MARKETING OF WOMEN SHGs PRODUCTs – A SWOT …shodhganga.inflibnet.ac.in/bitstream/10603/45033/10/10_chapter 3.pdfapplication of SWOT analysis improves the overall Women SHGs performance

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CHAPTER III

IMPORTANCE OF SWOT ON OVERALL SUCCESS OF

WOMEN SHGs IN CHENNAI CITY

3.1. Introduction

The SWOT analysis is a tool to help the Women Self Help Groups for taking

decision-making in critical situations in business and also to understand their

positive qualities and negative attitudes in internal as well as external dimensions.

SWOT analysis provides a good framework for reviewing strategy, position and

direction of business of Women SHGs. Whenever the group members have

confusions and feel it very difficult to take any right decision, SWOT analysis

helps them to feel well in brainstorming meetings. Because the SWOT analysis is

very much helpful to the members to carry on business and make strategic

planning, identify and evaluate competitors’ role in the market analyse the product

research and development. In addition, SWOT analysis measures market potential

according to external factors like political, economic, social and technological.

SWOT analysis makes an assessment of data which is organized by the SWOT

format into a logical order which helps understanding, presentation, discussion and

decision making. The four dimensions are a useful extension of a basic two

heading list of pros and cons. SWOT analysis comprises four sections, one for each

of the SWOT headings namely Strengths, Weaknesses, Opportunities, and Threats.

Through the research, the researcher wants to identify to what extent the

application of SWOT analysis improves the overall Women SHGs performance in

Chennai city, because a SWOT analysis is a perspective of one thing, be it a

business concern, a product, a proposition, an idea, a method, or an option. The

main purpose of the study is that it helps small business concerns to identify pros

and cons in market aspects through SWOT analysis.

Even for a leading company it is very difficult to survey its products in the

market and differentiate their products from others. Particularly in a metropolitan

city like Chennai, most of the new entrepreneurs have the fear of incurring loss and

investing in a wrong business enterprise, and speculation. Hence every

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entrepreneur needs training, counseling and proper planning for their business

success and especially women entrepreneurs need all kinds of marketing strategies

before they launch their products in the market. In addition they have to constantly

monitor their activities to ensure that the venture is a sustainable one, because there

is no specified time frame for the women to achieve profitably in their business.

Fortunately the Women SHGs in Chennai city receive easy loans from banks;

hence, introducing capital is not at all a difficult one. At the same time the

members should ensure that the process is carried out with proper analysis. The

women members should make a market study prior to investing in a business. The

concept of Women Self Help Group helps them to understand that there are more

monetary as well as physical benefits in working as a group sharing burdens rather

than running independent ventures. The concept of unity is strength reduces the

investment risk and increases the output. Even women groups with low capital

encouraged all members to run business successfully.

The important role played by markets is ignored by most of the new

entrepreneurs. Markets play important role not only in income generation but also

making the groups to understand if the group wishes to do the business. Chennai is

an outlet aimed at making the market more accessible to rural based products.

First, the group must identify more profitable and income generating business

activity. The group members can have access to all kinds of business analysis done

through local resources and identify the gaps in facilities available local demands,

and transport and other marketing facilities. Next, the group must determine and

reach more suitable marketing activities. The members must determine the quality

and quantity of the products to be distributed to a larger market. When the groups

have an urban marketing plan, they must begin their activities in the Chennai

market. Once the business gains stability and momentum, they can evaluate the

possibility of product acceptability in the larger market and challenges to be faced

like intense competition, larger investment time, required etc. The group members

must ensure their willingness to invest more resources and capital and then only

the income generating activity and extent of the market can be identified. For the

attainment of the above said requirements the group must get sufficient business

knowledge and experience and advice the members to maintain proper record of

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accounts with regard to members’ income and expenditure. To determine all the

above said activities the Women Self Help Groups should make SWOT analysis

before they make any major marketing decisions. When the groups identify their

Internal and External strength then they can choose the activities according to their

ability and when they have evaluated their Internal and External marketing

strength, they can identify market capabilities. Marketing forms an important

component of SWOT, because without SWOT analysis the members cannot assess

the market potentiality properly. To understand the market, the members must not

only understand expenditure patterns and also their affordability to meet all the

sales promotion expenditure. In particular the members should frequently make

market survey about what items are consumed by Chennai people and what items

are popular in the city and what items are in dispensable. This kind of survey gives

the group members an understanding of the taste and attitude of Chennai consumer

and find out their purchasing pattern. In addition the groups can make a note about

how the families in Chennai spend a large portion of their income on consumer

items and assess the expenditure patterns outside their homes. The members could

mingle with people and ask their peer group members to get an idea of such

patterns. This may not be an easy exercise in a metropolitan city like Chennai,

because the group assessment of family expenditure requires a thorough study.

Once assessment of expenditure patterns is clearly observed, the group can visit

another urban market area. Moreover, when the members observe the demands for

the commodity they have decided to produce, taste the items and procure some

samples to see if they can prepare an improved item. The members should interact

with the local shopkeepers in and around the city to get a fair idea about the

customers’ demand and also make an assessment of the price range of the item and

see if they can prepare something cheaper. The members must be preparing to

make the initial investment and this investment includes the cost of infrastructure

like rent for business premises, ingredients, manufacturing equipment, transport,

labour raw material etc. The members should prepare budget for the first few

months from the date of starting business, because during this period the budget is

essential to see that the morale is high and that they do not get daunted by the

business. The experimental stage of business determines whether the enterprise

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will go further or not. The group members should understand the role of

competitive products in the market, especially in Chennai market every day lot of

products are introduced and quit the market premises. The members should

identify what kind of products are preferred and rejected by the consumers. When

the competition is very high and there is more than one supplier of a given product,

the group should lower the prices in the market and cut profit margins. It increases

the product specialization and improves the product image and provides more

incentives to buyers. Moreover to tackle the competition the group members

should explore niches in the market and provide products that have few suppliers

and be prepared to handle price fluctuations. Ultimately the group should find out

business friends and this helps to expand business. It is more essential to build

networks with shopkeepers, transport authorities and even middlemen. These

activities help the group members to sustain and expand their business over a

period of time.

3.2. Why Generally the Businesses of Women SHGs Fail in Chennai City:

Women Self Help Group businesses in Chennai are more prone to the

uncertainties of the market. Because, even modern technology based products also

failed in Chennai market due to non feasibility of SWOT analysis and without

knowing how rural based products can survive in urban market without evaluating

their plus and minus points. Many of the Women Self Help Group businesses,

never do SWOT analysis before entering into the market. This is the main reason

for their failure. The second reason is that the members never adopted any

marketing strategies, like adopting standard approaches to all kinds of consumers

and not discriminating customers from consumers, because different approaches

are required from consumers’ point of views. Most of the members don’t have the

knowledge about business and market and ultimately they neglect the business.

Lack of experience in dealing with customers and identifying their demand is also

one of the reasons for the failure. The Women SHGs business members never

think of what kind of sales promotion is required in the market, and they produce

the products according to their liking and wish and are not prepared to produce

according to the preference and taste of Chennai market. There are no attractive

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advertisements and packing of the products and the product finds it very difficult to

reach ultimate consumers in the Chennai market. Even though the products of

Women SHGs are superior than other branded products available in Chennai

market in quality, quantity and price they struggle to reach the consumers.

Moreover the members are not aware of the bright sides of their products in the

Chennai market. Most of the consumers in Chennai said that even though the

products of Women SHGs are better they are not available at all times. Hence the

members failed to balance demand and supply of the products in the market.

Inappropriate location and poor visibility of the products also led to the product

failure in Chennai market. Many Women Self Help Group businesses find that

after initial profits, they begin to suffer from negative returns and struggle to

recover. Poor financial management and general administration are also main

reasons for Women SHGs failure in Chennai because they are not maintaining

proper books of accounts and audit their business transactions.

3.3. How to make the Products of Women SHGs in Chennai Stronger with

SWOT Analysis:

3.3.1. Choosing right product at right time: The ultimate aim of forming

Women SHGs is profit making through a business and also to develop a group

business. Hence the group members must identify the more suitable products for

their business. Generally five types of businesses are more suitable for Women

SHG members in Chennai namely 1. Food and home made products 2. Handmade

fancy Jewells 3. Small and Cottage Industries, 4. Readymade Cloth business and

5. Operating Beauty parlor. Most of the group members in Chennai started

business without any prior analysis of business suitability. City atmosphere gives a

lot of business opportunities to the members, and this is the only reason for their

successful continuation of business. This opportunity factor does not help the

members in all situations. On the other hand when the members select suitable

product for their business they never fail in the urban market like Chennai.

Choosing their products is a very important step, because each of the

members has a different combination of skills, knowledge and interests that make

better products suited for some best businesses rather than others. When the

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members consider their products which are more suitable for the Chennai market

then only they can improve their product knowledge and skills and adopt suitable

marketing strategies to sell and develop their products in Chennai market. When

the members find out the best resources to sale the products in best manner and

they have that would make a certain business easier. The members should think

about more than two products that seem most ready to start and best suit their

skills. After considering the possible products, the members do a market analysis

of the products they plan to start. This exercise helps the members to pick the

suitable products in right time and then they start to produce the products. Another

important aspect is the requirement of money and so they should determine how

much money is needed to produce the particular products. In addition, the

members discuss about the Strength and Weakness of their products in Chennai

market and any alteration or modifications required in quality and quantity of the

products can be immediately made because then only they can retain and capture

their products’ demand in the market. At the same time they consider different

products in the same peer group status in the market. Then the members start to

analyse about how much money is required to produce the product and what is

needed to market or sell the product. Then they have to consider the Opportunities

and danger in producing the product, and their Strength (of buyers) and Weakness

(skills needed or Weakness of buyers) and the ways to overcome them.

3.3.2. Product plans: Until the members understand all the elements of creating

successful products they cannot continue their products in Chennai market. Group

members should learn how to work as a group and each member should develop

group product Plan. The Plan should show not only business but also the nature of

business, commitment to the quality of the product and efforts to make the product

succeed, assessment of quantum of money required to make the product more

successfully in respect of all the aspects of the product. In short the product plan

will describe the key elements of the business of Women SHGs. The plan should

aim to find out who are their customers and after identification should talk to

potential customers before starting to produce their products. The consumers

should be made to know about the products and convinced to buy from their

shelves and made to know the specialty of their product. When setting the price,

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the price to be charged to the customer, discounts, offered, if any, what is the exact

cost of the product to cost to the producer and selling price of the product etc,

should be determined. Cash flow Aspects: initial investment necessary equipment,

one-time charges, initial operating expenses, materials, marketing costs, and

administration cost like rent, electricity, transportation and money requirement to

pay all these expenses etc, should be determined. The group members should

correlate their financial resources like their own savings; money earned through

loans from family, friends, others, other sources and overall costs incurred. The

time gap between their first sale and first production, delay that may happen in

receiving payments for sales etc should be taken to assess cash requirements.

3.3.3. Business and product practices and market analysis: In the present

situation, in an urban market like Chennai, the members of an Women SHG should

think about the kind of basic business practices suitable for them, because in a

business members need to consider whether they want to be successful in their

business. Members should think over marketing mix, a concept used to describe

many choices which individuals and groups have to make in order to bring a

product or service to market. When choosing a business, product or service, the

members should consider, what they are putting into the market place, is the

product or service needed by potential buyers and what does the customer want

from the product or service and what needs does it satisfy and what features does it

have to meet these needs and finally how and where will the customer use it. In

prices aspects, the members should identify the price and other changes to be

added to the product or service and determine the value of the product or service to

the buyer, whether there are established prices for products or services and

compare their product price with competitors’ product in the market the price fixed

should cover the costs of production (money spent up to the point of selling) and

leave a profit. Another important aspect is place of production and distribution and

sales. The place where the buyers buy the product or service and how many others

are selling the same product at the same place, the special place where product

needs to be sold that saves customers’ time and effort should be identified by the

members. The final practices related to promotion of the product and kinds of

advertising and sales promotions methods more suitable for their products are all

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part of the marketing. The members should find out when and where product can

be promoted and how the competitors do their promotional activities. The

members’ choice of promotion practices influenced by the customers in Chennai

market is considered with the help of following analysis:

3.3.4. Competition products: the member should identify the Strength,

Weakness, Opportunities and Threats of competitive products available in Chennai

market. In particular, the members should consider the nature of products and

places of selling, price and maintenance of good quality of the product.

3.3.5. Quality and Quantity requirements: the members should consider the

quality and quantity of the products and ensure that their products can excel the

competitors’ products in these aspects. In addition the members must identify the

comparative popularity of their products among the other branded products in the

Chennai market.

3.3.6. Availability of products in the market: the availability of products in

market without any difficulty is more important; hence the members should ensure

that the member sells the product in a particular and fixed shop or a stall.

3.3.7. Advertisements: the members should select the suitable media for

advertising their product, because when the members select and find out the more

appropriate advertisement media then only the product can reach the appropriate

customers in right time. In Chennai market personal contact and Newspaper

advertisements create more Impact on Women SHGs’ products.

3.3.8. General problem solving/conflict resolution among the group

members: when the members lack clarity and understanding group goal,

selfishness, laziness, lack of interest in sharing responsibilities, inferiority

complex too much expectations, jealousy, competition among members, poor

communications and lack of openness etc create conflict among the members. This

kind of conflict among the members should be immediately solved by themselves.

The following are Strength, Weakness, Opportunities and Threats of women Self

Help Groups in Chennai city with regard to marketing of their products.

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3.4. Strength:

3.4.1. Unity is strength: the women Self Help Groups are functioning under same

concept and understanding which build strong association between them and they

determine the market behavior and attitude, and this united approach has improved

their marketing Strength.

3.4.2. Evaluation of the quality of the product and comparing them with other

brands in the market: The Women SHG members have the Opportunity to

evaluate the quality and other aspects of their products such as standard and the

drawbacks can be rectified when their products are compared with other products

available in the market.

3.4.3. Improvement in quality of the products as per consumers’ expectations:

the members can identify unique taste of different consumers in the market. The

members can identify and determine the expected quality and quantity of

consumers.

3.4.4. Price fixation according to consumers’ affordability: the members can

determine the price of their products according to the affordability of consumers.

In Chennai people of different economic statuses are living, and so the members

can fix the price according to the statuses of people in Chennai and then only they

can capture the Chennai market without any difficulty.

3.4.5. Demand for product can be sustained in the market: the members in

various places can find out the demand in their localities for their products. Even if

a member of a particular group does not have sufficient stock to meet demand in a

particular place in Chennai, he can borrow the products from another group and

maintain market demand and supply properly. It is Strength to sustain the product

demand in the market.

3.4.6. Market can be directly controlled: when the members are very close to the

market they can easily control the market movements and its behavior. It is

Strength to control of market.

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3.4.7. Introduce or produce the products as per customers’ need: identification

of customers’ need is very difficult, especially in Chennai, because there are

people of different statuses and their taste and expectation are different. Joint

discussion only gives solution to the members to identify the need of market. It is

Strength to identify the need of market.

3.4.8. Product individuality and uniqueness can be maintained: every product

has its own individuality, and in market the product of Women SHGs has unique

name like “Homemade”. It is strength of unique identity mark.

3.4.9. Customers’ Goodwill: earning the goodwill of the customers is not an easy

task. Even the reputed products put more effort to acquire goodwill. Unless the

product is good, consumer never accepts the products. But in Chennai the Women

SHGs’ product has earned very good name. Goodwill is another marketing

Strength of Women SHGs products.

3.4.10. Easy approach to consumer: consumers are mirror of Women SHGs’

products. When the members are very close to the end user of their products, they

can easily approach them at any moment. Hence easy approach to consumers is

another kind of Strength.

3.4.11. Immediate rectification of defects in goods and services: the members

have opportunity to rectify defects in products and services immediately.

3.4.12. No need for intermediaries: the Women SHGs’ markets are independent

and hence there is no need for intermediaries to promote their products. The

members’ like and dislikes are reflected in the market.

3.4.13. Easy access to all kinds of transport facilities and quick distribution of

products: Chennai markets enjoy very good transport facilities to distribute the

products of Women SHGs. This is also Strength of Women SHGs.

3.4.14. Overall effective marketing administration: when all members are

functioning under one roof market administration is quite easy one. The members

can easily identify the problems spot and select suitable solution for the problem

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without any loss time. This opportunity creates effective marketing control

Strength to the members.

3.4.15. Less capital and high profit: in Women SHGs capital introduced is very

less, but profit is considerable. All kind of low income group people can involve in

Women Self Help Group activities. This kinds of businesses incur loss. Low cash

outflow and high cash inflow market is a great Strength to Women SHGs.

3.5. Weakness:

3.5.1. Marketing uniqueness may be affected: every person has his or her own

marketing skill and individuality in market. When shuffling the marketing ideas

and opinions of the members the uniqueness of individual members’ marketing

ideology may not be realized or boosted and there is the possibility of the member

getting frustrated and the skill of the member suppressed.

3.5.2. Possibility of different prices for same product in the same market

areas: there is no standard price fixed for the products made by Women SHGs.

The prices fixed by the members according to their own experience may vary and

the consumer may be dissatisfied in this aspect.

3.5.3. No Attractive and suitable packing: most of the Women SHGs products

failed in the market because of poor packing quality and insufficient information

printed in the packing and the presentation of the products is not attractive one.

This is main Weakness of the Women SHGs products.

3.5.4. Difference in taste and quantity of Women SHG products: in the case of

Women SHG products no standard is fixed in respect of quality and quantity. The

main reason for the success of branded products in markets is the standardized

quality and quantity throughout the state. But the Women SHGs products are very

weak in this aspect and in Chennai market the products of Women SHGs are of

different taste and quantity.

3.5.5. Absence of ISI certificate: As the Women SHGs products don’t have the

ISI recognition the general public is not ready to accept the products. In particular

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Chennai consumers are well informed and so every aspect of the products must

satisfy them.

3.5.6. No recognition for Women SHGs’ products: the Chennai market mostly

covers consumers belonging to higher income group. The Women SHGs products

are not up to the standards expected by them. Because of this the Women SHGs

products lose three fourth of their market share.

3.5.7. No exclusive shops for Women SHGs products: every non Women SHG

product has its own market and exclusive shop and most of the products which do

not have such exclusive shops are not able to survive in the Chennai market. The

drawback in the case of Women SHGs products is also that they have no exclusive

shop and no identity in the market.

3.5.8. Incompetence to other branded products: when the members are not at

all well versed in the marketing field and have very less marketing experience they

are not able to cope up with leading or branded products. Moreover the Women

SHGs products are not able to withstand the competition from other branded

products.

3.5.9. Women SHG Products bring no proper information about the product:

the educated consumers want all necessary information before they buy and use the

products and when the Women SHG products are not giving even the minimum

details about the products they are not able to get the consumers’ support.

3.5.10. Less sales promotion activities: the Women SHGs products are very

weak in sales promotion aspect. Most of the products come to market without any

sales promotion strategies. Most of the consumers in Chennai market don’t have

even minimum knowledge about the products produced by the Women SHGs

members. Absence of proper and mass advertisings for Women Self Help Groups

products is one of their main Weaknesses in the market.

3.5.11. Chennai consumers don’t have sufficient awareness: even though the

products produced by Women SHGs are quality one, the Chennai consumers are

not having that much of awareness about the products. Because the group members

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don’t give wide advertisements for their products they don’t have suitable

advertisement strategies for their products.

3.6. Opportunities:

3.6.1. Joined hands can enhance the production: the concept of the Women

SHGs is not only improvement of human values in the society but also to enhance

the production needed by the market. Even though each group’s contribution to the

market is less the overall contribution of the groups to the market is high.

3.6.2. Combination of different kinds of knowledge and skills: the joined hands

not only improve the standard of goods and services but also joined knowledge and

skills play a vital role to promote goods and services in the market. This is a great

opportunity of the market, makes it possible to make impact when multi-brains are

operating at the same time.

3.6.3. Involvement and utilization of high human resource: the large high

human potential is great advantage for the urban market, because such human

source involvement brings latest technology into the market.

3.6.4. Rural based products in the urban market: the urban market gives the

opportunity to rural product to survive in the market. When the modern market

needs some changes in the existing taste, rural based products survive in the

market as an alternative product to modern products.

3.6.5. Create healthy competitions: not only in summer but in all climatic

conditions preserved tender coconut produced by cottage industries is in more

demand by Chennai people. Likewise many village products which are produced

by small and cottage industries in and around Chennai city create healthy

competition to urban products.

3.6.6. Every member becomes marketing expert: marketing a product is not an

easy task. But the urban market gives lot of opportunities to the members to learn

marketing strategies and improve their approaches to different kind of consumers

in urban areas. This opportunity improves the skills of members in all aspects

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which are required by all kinds of markets and makes the members professionals in

the market.

3.6.7. Immediate changes and modifications: even though more opportunities

are available, the identification of immediate requirements or modification of the

market make the members get alerted to the conditions of the market and can

change the products as per market requirements. .

3.6.8. Easy migration of market areas: another opportunity available for the

Women SHGs product makers in Chennai is that they can easily migrate from one

market area to another when they feel that the particular market area is not suitable

for their products, because in Chennai different products are preferred by different

kind of people in different locality and time.

3.6.9. Easy to change business and products: if a particular business or product

only is suitable for a particular area or consumer the members can easily change

their business or products according to the need of market. In urban market like

Chennai, this is possible.

3.6.10. Convince the customer directly: the Women SHG members have great

Opportunity that they can briefly narrate the feature of their products and how their

products are different from other branded products and can easily convince the

consumers directly.

3.6.11. Find out the customers’ reaction and their real opinion about

products: the members can identify the consumers’ reaction when they see the

products and make the enquiry about the product and get their suggestion directly.

In Chennai most of the consumers don’t buy the products without any prior

information about the products and “buy and try” attitude is very little.

3.6.12. Consumer diversification can easily find out: when members have direct

contact with market they can easily find out when, where, how and why consumers

refuse to accept their product and what are the available alternative products for

their products in the market and can easily identify and avoid the frequent change

of products by the customers.

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3.6.13. Customers retention and earning new consumers: when the members

have opportunities to have frequent discussions with customers they can easily

avoid “losing of consumers” and retain the customers as much as possible and at

the same time the existing customers can bring and introduce new customers in

large numbers.

3.7. Threats:

3.7.1. Fewer acceptances of women shgs products: the urban consumers,

especially in Chennai mostly prefer modern products or branded products, because

they believe that branded products alone can help them maintain their status in the

modern society. In this situation it is difficult for rural based products to survive

and capture unique place in the Chennai market.

3.7.2. No SWOT analysis: most of the Women Self Help Group members in

Chennai city; don’t plan the choice or selection of suitable business for their group.

When the researcher met the members, it was found that most of them don’t have

marketing knowledge and are incapable to understand the Chennai market

condition. But a few of the members in Chennai adopt some kind of marketing

techniques but they don’t have the characteristics of SWOT.

3.7.3. Adaptation of improper marketing strategies: many of the Women SHG

members bring their products to the market when there is no demand for the

products or supply more or less quantity of the products, not at all based on

required demands in the market. As per the researcher’s identification, many of the

members never find out the market condition before they introduce the products,

never find out consumers’ likes and dislikes and never adapt suitable sales

promotion activities. These are the main reasons for Women SHGs products’

failure in the market.

3.7.4. “Train consumers”: absence of regular consumers or customers for

Women SHGs products are the other threats in Chennai market, because there is no

proper places, products and markets for Women SHGs products. Such kinds of

shortcoming never permit the consumers to identify the uniqueness of Women

SHGs products.

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3.7.5. No planned buying but impulsive buying only possible: most of

the consumers are ongoing for the Women SHGs products. In Chennai

market most of the consumers don’t have preplan to buy Women SHGs products

and many of the consumers buy the Women SHGs products because of their

impulse.

3.7.6. Lack of marketing experience: inexperience in the market field threats the

members in many aspects. Many of the members enter into the market without

knowing anything about the targeted consumers and the suitable market for their

products. There is no scientific approach of marketing transactions.

3.7.7. Little technology: the traditional approach never gives immediate

results. The preparation of goods, packing, labeling and naming are traditional

ways and they are not attractive to the Chennai consumers. The urban consumers

hesitate to accept imperfect products even though the nature of the products are

good.

3.7.8. Domination of branded products: in urban markets like Chennai the

domination of branded products in market is unavoidable. When the products of

Women SHGs lose their ability to compete with branded products, they fail in the

market.

3.7.9. City atmosphere: the city marketing atmosphere permits only fully cooked

products and any semi cooked products is not allowed into the market. Here, those

who are having full capacity or strength to manage the marketing problem can

survive in the market; otherwise product failure is unavoidable.

3.7.10. No determination of demand and supply: when the members have not

determined the exact demand and supply in the market it makes the product too

weak. When the members take necessary steps to maintain the availability of

products in the market without any hurdles they can avoid the product failure in the

market. Let the researcher analyse the overall business details of the Women SHGs

in Chennai City.

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A formal approach to the customer focused Chennai marketing is known as

USE-IDEA (University, Scientifically, Economy, Identity, Development,

Accessibility).

People → Universality

Process → Scientifically

Price → Economy

Product → Identity

Promotion → Development

Place → Accessibility

This system is basically 6Ps renamed and reworded to provide a customer

focus USE-IDEA model provides a customer-cendric alternative to the wellknown

6Ps model (People, Process, Price, Product, Promotion, Place) of marketing

management.

3.8. Description of the Respondents

3.8.1 North Zone: out of 46 respondent members’ Total Sales, Administrative

Expenses, Interest Paid, Total Expenses, Net Profit, Saving and Profit Share are

`.3,61,700, `. 91,650, `.19,900, `.1,11,550, ̀ .2,50,150, `.86,000 and `. 1,64,150

respectively. On the other hand 29 are in the category of up to `.5,000 sales level.

Their Total Sales, Administrative Expenses, Interest Paid, Total Expenses, Net

Profit, Saving and Profit Share to House Hold Expenses are `.88,700, `.27,650,

`.4,830, `.32,480, `.56,220, `.31,300 and `.24,920 respectively. 11 are in the

category of above `.5,000 and below `.10,000 sales level and their Total Sales,

Administrative Expenses, Interest Paid, Total Expenses, Net Profit, Saving and

Profit Share to House Hold Expenses are `. 88,000, `. 26,000, `. 4,620, `. 30,620,

`. 57,380, `. 34,000and `. 23,380 respectively. 6 are in the category of above

`.20,000 and below `.50,000 Sales level and their Total Sales, Administrative

Expenses, Interest Paid, Total Expenses, Net Profit, Saving and Profit Share to

House Hold Expenses are `. 1,85,000, `. 38,000, `. 10,450, `. 48,450, `. 1,36,550,

`. 20,700 and `. 1,15,850 respectively.

82

The average sales were `.3,058, `.8,000, `.30,833 in the sales categories

of, up to `.5,000, ̀ .5,001 – `.10,000, and `.20,000 – `.50,000 respectively. The

average Administrative Expenses were `.953, `.2,363, `.6,333 in the above

respective sales levels. The average Interest Paid were `.166, `.420, `.1,741 and

average Total Expenses were `.1,120, `.2,783, `.8,075 in the same respective sales

level which was mentioned later. The average net profit earned were `.1,938,

`.5,216 and `.22,758 and average Savings were `.1,079, `.3,090 and `.3,450 and

average share to family were `.859, ̀ .2,215 and `.19,308 in the respective sale

levels earlier.

The average Administration Expenses on sales were 31, 29 and 20 percent,

average Interest Paid on sales were 5,5,6 percent, average Total Expenses on sales

were 37,35 and 26 percent, average Net Profit on sales were 63,65 and 74 percent,

average saving on sales were 35,39 and 11 percent and average share to family on

sales were 28,28 and 63 percent in the respective sales levels.

3.8.2 Central Zone: out of 184 respondent members’ Total Sales, Administrative

Expenses, Interest Paid, Total Expenses, Net Profit, Saving And Profit Share to

House Hold Expenses are `.17,15,700, `. 4,50,710, `. 38,315, `. 4,80,925,

`. 12,34,775, `. 3,46,635 and `. 8,88,140 respectively. On the other hand 108 are

in the category of up to `.5,000 sales level. Their Total Sales, Administrative



`. 1,28,435 and `. 1,07,695 respectively.51are in the category of above `.5,000 and

below `.10,000 sales level and their Total Sales, Administrative Expenses, Interest

Paid, Total Expenses, Net Profit, Saving and Profit Share to House Hold Expenses

are `. 3,96,600, `. 1,11,000, `. 11,395, `. 1,22,395, `. 2,74,205, `. 1,45,350 and

`. 1,28,855 respectively. 22 are in the category of above `.20,000 and below

`.50,000 sales level and their Total Sales, Administrative Expenses, Interest Paid,

Total Expenses, Net Profit, Saving and Profit Share to House Hold Expenses are

`. 5,85,000, `.1,04,600, ̀ . 9,320, `. 1,13,920, `. 4,71,080, `. 64,350 and

`. 4,06,730 respectively. 3 are in the category of above `.80,000 and below

`.1,70,000 sales level and their Total Sales, Administrative Expenses, Interest

83


are `. 4,05,000, `. 1,50,600, `. 1,040, `. 1,51,640, `. 2,53,360, `. 8,500 and

`. 2,44,860 respectively.

The average sales were `.3,047, ̀ .7,776, ̀ .26,590 and `.1,35,000 in the

sales categories of, up to `.5,000, `.5,001 – `.10,000, and `.20,000 – `.50,000 and

`.80,000 – `.1,70,000 respectively. The average Administrative Expenses were

`.782, `.2,176, `.4,754 and `.50,200 in the above respective sales levels. The

average Interest Paid were `.153, `.223, `.423 and `. 346 and average Total

Expenses were `.860, `.2,399, `.5,178 and `.50,546 in the same respective sales

level which was mentioned later. The average Net Profit earned were `.2,186,

`.5,376, `.21,412 and `.84,453 and average savings were `.1,189, `.2,850, `.2,925

and `.2,833 and average share to family were `.997, `.2,526, `.18,487 and

`. 81,620 in the respective sales level earlier.

The average Administration Expenses on sales were 26, 28 and 18 and 37

percent, average Interest Paid on sales were 5,3,1 and 0.25 percent, average Total

Expenses on sales were 28,31, 19 and 37 percent, average Net Profit on sales were

72,69 ,80 and 62 percent, average saving on sales were 39,36,11 and 2 percent and

average share to family on sales were 33,32,69 and 60 percent in the respective

sales levels.

3.8.3 South Zone: out of 153 respondent members’ Total Sales, Administrative


House Hold Expenses are `. 10,08,700, `. 2,68,400, `. 33,410, `. 3,01,810,

`. 7,06,890, `. 3,24,350 and `. 3,82,540 respectively. On the other hand 118 are in

the category of up to `.5,000 sales level. Their Total Sales, Administrative



`. 1,73,350 and `. 84,450 respectively. 25 are in the category of above `.5,000 and

below `.10,000 sales level and their Total Sales, Administrative Expenses, Interest


are `. 1,91,000, `. 52,000, `. 3,370, `. 55,370, `. 1,35,630, `. 89,000 and `. 46,630

respectively. 7 are in the category of above `.20,000 and below `.50,000 sales

84

level and their Total Sales, Administrative Expenses, Interest Paid, Total Expenses,

Net Profit, Saving and Profit Share to House Hold Expenses are `. 1,39,000,

`.71,000, `. 7,540, `. 78,540, `. 60,460, `. 30,000 and `. 30,460 respectively. 3 are

in the category of above `.80,000 and below `.1,70,000 sales level and their Total

Sales, Administrative Expenses, Interest Paid, Total Expenses, Net Profit, Saving

and Profit Share to House Hold Expenses are `. 3,30,000, `. 66,000, `. 11,000,

`. 77,000, `. 2,53,000, `. 32,000 and `. 2,21,000 respectively.

The average sales were `.2,955, ̀ .7,640, ̀ .19,857 and `.1,10,000 in the

sales categories of, up to `.5,000, `.5,001 – `.10,000, and `.20,000 – `.50,000 and

`.80,000 – `.1,70,000 respectively. The average Administrative Expenses were

`.672, `.2,080, `.10,142 and `.22,000 in the above respective sales levels. The

average Interest Paid were `.97, `.134, `.1,077 and `.3,666 and average Total

Expenses were `.770, `.2,214, `.11,220 and `.25,666 in the same respective sales

level which was mentioned later. The average Net Profit earned were `.2,184,

`.5,425, `.8,637 and `.84,333 and average savings were `.1,469, `.3,560, `.4,285

and `.10,666 and average share to family were `.715, `.1,865 `.4,351 and

`. 73,666 in the respective sales level earlier.

The average Administration Expenses on sales were 23, 27 and 51 and 20

percent, average Interest Paid on sales were 3,2,5 and 3 percent, average Total

Expenses on sales were 26,29,56 and 23 percent, average Net Profit on sales were

74,71 ,43 and 77 percent, average Saving on sales were 49,46,21 and 10 percent

and average share to family on sales were 24,24,22 and 67 percent in the respective

sales levels.

3.9. Analysis of Overall Business Performances of Women SHGs in Chennai:

The overall sales performance among the 383 members in three zones and

three sales category was `.30,86,100. The sales performance among the 255

members in the sales category of up to `.5,000, was `.7,66,500 and the members

from South Chennai contributed more (45%) than members from North and

Central Chennai. The sales performance among the 87 members in the sales

category of above `.5,000 and up to `.10,000 was `.6,75,600 and members from

Central Chennai contributed more (59%) than others. The sales performance

85

among the 35 members in the sales category of above `.20,000 and up to `.50,000

was `.9,09,000 and members from Central Chennai contributed more (65%) than

others. The sales performance among the 6 members in the sales category of above

`.80,000 and up to `.1,70,000 was `.7,35,000 and members from Central Chennai

contributed more (55%) than the members from South Chennai. The overall

highest sales performance contributed by the members from Chennai Central was

`. 17,15,700 (55%).

In Administration Expenses point of view, 383 members’ expenses were

`.8,10,760 and among the 255 members in the sales category of up to `.5,000, was

`. 1,91,560 and the members from Central Chennai incurred more expenses (44%)

than members from North and South Chennai. Among the 87 members in the sales

category of above `.5,000 and up to `.10,000 was `.1,89,000 and expenses of

members from Central Chennai were more (59%) than others. Among the 35

members in the sales category of above `.20,000 and up to `.50,000 was

`.2,13,600 and members from Central Chennai spent more (49%) than others.

Among the 6 members in the sales category of above `.80,000 and up to

`.1,70,000 was `.2,16,600 and expenses of members from Central Chennai were

expenses more (70%) than the members from South Chennai. The overall highest

expenses of members were from Central Chennai `. 4,50,710 (56%).

In all the three zones the 383 members’ overall Interest Paid was `.91,625.

Among the 255 members in the sales category of up to `.5,000, was `. 32,890 and

the members from Central Chennai paid more interest (50%) than members from

North and South Chennai. Among the 87 members in the sales category of above

`.5,000 and up to `.10,000 was `.19,385 and the members from Central Chennai

paid more interest (59%) than others. Among the 35 members in the sales category

of above `.20,000 and up to `.50,000 was `.27,310 and members from Central

Chennai paid more (34%) than others. Among the 6 members in the sales category

of above `.80,000 and up to `.1,70,000 was `.12,040 and members from South

Chennai paid more interest (91%) than the members from Central Chennai. The

overall highest interest paid by members from Central Chennai was

`. 38,315(42%).

86

In total expenses point of view, 383 members’ expenses were `.8,94,285

and among the 255 members in the sales category of up to `.5,000, was

`. 2,16,350 and the members from Central Chennai incurred more expenses (43%)

than members from North and South Chennai. Among the 87 members in the sales

category of above `.5,000 and up to `.10,000 was `.2,08,385 and members from

Central Chennai spent more (59%) than others. Among the 35 members in the

sales category of above `.20,000 and up to `.50,000 was `. 2,40,910 and members

from Central Chennai spent more (47%) than others. Among the 6 members in the

sales category of above `.80,000 and up to `.1,70,000 was `.2,28,640 and

members from Central Chennai spent more (66%) than the members from South

Chennai. The overall highest expenses of members from Central Chennai were

`. 4,80,925 (54%).

The Net Profit earned by 383 members was `. 21,91,815 and among the

255 members in the sales category of up to `.5,000, was `. 5,50,150 and the

members from South Chennai earned more profit (47%) than members from North

and Central Chennai. Among the 87 members in the sales category of above

`.5,000 and up to `.10,000 was `. 4,67,215 and members from Central Chennai

earned more (59%) than others. Among the 35 members in the sales category of

above `.20,000 and up to `.50,000 was `.6,68,090 and members from Central

Chennai earned more (71%) than others. Among the 6 members in the sales

category of above `.80,000 and up to `.1,70,000 the net profit was `.5,06,360 and

members from Central and South Chennai earned more or less equally. The

overall highest profit earned by the members from Central Chennai was

`. 12,34,775 (54%).

In Saving aspect, 383 members’ saving was `.7,56,985 and among the 255

members in the sales category of up to `.5,000 was `. 3,33,085 and the members

from South Chennai saved more (52%) than members from North and Central

Chennai. Among the 87 members in the sales category of above `.5,000 and up to

`.10,000 was `.2,68,350 and members from Central Chennai saved more (54%)

than others. Among the 35 members in the sales category of above `.20,000 and up

to `.50,000 was `.1,15,050 and members from Central Chennai saved more (56%)

87

than others. Among the 6 members in the sales category of above `.80,000 and up

to `.1,70,000 was `.40,500 and members from South Chennai saved more (79%)

than the members from Central Chennai. The overall highest saving performance

contributed by the members from Central Chennai was `. 3,46,635 (46%).

In share of contribution to family aspect, 383 members’ contribution to

family was `. 14,34,830 and among the 255 members in the sales category of up to

`.5,000, was `. 5,50,150 and the contribution of members from Central Chennai

was more (50%) than members from North and South Chennai. Among the 87

members in the sales category of above `.5,000 and up to `.10,000 was

`. 1,98,865 and members from Central Chennai contributed more (65%) than

others. Among the 35 members in the sales category of above `.20,000 and up to

`.50,000 was `.5,53,040 and the members from Central Chennai contributed more

(73%) than others. Among the 6 members in the sales category of above `.80,000

and up to `.1,70,000 was `.4,65,860 and members from Central Chennai

contributed more than South Chennai. The overall highest contribution by the

members from Central Chennai `. 8,88,140 (62%).

Table - III.1 Zone Wise Women Self Help Groups Business Performance in Chennai

North

Level of

Sales

No

of members

(A)

Total

sales

(B)

Adm.

Expenses

(C)

Interest

Paid (D)

Total

Expenses

(E) C+D

Net Profit

(F) B-E

Savings

(G)

Share

to Family

(H)

Up to `. 5,000 29 88,700 27,650 4,830 32,480 56,220 31,300 24,920 Above `.

5,000 -10,000

11

88,000

26,000

4,620

30,620

57,380

34,000

23,380

Above 20,000 -50,000 6 1,85,000 38,000 10,450 48,450 1,36,550 20,700 1,15,850

Total 46 3,61,700 91,650 19,900 1,11,550 2,50,150 86,000 1,64,150

Central

Up to `. 5,000 108 3,29,100 84,510 16,560 92,970 2,36,130 1,28,435 1,07,695

Above `. 5,000 -10,000 51 3,96,600 1,11,000 11,395 1,22,395 2,74,205 1,45,350 1,28,855

Above `. 20,000 -50,000 22 5,85,000 1,04,600 9,320 1,13,920 4,71,080 64,350 4,06,730

Above `.

80,000 – 1,70,000

3

4,05,000

1,50,600

1,040

1,51,640

2,53,360

8,500

2,44,860

Total 184 17,15,700 4,50,710 38,315 4,80,925 12,34,775 3,46,635 8,88,140

South

Up to `. 5,000 118 3,48,700 79,400 11,500 90,900 2,57,800 1,73,350 84,450

Above `. 5,000 -10,000 25 1,91,000 52,000 3,370 55,370 1,35,630 89,000 46,630

Above `. 20,000 -50,000 7 1,39,000 71,000 7,540 78,540 60,460 30,000 30,460

Above `.

80,000 – 1,70,000

3

3,30,000

66,000

11,000

77,000

2,53,000

32,000

2,21,000

Total 153 10,08,700 2,68,400 33,410 3,01,810 7,06,890 3,24,350 3,82,540

88

89

Table - III.2 Average Business Performances Statement of Women Self Help

Groups in Chennai

Zones

Average Total Sales in `.

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 3,058 8,000 30,833 -

Central 3,047 7,776 26,590 1,35,000

South 2,955 7,640 19,857 1,10,000

Average Administrative Expenses

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 953 2,363 6,333 -

Central 782 2,176 4,754 50,200

South 672 2,080 10,142 22,000

Average Interest Paid

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 166 420 1,741 -

Central 153 223 423 346

South 97 134 1,077 3,666

Average Total Expenses

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 1,120 2,783 8,075 -

Central 860 2,399 5,178 50,546

South 770 2,214 11,220 25,666

Average Net Profit

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 1,938 5,216 22,758 -

Central 2,186 5,376 21,412 84,453

South 2,184 5,425 8,637 84,333

Average Savings

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 1,079 3,090 3,450 -

Central 1,189 2,850 2,925 2,833

South 1,469 3,560 4,285 10,666

Average Share to Family

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 859 2,215 19,308 -

Central 997 2,526 18,487 81,620

South 715 1,865 4,351 73,666

90

Table - III.3 Statement of Business Performance on Sales of Women Self Help

Groups in Chennai

Administrative Expenses on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 31.16 29.53 20.53 -

Central 25.66 27.98 17.87 37.18

South 22.74 27.22 51.07 20.00

Average Interest Paid on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 5.42 5.25 5.64 Central 5.02 2.86 1.59 0.25

South 3.28 1.75 5.42 3.33

Average Total Expenses on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 36.62 34.78 26.18 -

Central 28.22 30.85 19.47 37.44

South 26.05 28.97 56.50 23.33

Average Net Profit on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 63.37 65.20 73.81 -

Central 71.74 69.13 80.52 62.55

South 73.90 71.00 43.49 76.66

Average Savings on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 35.28 38.62 11.18 -

Central 39.02 36.65 11.00 2.09

South 49.71 46.59 21.57 9.69

Average Share to Family on Sales (in %)

Up to `.

5,000

`. 5,001 -

10,000

`.`. 20,000 -

50,000

`. 80,000 –

1,70,000

North 28.09 27.68 62.62 -

Central 32.72 32.48 69.52 60.45

South 24.19 24.41 21.91 66.96

91

Table - III.4 Comparative Analysis of Zone wise Business Performance of Women Self Help Groups in Chennai

Up to `. 5,000 < `.5,000 -

> `.10,000

< `.20,000-

> `.50,000

< `. 80,000 -

> `.1,70,000

Total

Sales

North 88,700 (12%) 88,000 (13%) 1,85,000 (20%) - 3,61,700 (12%) Central 3,29,100 (43%) 3,96,600 (59%) 5,85,000 (65%) 4,05,000(55%) 17,15,700 (55%)

South 3,48,700 (45%) 1,91,000 (28%) 1,39,000 (15%) 3,30,000(45%) 10,08,700 (33%)

Total 7,66,500 (100%) 6,75,600 (100%) 9,09,000 (100%) 7,35,000(100%) 30,86,100 (100%)

AdmExp.

North 27,650 (14%) 26,000 (14%) 38,000 (18%) - 91,650 (11%)

Central 84,510 (44%) 1,11,000 (59%) 1,04,600 (49%) 1,50,600 (70%) 4,50,710 (56%)

South 79,400 (42%) 52,000 (27%) 71,000 (33%) 66,000 (30%) 2,68,400 (33%)

Total 1,91,560 (100%) 1,89,000 (100%) 2,13,600(100%) 2,16,600(100%) 8,10,760 (100%)

Int.

Paid

North 4,830 (15%) 4,620 (24%) 10,450 (38%) - 19,900 (22%)

Central 16,560 (50%) 11,395 (59%) 9,320 (34%) 1,040 (9%) 38,315 (42%)

South 11,500 (35%) 3,370 (17%) 7,540 (28%) 11,000 (91%) 33,410 (36%)

Total 32,890 (100%) 19,385 (100%) 27,310 (100%) 12,040 (100%) 91,625 (100%)

Total

Exp.

North 32,480 (15%) 30,620 (15%) 48,450 (20%) - 1,11,550 (12%)

Central 92,970 (43%) 1,22,395 (59%) 1,13,920 (47%) 1,51,640 (66%) 4,80,925 (54%)

South 90,900 (42%) 55,370 (26%) 78,540 (33%) 77,000 (34%) 3,01,810 (34%)

Total 2,16,350 (100%) 2,08,385 (100%) 2,40,910 (100%) 2,28,640(100%) 8,94,285 (100%)

Net Profit

North 56,220 (10%) 57,380 (12%) 1,36,550 (20%) - 2,50,150 (12%)

Central 2,36,130 (43%) 2,74,205 (59%) 4,71,080 (71%) 2,53,360 (50%) 12,34,775 (56%)

South 2,57,800 (47%) 1,35,630 (29%) 60,460 (9%) 2,53,000 (50%) 7,06,890 (32%)

Total 5,50,150 (100%) 4,67,215 (100%) 6,68,090 (100%) 5,06,360(100%) 21,91,815 (100%)

92

Saving

North 31,300 (9%) 34,000 (13%) 20,700 (18%) - 86,000 (11%)

Central 1,28,435 (39%) 1,45,350 (54%) 64,350 (56%) 8,500 (21%) 3,46,635 (46%)

South 1,73,350 (52%) 89,000 (33%) 30,000 (26%) 32,000 (79%) 3,24,350 (43%)

Total 3,33,085 (100%) 2,68,350 (100%) 1,15,050 (100%) 40,500 (100%) 7,56,985 (100%)

Share

to Family

North 24,920 (11%) 23,380 (12%) 1,15,850 (21%) - 1,64,150 (11%)

Central 1,07,695 (50%) 1,28,855 (65%) 4,06,730 (73%) 2,44,860 (53%) 8,88,140 (62%)

South 84,450 (39%) 46,630 (23%) 30,460 (6%) 2,21,000 (47%) 3,82,540 (27%)

Total 2,17,065 (100%) 1,98,865 (100%) 5,53,040 (100%) 4,65,860 (100%) 14,34,830 (100%)

From the above analysis the researcher was able to identify among the Women Self Help Groups in three zones in Chennai, the

groups in Central Chennai performed well than the groups in North and South zones. At the same time the researcher want to find out the

reason for better performance of Central zone and what is the reason for non better performance of North and South zones in Chennai.

More over the researcher identified in what way the Net Sales, Administration Expenses, Interest Paid, Earnings, Savings and contribution

to family are mutually associated and what way the Impact of Women Self Help Groups and SWOT analysis would improve the Sales, Net

Profit and Savings of members.

In this scenario total sales, profit and saving are considered against the Impact and SWOT variables of Women SHGs. These

considerations would create to sharply estimate the relationship between Sales, Profit and Saving and Impact of Women SHGs. So this

situation demands to apply multiple regression analysis with model summery of variance, analysis of variance and individual impact

through coefficient. This is done for the order of sequential variable in the research instruments. The zones in Chennai city namely North,

Central and South wise analysis is also carried for the research. The following hypothesis are formulated and tested through the following

regression analysis.

93

Table - III.5 Overall Impact of Sales, Profit and Savings of Women SHGs

Ho: there is no significance relation between the Impact factors of Women Self

Help Groups and Sales, Profit and Savings of Women Self Help Groups in North,

Central and South zones of Chennai city.

North Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.959 .143 27.727 .000

.114

1.803

.161

(a)

Total sales -6.35E-005 .000 -1.036 -1.490 .144

Net profit 9.85E-005 .000 1.160 1.725 .092

Savings 7.03E-005 .000 .169 .910 .368

From the above table it is found that the R squire value = 0.114. This implies

that the Impact of Women SHGs create 11.4% variance on Total Sales, Profit and

Savings and F value = 1.803, P value = 0.161 is statistically insignificant at 5%

level. This indicates that in North zone, the impact of Women SHGs activities do

not create significant impact on Sales, Profit and Savings and also inferred that no

variable is significant in maintaining relationship with Impact of Women SHGs

activities. Therefore it can be concluded that in North zone Sales, Profit and

Savings are not influenced by the Impact of Women SHGs activities. The 11.4%

variances are not significant to increase or decrease the Sales, Profit and Savings.

Table - III.6 Central Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t Sig. R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.105 .078 52.818 .000

.008

.474

.701

(a)

Total sales 4.98E-006 .000 .141 .722 .471

Net profit -2.89E-006 .000 -.061 -.316 .752

Savings 1.15E-006 .000 .003 .035 .972

94


that the impact of Women SHGs create 0.8 % variance on Total Sales, Profit and

Savings and F value = 0.474, P value = 0.701 is statistically insignificant at 5%

level. This indicates that in Central zone, the Impact of Women SHGs activities do

not create significant impact on Sales, Profit and Savings and also inferred that no

variable is significant in maintaining relationship with Impact of Women SHGs

activities. Therefore it can be concluded that in Central zone Sales, Profit and

Savings are not influenced by the impact of Women SHGs activities. The 0.8%

variances are not significant in increase or decrease in the Sales, Profit and

Savings.

Table - III.7 South Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.137 .077 53.459 .000

.007

.333

.801

(a)

Total sales 1.22E-005 .000 .298 .988 .325

Net profit -1.17E-005 .000 -.242 -.913 .363

Savings -1.72E-005 .000 -.058 -.483 .629

From the above table it is found that the R squire value = 0.007. This

implies that the Impact of Women SHGs creates 0.7 % variance on Total Sales,

Profit and Savings and F value = 0.333, P value = 0.801 is statistically insignificant

at 5% level. This indicates that in South zone, the Impact of Women SHGs

activities do not create significant Impact on Sales, Profit and Savings and inferred

that no variable is significant in maintaining relationship with Impact of Women

SHGs activities. Therefore it can be concluded that in South zone Sales, Profit and

Savings are not influenced by the Impact of Women SHGs activities. The 0.7%

variance is not significant to increase or decrease the Sales, Profit and Savings.

95

Table - III. 8 Overall Impact of Strength Factors on Sales, Profit and Savings

of Women SHGs.

Ho: there is no significant relation between the Strength factors of Women Self



North Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.178 .124 33.637 .000

.148

2.375

.084

(a)

Total sales -4.50E-005 .000 -.852 -1.240 .222

Net profit 7.82E-005 .000 1.069 1.606 .116

Savings 5.80E-005 .000 .161 .877 .386


implies that the Strength factors of Women SHGs create 14.8% variance on Total

Sales, Profit and Savings and F value = 2.375, P value = 0.084 is statistically

insignificant at 5% level. This indicates that in North zone, the Strength factors of

Women SHGs activities do not create significant impact on Sales, Profit and

Savings and inferred that no variable is significant in maintaining relationship with

strength factors of Women SHGs activities. Therefore it can be concluded that in

North zone Sales, Profit and Savings are not influenced by the Strength factors of

Women SHGs activities. The 14.8% variance is not significant to increase or

decrease the Sales, Profit and Savings.


Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.688 .049 94.808 .000

.014

.837

.475

(a)

Total sales 3.88E-007 .000 .017 .088 .930

Net profit 1.19E-006 .000 .039 .204 .839

Savings 2.47E-005 .000 .092 1.195 .234

96


implies that the Strength of Women SHGs creates 1.4 % variance on Total Sales,

Profit and Savings and F value = 0.837, P value = 0.475 is statistically insignificant

at 5% level. This indicates that in Central zone, the Strength factors of

Women SHGs activities do not create significant Impact on Sales, Profit and


Strength factors of Women SHGs activities. Therefore it can be concluded that in

Central zone Sales, Profit and Savings are not influenced by the Strength of

Women SHGs activities. The 1.4% variances is not significant to increase or



Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.600 .063 73.018 .000

.017

.837

.484

(a)

Total sales 1.52E-005 .000 .453 1.512 .133

Net profit -1.58E-005 .000 -.398 -1.507 .134

Savings -2.89E-005 .000 -.119 -.998 .320


implies that the Strength factors of Women SHGs create 1.7 % variance on Total


insignificant at 5% level. This indicates that in South zone, the Strength factors of

Women SHGs activities do not create significant impact on sales, profit and

savings and inferred that no variable is significant in maintaining relationship with

Strength factors of Women SHGs activities. Therefore it can be concluded that in

South zone Sales, Profit and Savings are not influenced by the Strength factors of



97

Table - III.11 Overall Impact of Weakness Factors on Sales, Profit and

Savings of Women SHGs

Ho: there is no significant relation between the control of Weakness factors of

Women Self Help Groups and Sales, Profit and Savings of Women Self Help

Groups in North, Central and South zones of Chennai city.

North Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.097 .095 32.498 .000

.054

.804

.499

(a)

Total sales -9.97E-006 .000 -.252 -.350 .728

Net profit 5.22E-006 .000 .095 .137 .892

Savings -2.59E-005 .000 -.097 -.503 .618


that the control of Weakness factors of Women SHGs create 5.4 % variance on

Total Sales, Profit and Savings and F value = 0.804, P value = 0.499 is statistically

insignificant at 5% level. This indicates that in North zone, the control of

Weakness factors of Women SHGs activities do not create significant Impact on

Sales, Profit and Savings and inferred that no variable is significant in maintaining

relationship with control of Weakness factors of Women SHGs activities.

Therefore it can be concluded that in North zone Sales, Profit and Savings are not

influenced by the control of Weakness factors of Women SHGs activities. The

5.4% variance is not significant to increase or decrease the Sales, Profit and

Savings.


Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.441 .054 63.604 .000

.040

2.515

.060

(a)

Total sales 9.53E-006 .000 .380 1.987 .048

Net profit -6.92E-006 .000 -.206 -1.086 .279

Savings -1.01E-005 .000 -.034 -.445 .657

98


implies that the control of Weakness factors of Women SHGs creates 4.0 %

variance on Total Sales, Profit and Savings and F value = 2.515, P value = 0.060 is

statistically insignificant at 5% level. This indicates that in Central zone, the

control of Weakness factors of Women SHGs activities do not create significant

Impact on Sales, Profit and Savings and inferred that no variable is significant in

maintaining relationship with control of Weakness factors of Women SHGs

activities. Therefore it can be concluded that in Central zone Sales, Profit and

Savings are not influenced by the control of Weakness factors of Women SHGs

activities. The 4.0% variance is not significant to increase or decrease the Sales,

Profit and Savings.


Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.455 .079 43.757 .000

.012

.585

.626

(a)

Total sales 9.73E-006 .000 .232 .771 .442

Net profit -1.42E-005 .000 -.286 -1.080 .282

Savings -1.17E-005 .000 -.038 -.322 .748


implies that the control of Weakness factors of Women SHGs creates 1.2 %

variance on Total Sales, Profit and Savings and F value = 0.585, P value = 0.626 is

statistically insignificant at 5% level. This indicates that in South zone, the control

of Weakness factors of Women SHGs activities do not create significant Impact on

Sales, Profit and Savings and inferred that no variable is significant in maintaining

relationship with control of Weakness factors of Women SHGs activities.

Therefore it can be concluded that in South zone Sales, Profit and Savings are not

influenced by the control of Weakness factors of Women SHGs activities. The

1.2% variance is not significant to increase or decrease the Sales, Profit and

Savings.

99

Table - III.14 Overall Impact of Opportunities Factors on Sales, Profit and

Savings of Women SHGs

Ho: there is no significant relation between the Opportunities factors of Women

Self Help Groups and Sales, Profit and Savings of Women Self Help Groups in

North, Central and South zones of Chennai city.

North Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.275 .139 30.854 .000

.046

.679

.570

(a)

Total sales -2.38E-005 .000 -.415 -.576 .568

Net profit 4.97E-005 .000 .626 .897 .375

Savings -2.98E-005 .000 -.077 -.398 .693


that the Opportunities factors of Women SHGs create 4.6 % variance on Total


insignificant at 5% level. This indicates that in North zone, the Opportunities

factors of Women SHGs activities do not create significant impact on Sales, Profit

and Savings and inferred that no variable is significant in maintaining relationship

with Opportunities factors of Women SHGs activities. Therefore it can be

concluded that in North zone Sales, Profit and Savings are not influenced by the

Opportunities factors of Women SHGs activities. The 4.6% variance is not

significant to increase or decrease the Sales, Profit and Savings.


Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.728 .051 92.866 .000

.009

.537

.657

(a)

Total sales -2.33E-006 .000 -.100 -.515 .607

Net profit 1.17E-006 .000 .037 .195 .846

Savings 2.38E-005 .000 .086 1.118 .265

100


implies that the Opportunities factors of Women SHGs create 0.9 % variance on


insignificant at 5% level. This indicates that in Central zone, the Opportunities

factors of Women SHGs activities do not create significant Impact on Sales, Profit



concluded that in Central zone Sales, Profit and Savings are not influenced by the




Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.757 .054 87.409 .000

.016

.777

.509

(a)

Total sales 1.07E-005 .000 .369 1.230 .221

Net profit -7.37E-006 .000 -.215 -.816 .416

Savings -2.82E-005 .000 -.134 -1.126 .262


implies that the Opportunities factors of Women SHGs create 1.6 % variance on


insignificant at 5% level. This indicates that in South zone, the Opportunities

factors of Women SHGs activities do not create significant Impact on Sales, Profit



concluded that in South zone Sales, Profit and Savings are not influenced by the



101

Table - III.17 Overall Impact of Threats factors on Sales, Profit and Savings

of Women SHGs

Ho: there is no significant relation between the Threats factors of Women Self



North Zone

Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.307 .160 20.723 .000

.087

1.300

.287

(a)

Total sales 7.53E-005 .000 1.133 1.578 .122

Net profit .000 .000 -1.094 -1.579 .122

Savings 5.02E-005 .000 .109 .560 .578


implies that the Threats factors of Women SHGs create 8.7 % variance on Total


insignificant at 5% level. This indicates that in North zone, the Threats factors of



Threats factors of Women SHGs activities. Therefore it can be concluded that in

North zone Sales, Profit and Savings are not influenced by the Threats factors of




Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 3.867 .059 65.939 .000

.006

.353

.787

(a) Total sales 3.10E-006 .000 .116 .596 .552

Net profit -3.44E-006 .000 -.096 -.498 .619

Savings -2.27E-005 .000 -.071 -.927 .355




102

insignificant at 5% level. This indicates that in Central zone, the Threats factors of




Central zone Sales, Profit and Savings are not influenced by the Threats factors of




Coefficients

Un standardized

Coefficients

Standardized

Coefficients

t

Sig.

R

Square

F

Sig

B Std.

Error

Beta

B Std.

Error

(Constant) 4.042 .082 49.111 .000

.003

.134

.940

(a)

Total sales 8.24E-006 .000 .189 .626 .532

Net profit -7.61E-006 .000 -.148 -.557 .578

Savings -1.33E-005 .000 -.042 -.352 .726




insignificant at 5% level. This indicates that in South zone, the Threats factors of




South zone Sales, Profit and Savings are not influenced by the Threats factors of

Women SHGs activities. The 0.3 % variance is not significant to increase or


Through the above analysis the researcher comes to the conclusion that

there is no direct association between Sales, Profit and Savings of group members

and Impact and SWOT factors of the Women Self Help Group activities in three

zones of Chennai city, because group members have not understood and applied

SWOT analysis and market conditions in Chennai. At the same time the researcher

evaluated the correlation among these factors in another dimension. For this

purpose the researcher formulated hypothesis and tested. Karl Pearson’s Co-

efficient of Correlation is used to establish the parametric relationship among the

SWOT factors and the extent to which it influences the sales, profit and savings of

members in the three zones in Chennai city is given below.

103

Table - III.20 Analysis of Association between Business Performances and SWOT factors in Three Zones

Ho: There is a proper correlation among the Business Performance Factors (Sales, Profit, and Savings) and Impact of SWOT Factors of

Women SHGs in North Zone.

North Zone

Sales Profit Savings Impact Strength Weakness Opportunity Threats

Sales Pearson Correlation 1 .976(**) .618(**) .201 .290 -.218 .149 .135

Sig. (2-tailed) .000 .000 .179 .053 .145 .323 .377

N 46 46 46 46 45 46 46 45

Profit Pearson Correlation .976(**) 1 .583(**) .248 .331(*) -.207 .177 .078

Sig. (2-tailed) .000 .000 .096 .026 .168 .241 .612

N 46 46 46 46 45 46 46 45

Savings Pearson Correlation .618(**) .583(**) 1 .206 .258 -.197 .032 .174

Sig. (2-tailed) .000 .000 .169 .088 .190 .832 .253

N 46 46 46 46 45 46 46 45

Impact Pearson Correlation .201 .248 .206 1 .777(**) -.266 .651(**) -.291

Sig. (2-tailed) .179 .096 .169 .000 .074 .000 .053

N 46 46 46 46 45 46 46 45

Strength Pearson Correlation .290 .331(*) .258 .777(**) 1 -.161 .752(**) -.172

Sig. (2-tailed) .053 .026 .088 .000 .290 .000 .266

N 45 45 45 45 45 45 45 44

Weakness Pearson Correlation -.218 -.207 -.197 -.266 -.161 1 .161 .444(**)

Sig. (2-tailed) .145 .168 .190 .074 .290 .286 .002

N 46 46 46 46 45 46 46 45

104

Opportunity Pearson Correlation .149 .177 .032 .651(**) .752(**) .161 1 -.018

Sig. (2-tailed) .323 .241 .832 .000 .000 .286 .906

N 46 46 46 46 45 46 46 45

Threats Pearson Correlation .135 .078 .174 -.291 -.172 .444(**) -.018 1

Sig. (2-tailed) .377 .612 .253 .053 .266 .002 .906

N 45 45 45 45 44 45 45 45

Note:* Correlation is significant at the 0.01 level (2-tailed).

* Correlation is significant at the 0.05 level (2-tailed).

From the above analysis the Hypotheses is rejected and there is no proper correlation among Business Performance Factors (Sales,

Profit, and Savings) and Impact of SWOT Factors of Women SHGs in North Zone and researcher concluded that the improvement of

business performance is not at all based on adaptation of any specific marketing strategies including SWOT analysis by the Women Self

Help Group members in North Zone of Chennai city.

105


Women SHGs in Central Zone.



Sales Pearson Correlation 1 .922(**) .254(**) .085 .077 .182(*) -.044 .009

Sig. (2-tailed) .000 .001 .250 .302 .013 .555 .898

N 184 184 184 184 184 184 184 184

Profit Pearson Correlation .922(**) 1 .206(**) .069 .074 .138 -.037 -.004

Sig. (2-tailed) .000 .005 .349 .319 .061 .616 .961

N 184 184 184 184 184 184 184 184

Savings Pearson Correlation .254(**) .206(**) 1 .026 .104 .020 .068 -.062

Sig. (2-tailed) .001 .005 .727 .160 .783 .357 .405

N 184 184 184 184 184 184 184 184

Impact Pearson Correlation .085 .069 .026 1 .080 -.184(*) -.033 -.090

Sig. (2-tailed) .250 .349 .727 .282 .012 .656 .222

N 184 184 184 184 184 184 184 184

Strength Pearson Correlation .077 .074 .104 .080 1 .201(**) .764(**) .124

Sig. (2-tailed) .302 .319 .160 .282 .006 .000 .092

N 184 184 184 184 184 184 184 184

106

Weakness Pearson Correlation .182(*) .138 .020 -.184(*) .201(**) 1 .190(**) .622(**)

Sig. (2-tailed) .013 .061 .783 .012 .006 .010 .000

N 184 184 184 184 184 184 184 184

Opportunity Pearson Correlation -.044 -.037 .068 -.033 .764(**) .190(**) 1 .103

Sig. (2-tailed) .555 .616 .357 .656 .000 .010 .164

N 184 184 184 184 184 184 184 184

Threats Pearson Correlation .009 -.004 -.062 -.090 .124 .622(**) .103 1

Sig. (2-tailed) .898 .961 .405 .222 .092 .000 .164

N 184 184 184 184 184 184 184 184

Note: ** Correlation is significant at the 0.01 level (2-tailed).


From the above analysis Hypotheses is rejected and there is no proper correlation among Business Performance Factors (Sales,

Profit, and Savings) and Impact of SWOT Factors of Women SHGs in Central Zone and researcher concluded that the improvement of


Help Group members in Central Zone of Chennai city.

107


Women SHGs in South Zone.



Sales Pearson

Correlation

1

.941(**)

.659(**)

.031

.001

-.061

.076

.023

Sig. (2-tailed) .000 .000 .705 .991 .453 .347 .777

N 153 153 150 153 153 153 153 153

Profit Pearson

Correlation

.941(**)

1

.519(**)

.008

-.032

-.086

.062

.010

Sig. (2-tailed) .000 .000 .927 .696 .293 .443 .900

N 153 153 150 153 153 153 153 153

Savings Pearson

Correlation

.659(**)

.519(**)

1

.013

-.026

-.034

-.003

.006

Sig. (2-tailed) .000 .000 .878 .749 .680 .974 .946

N 150 150 150 150 150 150 150 150

Impact Pearson

Correlation

.031

.008

.013

1

.375(**)

-.179(*)

.227(**)

-.276(**)

Sig. (2-tailed) .705 .927 .878 .000 .027 .005 .001

N 153 153 150 153 153 153 153 153

Strength Pearson

Correlation

.001

-.032

-.026

.375(**)

1

.233(**)

.605(**)

.109

Sig. (2-tailed) .991 .696 .749 .000 .004 .000 .179

N 153 153 150 153 153 153 153 153

108

Weakness Pearson

Correlation

-.061

-.086

-.034

-.179(*)

.233(**)

1

.229(**)

.664(**)

Sig. (2-tailed) .453 .293 .680 .027 .004 .004 .000

N 153 153 150 153 153 153 153 153

Opportunity Pearson

Correlation

.076

.062

-.003

.227(**)

.605(**)

.229(**)

1

.259(**)

Sig. (2-tailed) .347 .443 .974 .005 .000 .004 .001

N 153 153 150 153 153 153 153 153

Threats Pearson

Correlation

.023

.010

.006

-.276(**)

.109

.664(**)

.259(**)

1

Sig. (2-tailed) .777 .900 .946 .001 .179 .000 .001 N 153 153 150 153 153 153 153 153

Note: ** Correlation is significant at the 0.01 level (2-tailed).


From the above analysis Hypotheses is rejected and there is no proper correlation among Business Performance Factors (Sales,

Profit, and Savings) and Impact of SWOT Factors of Women SHGs in South Zone and researcher concluded that the improvement of


Help Group members in South Zone of Chennai city.

3.12. Summary

In this chapter, the researcher analyses the importance of SWOT on overall

success of Women SHGs in Chennai city. Especially in this chapter, why generally

the businesses of Women SHGs fail in Chennai City and how to make the products

of Women SHGs in Chennai stronger with SWOT Analysis are also analysed.

Furthermore the researcher has analysed the overall business performances in all

the three zones in Chennai city and make Analysis of Zone wise Business

Performance and find out the relation between Impact, Strength, Weakness,

Opportunities and Threats verses Sales, Profit and Savings and also analyses the

association between Business Performances and SWOT factors in Three Zones.

109

Documents

MARKETING OF WOMEN SHGs PRODUCTs – A SWOT …shodhganga.inflibnet.ac.in/bitstream/10603/45033/10/10_chapter 3.pdfapplication of SWOT analysis improves the overall Women SHGs performance