized,
classified , accessed, presented and distributed. After
implementation of KM process a unified system is

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developed which not only improves project quality but
also centralizes knowledge store house for workers.
SINGHAL technologies

is

a global information

technology

company offering world-class solutions to its customers. The
company launched a corporate knowledge strategy in September
2000. Earlier, it had started KM initiatives in isolated pocketsmainly for collaboration, re-use and knowledge sharing in smaller
groups within the business units or projects teams. But in current
scenario the process of creating, storing and sharing information
has continued to grow in the company.
SINGHAL started a Knowledge Net (KNET), a Web portal solution
using Microsoft® Windows® SharePoint® Services and Microsoft
Office SharePoint,

Portal Server, unique share point for its

document repository, to collate the knowledge gained by its
employees so that other employees could access this information
easily.
Company provides a unified repository of various knowledge
artifacts to every department. Another goal is to make it easy to
search for and find people with the right knowledge and domain
expertise. KNET became an easy-to-access repository for all
documents, processes and knowledge artifacts generated by
company employees. The portal has helped to reduce time-to-

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market, increase efficiency, and improve

collaboration among

employees.
SINGHAL technologies use KNET portal to create, store and share
knowledge. KNET connects people to people, people to content,
and people to the organization through the collaboration of
individuals, workgroups, and business lines. Effective knowledge
management system provides new and innovative processes daily
and weekly that make the employees and the organization
continuously learning and innovative.
KNET is made up of five sub portals and together, these portals
are the repositories for all forms of SINGHAL content. Employees
have two responsibilities toward KNET: use and contribute: these
are

2.3.1. DocKNet : DocKNet is a comprehensive document portal
that contains knowledge artifacts relevant to all employees.
DocKNet pertains to one of the most convenient ways to
communicate containing general and technical information that is
accessible to all employees.

2.3.2. KoNnEcT:

KoNnEcT is a directory of employees who are

experts in various technologies. If someone needs the services of

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an expert in any technology one can go to KoNnEcT, find an
expert and post a query to that person. If an expert isn’t found,
the query is sent in an email message to the entire company.
Replies are captured in a database for future reference.

2.3.3. KNetworks:

KNetworks are online discussion forums

designed to enable employees to discuss or exchange information
on a particular project or technology. Any employee can start a
new query or participate in existing discussions.

2.3.4. Reusable Components: Reusable Components is a highvalue portal, which helps users save a significant amount of time
in all aspects of work. Its mission is to help “stop reinventing the
wheel.” Within this portal, employees can find items such as
ready-to-use templates, best practices, reusable code, tools, and
methodologies. The goal of this portal is to minimize time-to
market and create corresponding cost savings to their clients.

2.3.5. War Rooms: These virtual workplaces are used for timebound and task-oriented activities like proposal preparation,
framework conceptualization etc. It is an invitation-only area and
is used for large-scale projects.

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3.

Knowledge Management as a Strategy

SINGHAL Ltd. launched a corporate knowledge strategy in
September 2000 which enabled individuals, teams and entire
organizations to collectively and systematically capture, store,
create, share and apply knowledge to better achieve their
objectives. One of the main drivers behind an organization-wide
knowledge strategy was that SINGHAL Ltd. grew rapidly

During its growth period company realized to fulfil the
requirements of their project customers demanding shorter time
and more information to complete their projects effectively.
Through information and knowledge, employees can easily avail
much information on KNET and their sub portals which enable
employees to deliver accurate information to their clients and in
turn deliver cost savings projects to them. Company identified
some key drivers for KM and business excellence. These are:

3.1. Organizational values and culture:

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Since its inception, SINGHAL, with its open culture, has believed
in cultivating knowledge and expanding its business. Therefore,
it has become all the more critical to get knowledge intensive and
implement an enterprise wide KM system.

SINGHAL has evolved a framework in accordance with its needs
to achieve its business vision.

It has been designed to build on

the existing efforts in the organization and enhance the culture of
knowledge sharing and utilization of the most important requisite
to build and sustain a KM system, is culture and organizational
values. It also requires a strong leadership to bring in cultural
changes, set the right direction, and continuously monitor
progress. At SINGHAL Ltd. organizational values and culture help
in building a competency based knowledge driven organization
which further helps in creating new business opportunities.

The company has three main drivers for knowledge management
framework. First is learning (people build their competency using
a mix of tools and processes like E-learning, competency
assessment and competency development), second is

‘KEEP’

(knowledge extraction, enhancement and practice). It has four
pillars taxonomy (a uniform structure through which knowledge

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can be stored and accessed) IT enablers, practice based offering
and knowledge channels. Third and last driver is CARE
(Competency Augmentation through Research and Excellence)
through which the company leverages expertise knowledge to
build up the organization for innovative products and services.

1.2.

KM vision and strategy

“To be an organization where knowledge capturing and sharing is
the way we work, offering customers speed-to-deploy as well as
innovative products and services focused on their needs and
offering employees an environment of continuous learning and
productivity improvements.”

At SINGHAL KM vision is broad and consists of 50 knowledge
managers and knowledge executives who help in developing
knowledge management process. These executives and managers
build a KM team to capture the tacit knowledge of employees for
bringing improvement in every field of the organization. This KM
team provides a platform for the employees to learn from the
explicit knowledge while developing a culture of sharing
knowledge.

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The Company has following three pillars for KM strategy:
1. Infrastructure (includes technologies, tools and applications).
2. Business Processes (through which the knowledge life cycle
is managed).
3. Knowledge management Team (consist of knowledge
managers, executives and knowledge workers including
subject matter experts and authors, editors, reviewers and
users).

This KM strategy at SINGHAL Ltd. encompasses best practices for
human resource development and organizational development.
As per the opinion of the company managers; “Our first action is
engagement, getting people to work on a project and derive a
steady flow of knowledge from it. Secondly, we look at our
effectiveness - are we using the knowledge and avoiding past
mistakes. Finally, we distil this knowledge and use it as an edge
for SINGHAL Technologies.”
They believe that the company is just moving into the third stage
and has not yet achieved the full benefits that this edge will
provide. Moving aggressively to excel in product quality, business
processes and staff development, SINGHAL Technologies has

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established

a

comprehensive

and

effective

knowledge

management program and begins to share its knowledge
management expertise with clients who want to develop and
benefit from their own knowledge management programs.
This unified framework has helped build a cohesive knowledge
base across the company and accessible to the entire user
community in SINGHAL Ltd.
The company has started offering its collaboration and knowledge
management

solutions

and

expertise

to

global

corporate

enterprises by providing end-to-end collaboration and knowledge
management services including KM application development for
knowledge portals, expertise management systems, knowledge
repositories and executive dashboards through a unique blend of
domain knowledge, technology expertise and process excellence.
4. KM Measurements:
SINGHAL KM framework continuously ensures the feedback of
results into the system and allows system to focus on experience
of user’s quality. For KM measurements, the company has four
indices as KM contribution index, KM user’s index, engagement
index and usage index. The entire indices collectively measure the
number of users, level of usage, number of unique users as well
as monitor the effectiveness of the whole programme.

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SINGHAL Ltd. has received Information Today’s KM World-KM
Reality Award. This award recognizes SINGHAL efforts in building
and

maintaining

a

successful

corporate-wide

knowledge

management programme in 2012. Besides, SINGHAL Ltd. has
also gained good recognition for its KM initiatives in various
external communities like IIM Bangalore and presented ideas in
national and international conferences.
CONCLUSION
SINGHAL identified the key business drivers for implementing KM
tools and technologies which are the necessary to capture and
leverage employees’ knowledge. Successful KM system increases
the productivity and sustainability of the company while
developing global knowledge sharing networks and relations.

SINGHAL technologies provides effective creativity and innovation
promise for sustainability. This case has explored the importance
of the cultural and structural dimensions (taxonomy, IT enablers,
CARE

(Competency

Augmentation

through

Research

and

Excellence) etc. for leveraging expertise knowledge to build up
innovative products and services.

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This case identification of the KM initiatives with respect to KM
practices such as content, support and collaboration and
effectiveness are the critical success factors of KM practices. In
today’s scenario, the organizations are required to manage their
knowledge well. Current organizations require more skillful and
knowledgeable manpower; this requires KM at the grassroots to
manage organizational knowledge resources. This case study has
given some worthy thoughts of how organizations should manage
the competitive knowledge to ensure organizational effectiveness.

WORK DONE

Project Preparation consists of all the work necessary to ensure
that a proposed project is feasible and appropriate and that it can
be

successfully

implemented.

The

process

ensures

the

identification and elimination of key risks at the earliest possible
time and maximizes development opportunities by ensuring that
projects are well conceptualized.

Preparation work is social, technical and financial in nature.
Typical preparation activities include: the identification of funding
sources,

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needs

assessments,

community

and

stakeholder



consultations, socio-economic studies, the development of project
concepts, assessments of site suitability (e.g. topography,
geotechnical and environmental conditions, bulk services), land
availability negotiations and agreements, participative planning,
preliminary design, estimates for capital and operational costs
and applications to funders or implementation partners.

Most of this work takes place during the pre-feasibility and
feasibility phases. Please also refer to the project preparation
cycle diagram which illustrates more fully PPT’s systematic
approach to project preparation.
Systematic and effective Project Preparation is important for a
range of reasons outlined below:


Project risks are managed and controlled.



Scarce implementation resources (e.g. capital funding) are
optimally utilized and are only allocated to

viable projects.



Projects are well conceptualized and planned.



Development is appropriately tailored to local needs and is
integrated in nature.



Projects are supported by the key stakeholders (including
the community, municipality, funders and implementation
partners).

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

Government and other funders can predict and therefore
manage their cash flows by enhancing the predictability of
project outcomes and timeframes for implementation.

Overnight stays or occupied vacancies

An overnight stay or occupied vacancy is understood to be each
night that a traveller stays in the establishment. As occurs with
travellers, overnight stays are broken down according to place of
residence.

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Chapter 5- Data Analysis and Interpretation.
The most striking feature of the demand for hotel
accommodation is its temporal variability. In an industry
characterised by high risk capital investment and heavy fixed
costs in property, facilities, staff and equipment, this temporal
variability produces a range of problems in resource usage and
management, and results in a continuing battle to minimise its
impact on the efficiency and profitability of hotel operations
(Buttle, 1986; Danielson, 1987; O'Neill and Orr, 1996).

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In this battle an understanding of the nature of the temporal
fluctuations in demand in different market segments, and their
differential impact on the occupancy performance of IT Industry,
are prerequisites for the development of effective management
and marketing responses. Two principal temporal patterns of
demand are manifest in hotel occupancy data; the seasonal
pattern over the course of the year, and the within-week pattern
over the course the week. Together, they constitute the two
``fundamental frequencies'' of demand for hotel accommodation,
and and for tourism in general.

The causes and characteristics of seasonality in tourism have
been thoroughly explored, and broad strategies to reduce its
impact have been proposed (BarOn, 1975; Witt et al., 1991;
McEniff, 1992). In comparison, within-week fluctuations have
received relatively little attention.

Empirical studies of hotel occupancy have usually focused on
the seasonal variation in hotel occupancy levels, with within-week

variations being ``filtered'' from the analysis by aggregating
occupancy data into monthly occupancy rates.

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Chapter 6- Recommendations and Conclusion.
The major objective of the survey was to establish if there
is a shared need for a National Property Index. Although it is
evident from those interviewed that some form of performance
measure and analysis takes place and information gathered from
various sources is reliable and adequate, the need for a property
index received overwhelming acceptance. Accordingly we can
draw the following specific conclusions:



There is a shared need for a property index. The Index should
not only cover the entire country but also have regional and
sector specific indices.



The property market is well diversified with properties types
including Commercial, Residential, Industrial, Agricultural and
Recreational.



Support in the development of the Index is evident. This is
mainly in the form of providing information, technical support
and subscriptions. Donors or sponsors are however lacking.

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

Some form of performance measurement and analysis takes
place but the methods used are traditional and vary from one
individual/organization to the next.



The information used to carry out performance measurement is
from diverse sources and there is no one common and reliable
source.



The preferred method to publish the index is through Newsletter
in both hard copy and in electronic format.



There is need for additional services in the form of production
real estate research reports, customized portfolio analysis and
comparisons between other types of investments.

Recommendations

From the conclusions we would like to make the following
recommendations:


That a National Property Index be developed. The approach to
be adopted is participatory with each identified stakeholder being
given an opportunity to contribute in a way they are comfortable
with.

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

Efforts be made to look for sponsors or organizations (Investors)
that will provide seed money to start the development process.
The index is a sustainable venture, which will be able to incur
limited costs in terms of data availability and collection, generate
income from subscriptions and also other customized services.



A survey should be carried out in the other provinces to establish
whether the investors and property consultants located in those
areas have a similar need



Explore ways of extending the index to cover the East African
Countries.



There is need to carry out an awareness campaign among
property owners and property consultants to share information
for the purpose of research. Secondly creating awareness
through a marketing campaign will have a direct positive impact
on the sustainability of the index as it is likely to attract more
subscribers. However where information is shared, there must be
an assurance of confidentiality.

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The limitations and delimitations sections of your research
proposal describe situations and circumstances that may affect or
restrict your methods and analysis of research data.

Limitations are influences that the researcher cannot
control.

They are the shortcomings, conditions or influences

that cannot be controlled by the researcher that place restrictions
on your methodology and conclusions. Any limitations that might
influence the results should be mentioned.

When considering what limitations there might be in your
investigation, be thorough. Consider all of the following:



Occupacy Rates of IT Industry



The nature of self-reporting is independent.



The instruments I utilized were average calculation method.



The sample collected were used to aggregate the total of
occupancy rate of a hotel.

The same was also used for the

average calculation purpose.


Time constraints.

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In qualitative research certain limitations might mean
that the findings cannot be generalized to the larger population.
This is especially true when the definition of the population is
broad (ex: elderly women)

Delimitations are choices made by the researcher which
should be mentioned. They describe the boundaries that you
have set for the study. This is the place to explain:


The things that you are not doing (and why you have chosen not
to do them).



The literature you will not review.



The population you are not studying.



The methodological procedures you will not use.
Limit your delimitations to the things that a reader might
reasonably expect you to do but that you, for clearly explained
reasons, have decided not to do.
Delimitations define the parameters of the investigation. In
educational research the delimitations will frequently deal with
such items as population/sample, treatment(s), setting, and
instrumentation.

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As

you

complete the

limitations

and

delimitations

sections on your planning guide, you may want to go back to the
Sample Proposals page of this web site, as well as your
Reflection: Reviewing Sample Proposals journal for ideas, before
you begin writing your own.

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Chapter 7- Limitations of the Study
The most obvious limitation of the study is its cross-sectional
design. Therefore, firm conclusions about the directions of
causality implied in the model cannot be drawn. Thus,
relationships among variables must be interpreted with caution.
Interpretations of models using structural equation modelling are
also not proof of causality. True causal inferences can only be
drawn testing models using longitudinal data. This is especially
important for a subject like online occupancy behavior that is not
static but is a developmental process that changes over time.
Since only self-report measures were used, common-method
variance and response consistency effects may have biased the
observed relationships. However, perceptions of usefulness and
ease of use are not objective measures. Because perceptions are
necessarily self-reported, such measures are the most effective at
measuring these cognitions. Therefore, this is an unavoidable
criticism of the study of online occupancy behavior.
The data collection was confined to only five relatively large
cities of India since constraints were faced during data collection.
The replication of the study at different regions of India would
enable better generalizability of the findings of the study. At the
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126 same time data collection during real occupancy experience
could have elicited better responses improving findings.
The sample for the present study comprised of 509 shoppers
of Electronic Gadgets and Home Appliances. This sample is only a
very small proportion of the entire population of retail shoppers in
the country. Therefore, research studies with much larger sample
size would be required to ensure appropriate generalization of the
findings of the study.
The study was limited to individual occupancy behavior.
India being a collectivistic country, most of the occupancy
happens in a Hotel set up. Consideration of Hotel occupancy
behavior might have revealed interesting findings.
The construct of Occupancy orientations was measured
through an instrument developed by a researcher in other
country. Though the instrument shows scientific reliability and
validity, yet this is the first study for which it has been adapted in
India and more studies are required before it is established as an
acceptable tool for exploring Occupancy orientations.
The present study has relied largely on quantitative
methodology of data collection (though qualitative methodology
was used to a limited extent) and is therefore restrictive.

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Therefore,

more

of

qualitative

methodology

of

data

collection should be undertaken in future to provide wider
perspective to the present study. For instance, the research
design can employ case study methodology or content analysis to
provide a holistic picture to the given subject.
This study explored Perceived Usefulness and Perceived
Ease of Use as antecedents of Attitude towards using online
occupancy.

The

inherent

assumption

was

that

Perceived

Usefulness and Perceived Ease of Use gets derived from a
person’s beliefs and values. A more rigorous research design
should consider Behavioral, Normative and Control

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Chapter 8 : Bibliography
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Alavudeen,

A.;

Venkateshwaran,

N.

(2010), Computer

Integrated

Manufacturing, PHI Learning,
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Bynum, Terrell Ward (2008), "Norbert Wiener and the Rise of
Information

Ethics",

John,Information

in

van

Technology

den
and

Hoven,

Moral

Jeroen;

Philosophy,

Weckert,
Cambridge

University Press,


Chaudhuri, P. Pal (2004), Computer Organization and Design, PHI
Learning,



Childress, David Hatcher (2000), Technology of the Gods: The
Incredible Sciences of the Ancients, Adventures Unlimited Press



Dyché,

Jill

(2000), Turning

Data

Into

Information

With

Data

Warehousing, Addison Wesley
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Han, Jiawei; Kamber, Micheline; Pei, Jian (2011), Data Minining:
Concepts and Techniques (3rd ed.), Morgan Kaufman



Kedar, Seema (2009), Database Management Systems, Technical
Publications,



Khurshudov, Andrei (2001), The Essential Guide to Computer Data
Storage: From Floppy to DVD, Prentice Hall




Lavington, Simon (1980), Early British Computers, Digital Press,
Lavington, Simon (1998), A History of Manchester Computers(2nd ed.),
The British Computer Society



Lewis, Bryn (2003), "Extraction of XML from Relational Databases", in
Chaudhri, Akmal B.; Djeraba, Chabane; Unland, Rainer; Lindner,

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Wolfgang, XML-Based Data Management and Multimedia Engineering –
EDBT 2002 Workshops, Springer,


Pardede, Eric (2009), Open and Novel Issues in XML Database
Applications, Information Science Reference



Proctor,

K.

Scott

(2011), Optimizing

and

Assessing

Information

Technology: Improving Business Project Execution, John Wiley & Sons


Ralston, Anthony; Hemmendinger, David; Reilly, Edwin D., eds.
(2000), Encyclopedia of Computer Science (4th ed.), Nature Publishing
Group,



Reynolds, George (2009), Ethics in Information Technology, Cengage
Learning,



van

der

Aalst,

Wil

M.

P.

(2011), Process

Mining:

Discovery,

Conformance and Enhancement of Business Processes, Springer,


Wang, Shan X.; Taratorin, Aleksandr Markovich (1999), Magnetic
Information Storage Technology, Academic Press,



Ward, Patricia; Dafoulas, George S. (2006), Database Management
Systems, Cengage Learning EMEA,



Weik,

Martin

(2000), Computer

Science

and

Communications

Dictionary 2, Springer,


Wright, Michael T. (2012), "The Front Dial of the Antikythera
Mechanism", in Koetsier, Teun; Ceccarelli, Marco, Explorations in the
History of Machines and Mechanisms: Proceedings of HMM2012,
Springer, pp. 279–292,

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