A PROJECT REPORT ON

TO STUDY THE IMPACT OF ACP APP FROM ANAROCK

ON ACQUISITION OF CHANNEL PARTNERS IN
WESTERN MUMBAI

FOR
Anarock consulting
BY

Darshan Harish Jain

MMS SEM III Specialization: Marketing Roll No: 034

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT

OF

MASTER OF MANAGEMENT STUDIES

ACADEMIC YEAR 2022-24

Submitted to Prof. (Dinesh Mehra)

ADITYA INSTITUTE OF MANAGEMENTSTUDIES AND

RESEARCH

MUMBAI - 400092

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ii
 CERTIFICATE

This is to certify that the project work titled “TO STUDY THE IMPACT OF ACP APP FROM
ANAROCK ON ACQUISITION OF CHANNEL PARTNERS IN WESTERN MUMBAI” is
a summer internship work carried out by Mr. Darshan Harish Jain
From 15th May 2023 to 14 July 2023.
The project was completed for Anarock consulting, under the guidance of Mr. Akshay Bhagat
I further certify that the said work has not been submitted either in part or in full, to any other
University.

Date: 27/08/2023

Dr. Sunita Srivastava Prof. Dinesh Mehra

Director Project Guide

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 DECLARATION

I, Mr. Darshan Harish Jain, studying in the second year of Master of Management Studies at
AIMSR college of Management studies, Borivali, Mumbai, hereby declare that I have
completed the Summer Internship Project titled “To study the impact of ACP app from
Anarock on Acquisition of channel partners in western Mumbai”. Is our original work.
This work (in part or in full) has not been submitted to any University for the award or a Degree
or a Diploma. I have properly acknowledged the material collected from secondary sources
wherever required.

We solely own the responsibility for the originality of the entire content.

Signature of the student Date: 27/08/2023

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 ACKNOWLEDGEMENT
I would like to thank organization’s name and Aditya Institute of Management studies and
Research for giving me an opportunity to learn and pursue my Summer Internship and
understand about Marketing and Research aspects.

I would like to thank and express my sincere gratitude to Nikhil Singh His constant
encouragement, valuable insights and attention to detail had made this exercise, a great learning
experience.

I am also thankful to Akshay Bhagat who contributed his valuable time and gave valuable
insights during the development of the project.

I am also thankful to Dr. Sunita Srivastava (Director, Aditya Institute of Management Studies
and Research) and my institution, for giving me an opportunity to undergo this learning
experience

Special thanks to Prof. Dinesh Mehra for his valuable guidance in completing this project and
helping me to understand this project better and supporting me with his/her expertise on the
same to make my project worth for my own benefit and also for the overall benefit of the
objective of the summer project.

Last but not the least; I take pride in thanking my family, siblings and friends for their much
valued support.

Date: 27/08/2023

Signature:
Full name: Darshan Harish Jain
Course: MMS
Specialization: Marketing
Roll no.: 034

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 Executive Summary
This executive summary outlines the proposed internship in real estate sales, aimed at providing
valuable hands-on experience and professional development in the dynamic field of real estate.
The internship is designed to offer a comprehensive understanding of real estate sales
processes, market analysis, client management, and negotiation skills. The goal is to equip
interns with the knowledge and skills necessary to excel in a sales-driven real estate
environment.

I have worked with Anarock consulting firm from 15th May 2023 to 14 July 2023 where I was
responsible for acquiring new clients or channel partners for the new vertical of Anarock named
Anarock Channel Partner (ACP). I was asked to pitch the same app to channel partner educate
them and make them download the application in their mobile phone.

I have met 180 plus channel partners during the course of two months and successfully achieved
165 numbers of download. Apart from this through digitally i.e., by calling the channel partners
I achieved 25 numbers of download.

By doing so I have observed how real estate industry function what are the jargons used in
the industries and I have submitted them report where I mentioned where they are lagging
behind to their competitors. I have acquired some skills such as effective communication,
negotiation and bargaining, self-confidence, patience, and emotional intelligence as I faced
many failures during this course
In conclusion I can safely claimed that this real estate sales internship offers a valuable
opportunity for aspiring professionals to gain hands-on experience in the dynamic field of real
estate sales. By focusing on practical experience, market analysis, client management, and sales
techniques, the internship aims to equip interns with the necessary skills and knowledge to
succeed in the real estate sales industry. This comprehensive experience will provide a solid
foundation for future career growth in the real estate sector.

Last but not the least I pay my obeisance to all the faculty mentor, my internship mentor and
manager and my colleague for making this internship successful.

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 Table of Contents
Topic Page No
Title page I
Certificate from Company II
Certificate from College III
Declaration IV
Acknowledgement V
Executive Summary VI
Table of Contents vii
Chapter 1- Company Overview
1.1- Introduction of the company 01
1.2- History 04
1.3- Leaders of the Organization 06
1.4- Industry Analysis 09
1.5- Clients 13
1.6- Corporate Social Responsibility 14
1.7- 7 C’s 15
Chapter 2- Work and Responsibility
2.1- The Assignment 23
2.2-Responsibilities and Description 27
2.3-Observations 29
Chapter 3- The Project
3.1-Hypothesis 31
3.2- Objective 31
3.3- Scope 31
3.4- Methodology 32
3.5-Sampling and its Method 33
3.6- Data Analysis 34
Chapter 4- Findings, Limitations and Recommendations
4.1- Findings
4.2- Limitations 36
4.3- Recommendations 37
38
Chapter 5- Conclusion 41
References 42

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 Chapter 1- Company Overview

1.1- Introduction of the company

ANAROCK is a leading international property consultant that delivers comprehensive real
estate services to a large and diversified client base including developers, corporates, financial
institutions, government, and individuals.

ANAROCK is first and foremost a people’s company, started by two friends who came together, and
who grew to become veterans in Real Estate.

Technological Department in Anarock

ApnaComplex

ApnaComplex is India's leading cloud-based society management platform for developers and
housing societies that allows these communities to function effectively. This app-based
platform uses technology to help both the residents and the managing committee interact
seamlessly with each other and the other service providers inside the complex, making living in
an apartment complex a pleasant and convenient experience for the whole community Anacity

ANACITY, an extension of ApnaComplex, is a Smart Community Automation PropTech

solution launched to manage gated communities across international markets. It is specifically
designed for Owner’s Association Management - OAMs to expeditiously manage
gated/residential communities and villas and enhance their efficiency. myHQ

MyHQ is the largest flexible workspace solution provider in India. The platform directly caters
to the workforce by partnering with all kinds of flexible workspaces including coworking
spaces, business centers, cafes & lounges across the country. It uses technology to allow its
users to browse, discover and subscribe to a standardized working experience on its platform.
If you are a freelancer, or someone working remotely, myHQ is just the right platform for you!
Upflex India

Upflex India is an extension of Upflex Inc; a US-based B2B platform that enables companies
to offer flexible coworking spaces. Upflex is the world's first sustainable and flexible coworking
booking platform for businesses which offers game-changing technology solutions.

ANAROCK CRM

A revolutionary solution designed to provide a winning edge in a highly competitive industry.

ACRM is powered by Astra – ANAROCK’s first Artificial Intelligence & Machine Learning
(AI & ML) PropTech solution. ACRM, with an algorithm created specifically for real estate is
the ultimate marketing tool for the developers’ sales teams.

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ASTRA
ASTRA is the first real estate-focused AI/ML tool that helps in maximizing revenue. The tool
is designed to help developers identify challenges and analyse customer behaviour through
various data points, thereby boosting bottom-line productivity and marketing efficiency, while
reducing costs.

ANAROCK Channel Partner

ACP is a state-of-the-art tech-based online listing cum transaction platform designed to

empower channel partners to become well-informed Property Consultants. The automated
appbased platform offers an array of services including client & campaign management,
marketing technology, reporting and analytics, training, and reward programs, and much more.

Under which I was serving. Here, Anarock is playing as a aggregator model that acquires lots
of different channel partner and provide them additional incentives over what developer
provides.

Services/Verticals that Anarock provides:

Residentials

 Sales and marketing

 International
 Second Homes
 Luxury Homes
 Home Solutions
 Corporate Divestment Value Added Services

 Retail
 Investment Banking
 Commercial
 Hospitality
 Industries and Logistics
 Strategic Advisory and Valuations
 Project Management
 Investment Management
 Flexible Workforce
 Apartment and Societal Management

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Culture of the Organization:

Values over Value

We believe in the power of people and passion!

Creating a diverse and progressive workplace culture to foster a mindset that embraces collaboration,
innovation, and growth which reflects in our key organizational values.

Diversity, Equity & Inclusion

We strive to create an inclusive environment where you feel like you belong!

Different teams not only bring distinct perspectives but also inspire each other to step out of their
comfort zone and achieve greater things.

Employee Driven

Your next big career switch!

There is never a dull day working at ANAROCK! Each day is filled with new opportunities, learning's,
engagement, and lots of fun!

If you have the passion, dynamism, and drive to learn and grow, we have the right place for you!

Our Vision

To break new ground with innovation and technology-

driven solutions for real estate

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1.2- History
Anuj Puri and Rohin Shah, the original “ANAROCKERS”, bonded over their shared passion of
bringing order to the largely disorganised Real Estate sector way back in 1993. They wanted to
re-imagine the Real Estate space with path-breaking innovations and new ways of working.
They realized that they shared a passion towards making real estate more organized. Their
shared work ethics and values, helped lay the foundation of ANAROCK’s robust, ethical, and
value-oriented culture, focused firmly on bringing about transparency in the Real Estate sector.
ANAROCK was born in 2017 with a passion to support the real estate industry and the desire
to create a setup of professionals delivering not just properties, but solutions to customers. Their
key objective was to make the communication between all stakeholders in the Real Estate
industry transparent and easy to decode, leading to more informed decision making.
ANAROCK has consistently been working towards this overarching objective since its
inception.

These two industry stalwarts had predicted the Residential Housing Boom that has now been in
evidence in India over the last few years. They had the foresight to not only launch ANAROCK
based on this belief, but also to scale it up and branch out across different value propositions in
Real Estate.

Since its inception, ANAROCK has grown from being a residential-focused company to operating in
more than 15 business verticals, covering the entire real estate value chain.
ANAROCK has deployed cutting-edge technological interventions and bespoke tools across its
business lines.

Having grown into a formidable force in the sector, ANAROCK now offers a comprehensive suite
of Real Estate solutions to all its customers.

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1.3 Leaders of the Organization

Anuj Puri

Group Chairman

Anuj Puri is the Chairman and Founder of ANAROCK. He has over 30 years’ experience in
Indian and global real estate markets and is a trusted advisor to developers, occupiers, and
investors. Anuj is widely acknowledged for revolutionizing the real estate sector with his
visionary outlook and technology-based solutions. Prior to ANAROCK, Anuj was Chairman &
Country Head of international property consultants - JLL India, overseeing a team of over 9000
employees in 11 cities. Anuj set up ANAROCK in 2017 which is now a leading real estate
services company with over 2200+ staff across 19 cities and a significant presence in GCC
countries including Dubai. Under his leadership, ANAROCK offers services and tech solutions
across the real estate value chain and is aggressively expanding to newer geographies and real
estate business verticals. Anuj has received significant national and global recognition for his
contribution to the real estate sector. He has also been associated with various national and
international industry forums in various capacities and serves on multiple public and private
company boards.

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Rohin R Shah

Director

Rohin Shah is a veteran in the real estate industry, with over 35 years of experience in the Indian
and European markets. In addition to being the Director and Co-Founder of ANAROCK, Rohin
is the Managing Director of Marylebone Properties in UK with a key client base of 60 family
offices based in UK, Kenya and India. Rohin holds a first-class bachelor's degree in Land
Management from Reading University, a master's degree in Property Investment from City
University, and was appointed as an eminent Fellow of the Royal Institution of Chartered
Surveyors in 2011. He is involved in the development of the World Trade Center in Nairobi,
Kenya, one of the largest mixed-use schemes in the region. Along with serving on multiple UK
investment company boards and being a trustee of two charities, Rohin's extensive track record
of success has established him as a leading authority in the real estate world.

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 Santhosh Kumar Anuj Kejriwal

Group Vice Chairman CEO&MD /ANAROCK RETAIL

Shobhit Agarwal Sunil Mishra

MD & CEO I ANAROCK Capital Group Strategy Officer

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 1.4 Industries Analysis
In India, the real estate sector is the second-highest employment generator, after the
agriculture sector. Real estate sector in India is expected to reach US$ 1 trillion in market size
by 2030, up from US$ 200 billion in 2021. By 2025, it will contribute 13% to country’s GDP.
Emergence of nuclear families, rapid urbanisation and rising household income are likely to
remain the key drivers for growth in all spheres of real estate, including residential, commercial,
and retail. Rapid urbanisation in the country is pushing the growth of real estate.
>70-75% of India’s GDP will be contributed by urban areas by 2020.

Around 40 million square feet were delivered in India in 2021. It is expected that the
country will have a 40% market share in the next 2-3 years. India is expected to deliver 46
million square feet in 2022.

As per ICRA estimates, Indian firms are expected to raise >Rs. 3.5 trillion (US$ 48
billion) through infrastructure and real estate investment trusts in 2022, as compared with raised
funds worth US$ 29 billion to date.

India’s real estate sector saw over 1,700 acres of land deals in the top 7 cities in 1 year.
Foreign investments in the commercial real estate sector were at US$ 10.3 billion between 2017-
21. As of February 2022, Developers expect demand for office spaces in SEZs to shoot up after
the replacement of the existing SEZs act.

Private market investor, Blackstone, which has significantly invested in the Indian real estate
sector (worth Rs. 3.8 lakh crore (US$ 50 billion), is seeking to invest an additional Rs.
1.7 lakh crore (US$ 22 billion) by 2030.

India's Global Real Estate Transparency Index ranking improved by five notches from
39 to 34 since the past six years from 2014 until 2020 on the back of regulatory reforms, better
market data and green initiatives, according to property consultant JLL.

According to Savills India, real estate demand for data centres is expected to increase by
15-18 million sq. ft. by 2025.

The institutional investments in the Indian real estate sector are expected to increase by
4% to reach Rs. 36,500 crore (US$ 5 billion) in 2021, driven by rising interest of investors
towards capturing attractive valuations amid the pandemic. Between January 2021 and
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September 2021, private equity investment inflows into the real estate sector in India stood at US$ 3.3
billion. In the first quarter of 2022, the gross leasing volume of India’s top seven office markets was at
11.55 million sq. ft.

The office market in top eight cities recorded transactions of 22.2 msf from July
2020December 2020, whereas new completions were recorded at 17.2 msf in the same period.
In terms of share of sectoral occupiers, Information Technology (IT/ITeS) sector dominated
with a 41% share in second half of 2020, followed by BSFI and Manufacturing sectors with
16% each, while Other Services and Co-working sectors recorded 17% and 10%, respectively.
The office space leasing activity is expected to pick up in 2021 and is likely to be at par with
the 10-year average, i.e., 30-31 million sq. ft. Of the total PE investments in real estate in Q4
FY21, the office segment attracted 71% share, followed by retail at 15% and residential and
warehousing with 7% each.

Demand for residential real estate revived in Q4 FY21 as homebuyers took advantage
of low mortgage rates and incentives rendered by developers. Residential sales in this quarter
recovered to >90% volumes recorded in 2020 across the top seven cities. In the first half of
2022, office absorption in the top 7 cities stood at 27.20 million Sq. ft.

Home sales volume across seven major cities in India surged 113% YoY to reach
~62,800 units in the third quarter 2021, from 29,520 units in the same period last year, signifying
healthy recovery post the strict lockdown imposed in the second quarter due to the spread of
COVID-19 in the country.

According to the Economic Times Housing Finance Summit, about 3 houses are built
per 1,000 people per year compared with the required construction rate of five houses per 1,000
population. The current shortage of housing in urban areas is estimated to be ~10 million units.
An additional 25 million units of affordable housing are required by 2030 to meet the growth in
the country’s urban population.

The Government of India has been supportive towards the real estate sector. In August
2015, the Union Cabinet approved 100 Smart City Projects in India. The Government has also
raised FDI (Foreign Direct Investment) limits for townships and settlements development
projects to 100%. Real estate projects within Special Economic Zones (SEZ) are also permitted
for 100% FDI. Construction is the third-largest sector in terms of FDI inflow. FDI in the sector
(including construction development & activities) stood at US$ 55.18 billion from April
2000September 2022.

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 Exports from SEZs reached Rs. 7.96 lakh crore (US$ 113.0 billion) in FY20 and grew ~13.6%
from Rs. 7.1 lakh crore (US$ 100.3 billion) in FY19. Indian real estate is expected to attract a substantial
amount of FDI in the next two years with US$ 8 billion capital infusion by FY22. As of June 30, 2021,
India formally approved 427 SEZs.

In the first-half of 2021, India registered investments worth US$ 2.4 billion into real estate
assets, a growth of 52% YoY.

Share of the top listed developers in the Indian residential market is expected to increase
to 29% in FY24, from 25% in FY21, driven by a strong pipeline for residential project launch.

Between July 2021-September 2021, a total of 55,907 new housing units were sold in the
eight micro markets in India (59% YoY growth).

Between July 2021-September 2021, housing sales in the NCR surged 97% to reach 10,220
units compared with the same period last year.

In the third quarter of 2021 (between July 2021-September 2021), new housing supply
stood at ~65,211 units, increased by 228% YoY across the top eight cities compared with
~19,865 units launched in the third quarter of 2020.

In 2021-22, the commercial space is expected to record increasing investments. For

instance, in October 2021, Chintels Group announced to invest Rs. 400 crore (US$ 53.47
million) to build a new commercial project in Gurugram, covering a 9.28 lakh square feet area.

Government of India’s Housing for All initiative is expected to bring US$ 1.3 trillion
investments in the housing sector by 2025. As of December 2019, under Pradhan Mantri Awas
Yojana (Urban) [PMAY (U)], 1.12 crore houses were sanctioned in urban areas, with a potential
to create 1.20 crore jobs. The scheme is expected to push affordable housing and construction
in the country and give a boost to the real estate sector. On July 09, 2020, Union Cabinet
approved the development of Affordable Rental Housing Complexes (AHRCs) for urban
migrants and poor as a sub-scheme under PMAY–U.

In October 2021, the RBI announced to keep benchmark interest rate unchanged at 4%,
giving a major boost to the real estate sector in the country. The low home loan interest rates

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regime is expected to drive the housing demand and increase sales by 35-40% in the festive
season in 2021.

Government has also released draft guidelines for investment by Real Estate Investment Trusts
(REITs) in non-residential segment.

The Ministry of Housing and Urban Affairs has recommended all the states to consider
reducing stamp duty of property transactions in a bid to push real estate activity, generate more
revenue and aid economic growth.

In July 2021, the Securities and Exchange Board of India lowered the minimum
application value for Real Estate Investment Trusts from Rs. 50,000 to Rs. 10,000-15,000 to
make the market more accessible to small and retail investors.

REAL ESTATE INDUSTRY REPORT

Nov, 2022

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1.5 clients

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 1.6 Corporate Social Responsibility

Employee Engagement & Volunteerism

Making a difference, one smile at a time! Our team spent the day with the residents of the old
age homes listening to their life stories, sharing presents, playing games, listening to music, and
dancing. It’s a reminder that we’re a community of people, and one small gesture can impact
someone for a lifetime!

We are powered by Inclusion

Inclusion is not a trend it is not a tick-box exercise! Our colleagues took it upon themselves to
break down inclusivity in their own creative, quirky ways. A fun collaboration that speaks
volumes about how inclusion is a necessity in all aspects of our lives.

Environmental Sustainability

A day well spent in nature, away from the bustling city chaos where our colleagues teamed up
to plant trees across different regions of the country through our speedball-making activity! We
owe it to our planet to preserve its fruits of life and give back as much as we take from it.

Other Activities

• Blood Donation Drive

• Sustainability Discussion
• Go Green Initiatives
• Senior Citizens Activities
• Donation Drive
• Children day Activities

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1.7 7 C’s
7 C'S OF MARKETING

The 7 C's of marketing, also known as the marketing mix, are a set of fundamental
principles that help organizations develop effective marketing strategies. Here's
how these principles can be applied to ANAROCK, a real estate consultancy firm:

1. Customers: ANAROCK should conduct thorough market research to

identify its target customers in the real estate industry. This includes
understanding their demographics, psychographics, buying behaviors, and
preferences. By gaining deep insights into their customers, ANAROCK can
tailor its services to meet their specific needs and provide personalized
solutions. As a consultancy firm, Anarock’s customers are often developers
and other offices looking for workspace

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2. Company: ANAROCK is needs to define its unique value proposition,
which sets it apart from competitors. This involves identifying the specific
expertise, experience, and specialization that ANAROCK brings to the table.
ANAROCK should communicate these unique qualities to potential
customers to establish a strong brand identity and differentiate itself in the
market. Anarock focuses on innovation and technology driven solutions for
real estate to transform reality of realty. With a presence across 19 cities in
India 7 GCC and 2,200+ experts it is well establishes firm

3. Competitors: ANAROCK channel partner should analyze its competitors'

strengths and weaknesses to understand their market positioning and
strategies. By assessing competitors' offerings, pricing, marketing tactics,
and customer satisfaction levels, ANAROCK can identify opportunities to
outperform its rivals. This analysis helps ANAROCK develop strategies to
emphasize its competitive advantages and address any gaps in the market.
ACP competitors are square connect, my magnet, syndicate, broker network,
team up with some having a strong market presence.

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4. Collaborators: ANAROCK has established strategic collaborations with
other industry stakeholders to enhance its capabilities and service offerings.
This includes partnerships with real estate developers, architects, legal
advisors, financial institutions, and other professionals. Collaborations with
trusted and reliable partners can provide ANAROCK with access to a wider
network, specialized expertise, and additional resources to deliver
comprehensive solutions to its clients.

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5. Context: ANAROCK should consider the broader market and environmental
factors that can impact its operations and marketing efforts. This includes
analysing economic trends, regulatory changes, technological advancements,
and societal shifts that can influence the real estate industry. By staying
informed and adapting to the changing context, ANAROCK can identify
new opportunities and mitigate potential risks.

6. Channels: ANAROCK should select the most effective marketing channels

to reach its target audience. This includes both online and offline channels
such as digital advertising, social media platforms, email marketing, content
marketing, traditional advertising, events, and networking. By utilizing the
right mix of channels, ANAROCK can maximize its reach and engagement
with potential clients.
7. Cost: ANAROCK should carefully consider its pricing strategy to ensure it
aligns with the value it provides to customers. This involves analyzing
market trends, understanding customers' willingness to pay, and assessing
the cost structure of its services. ANAROCK should also consider offering
flexible pricing options and packages to cater to different client segments
and budgets.

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By effectively applying the 7 C's of marketing, ANAROCK can develop a
comprehensive marketing strategy that focuses on its customers, leverages its
unique strengths, differentiates itself from competitors, builds strategic
partnerships, adapts to the market context, utilizes the right channels, and sets
appropriate pricing to drive business growth and success in the real estate
consultancy industry.

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 Chapter 2 Work and Responsibility
2.1 The Assignment

ACP application

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What is acp application

• Application where channel partners can easily close a deal

• Expand your bandwidth (Extra Hand for you company)

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 • Gives monetary benefits in the form of incentives

Who are the channel partners?

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 Anyone who is dealing in real estate

The individual or the organization doing business in real estate either in primary residental,
resale, commercial, land or workplace either buying or selling is known as channel partners.

• Consulting and Showing Properties

Channel partners can consult their client about the project at the area where client asked for,
they can also do the walk-ins i.e., they can show the project to the clients by visiting that
projects.
• Closing deal and get paid in brokerage by the developers

Once they do the walk-ins if the client shows interest in the project channel partner can close
the deal and sell the properties. Later the channel partner will get the brokerage from the
developers, sometimes from the clients too.
• Also known as brokers

Channel partners also known as brokers in the street language or layman’s language. As they
get paid on brokerages.

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•

2.2 Responsibilities and Description

My responsibility as an Intern: Designated as an assistant acquisition manager.

• Responsible for collecting data through different medium (traditional and online)
• Responsible for acquiring new channel partners
• Responsible for onboarding the channel partners
• Responsible for providing systematic data of all above activity to the company

We were assigned to make channel partners download the application and collect their Rera
numbers, Phone numbers, Address, and Projects detail.

We were supposed to be in the field, visit the channel partners office and pitch them the
Application and try to get the maximum downloads from them. And my numbers are:

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• Approached to 185 channel partners

• Out of which 165 channel partners had download the application

• Out of which 153 were given their Rera details

Achieved in 45 days on field
• Hence, accuracy is 89 Percentage

Chart Title
190
185
180
175
170
165
160
155
150
145
140
Category 1

Total Approached Downloaded Rera Registered

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•

2.3- Observations

Factors that influence channel partners to download the application

• Around 90 percent of them were not interested initially when they heard about the
application

• Out of which 10 percent didn’t entertain me at all

• Rest developed interest after listening to all the benefits of the application

• Major reason of their download was that 0.25 percent incentives provided by the
application Major reasons:

• 0.25% Incentives
• Free walk-ins
• Relation management
• Security of the leads and transparency
• Time saving

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 Behavior of the cp

10 Percentage were innovators i.e. 18 cps

• Around 20 percentage were early adopters i.e. 36 cps

• Around 50 percent were early majority i.e. 94 cps

• Around 10 percent were late majority i.e. 17 cps

• Around 10 percent were laggard’s i.e.20Cps

Behavior of the CPs

Innovators Early Adopters Early Majority Late Majority Laggards

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•

To conclude I can say that since people are very much aware of such application some were
infect used the same type of application from the competitor but the difference is they charged
for the same and ACP is completely free and therefore, majority of the people downloaded the
application after knowing the benefits of the app after some attempt. However, we cannot deny
that there are 10% of channel partners who comes into laggards and refuse to downloads
perhaps because of : Bad previous experience, not comfortable with technology, trust issues
and have insecurity about sharing the details of the clients

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 Chapter 3- The project

Title: To study the impact of ACP app from Anarock on Acquisition of

Channel Partners in western Mumbai

3.1 Hypothesis

• Null Hypothesis: Null hypothesis: channel partners will download the application by
knowing the monetary and other benefits of the application

• Alternate Hypothesis: channel partners will not download the application by knowing
the monetary and other benefits of the application

3.2- Objective
• To collect data on channel partners

• To educate them about the (ACP) Application

• To get them onboard with Anarock

3.3- Scope
Area: Western Mumbai

Location: Dahisar, Malad, And Sv road, Kandivali, Job Description: To visit channel partners,
educate them about the new vertical of the company and try to get the maximum downloads

Job Type: Client Sourcing and Acquisition

Requirements: Valid Rera numbers, contact details and address.

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3.4- Methodology
We have started our work through two different modes i.e., on field and via digital (calling).

Face to Face meeting: Through on field methods of getting work done I have completed most
of my downloads. I had visited most of the channel partners in Dahisar Malad, Kandivali, and
Goregaon. And I had achieved 95 percentage in this method.

Digital(calling): In Digital where mostly we supposed to call and align the meeting for the week
with the channel partners and sometimes, I make them download the application and therefore
I have achieved few numbers in digital or calling methods as well.

The internship report utilized a combination of qualitative and quantitative research methods
to gather information and insights. This included observing the sales professionals, observing
sales meetings and interactions, analyzing sales data, and reviewing relevant industry literature.
The data collected was then analyzed to draw meaningful conclusions and make
recommendations

Procedure
We were given training about the application and its benefits and how to pitch the application
to channel partners. We were asked to visit or through digitally pitch the application, educate
them and make them download the application. Once they downloaded the application, we then
get the details of the channel partners and send it to the reporting manager via Google form and
also through channel partner sourcing application that is again proprietary technology of
Anarock.

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3.5-Sampling and its Method

Sampling methods can be broadly categorized into two main types: probability sampling and
non-probability sampling. I have chosen probability method.

Probability Sampling: Probability sampling involves randomly selecting individuals from the
population, ensuring that each member of the population has an equal chance of being
included in the sample. This type of sampling allows researchers to make statistically valid
inferences about the population.
Population: Channel Partners of entire Mumbai.

Cluster Sampling: With cluster sampling, the population is divided into clusters (e.g.,
geographic regions or organizational units), and a random selection of clusters is chosen.
Then, all individuals within the selected clusters are included in the sample.
Location: Western Mumbai, Far Western Mumbai, KDMC market, Western Mumbai, Navi
Mumbai, South Mumbai.

Sample: Western Mumbai (Borivali, Kandivali, Dahisar, Sv road, Malad, and Goregaon)

I have chosen western Mumbai as my operating area where I visited all those areas mentioned
above and talked to channel partners either face to face or digital(calling) and educated them
about the application and eventually persuade them to download it.

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3.6- Data Analysis
Methods: There was 2 main ways to get channel partners download the app i.e., FOS (foot
on street) and digital (calling).

FOS (Foot on Street)

Chart Title
190
185
180
175
170
165
160
155
150
145
140
FOS (Foot on Street)

Total Approached Downloaded Rera Registered

In this method we were supposed to visit the channel partners physically to their office And
Then pitch the application to them and make them installed it in their respective phone.
During the course of 45 days, I visited 185 channel partners out of which 165 downloaded the
application i.e., 89% percentage accuracy however, out of 165, 6% of them i.e., 9 of them
does not have their Rera registration. Hence my total valid downloads become 156.

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Digital (calling)

Chart Title
350

300

250

200

150

100

50

0
Digital (Calling)

Total Calls Made Link Sent Downloads

In this method it is quite challenging for us to make channel partners download the
Application as they either don’t have time to listen the concept properly or they don’t have
faith in us as they cannot see us so they don’t believe us. However, during my internship
course I called 300+ channel partners out of which I sent link to 90 channel partners because
they show the interest in the application. Nonetheless, only 25 of them actually downloaded
the application due to not availability of my presence. Therefore my success percentage in
digital mode is only 8% of total approached channel partners.

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 Chapter 4- Findings, Limitations and Recommendations

4.1- Findings
Factors that influence channel partners to download the application

• Around 90 percent of them were not interested initially when they heard about the
application
• out of which 10 percent didn’t entertain me at all
• Rest developed interest after listening to all the benefits of the application
• Major reason of their download was that 0.25 percent incentives provided by the
application
• Others reasons are Free walk-ins
• Availability of Relationship manager
• Security of the leads and transparency
• Time saving
• Increase Bandwidth

Apart from the application point of view I noticed that channel partners welcome with different
attitude and I divided into 5 categories i.e., innovators, early adopters, early majorities, late
majorities, and laggards. They are as follows:

• 10 Percentage were innovators i.e. 18 cps

• Around 20 percentage were early adopters i.e. 36 cps

• Around 50 percent were early majority i.e. 94 cps

• Around 10 percent were late majority i.e. 17 cps

• Around 10 percent were laggards i.e. 20cps

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4.2- Limitations

• Not enough projects in all areas of Mumbai

• Few technical issues with the application
• Not invested in advertising owing to which there is lack of awareness and faith in the
application
• Channel partners are comfortable with traditional methods of doing business
• Aggregator model is not appealing to the channel partners
• Low incentives as compared to competitors
• Insecurities of leads from channel partners
• Insecurities of tagging the name on the deal
• Lack of availability of channel partners in some areas
• Channel partners don’t have faith in the company because of bad previous experience
or lack of awareness.
• Some channel partners are not interested in using the application

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4.3- Recommendations

• They must spend in advertisement about the app so that everybody can trust on the app
and its authenticity

• They must be available to them

• There should be transparent accessibility of relationship manager

• They must show our result and testimonial to the channel partners to gain the trust

• They must recall their acquire channel partners by asking their feedback about the
application within a week of acquisition

• They must educate them and make them aware of new development of the application

• They must provide the information of new project to gain the attention

• They must provide identity cards for their employee even if they are interns so that
channel partners can trust the person.

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 Chapter 5- Conclusion

The internship experience provided valuable insights into the sales acquisition process within
the real estate industry. The company demonstrated strengths in lead generation, sales
techniques, and sales conversion rates. By implementing the recommended strategies, such as
enhancing lead quality, leveraging automation tools, investing in training, and conducting
competitive analysis, the company can further improve its sales acquisition effectiveness and
maintain a competitive edge in the dynamic real estate market.
• By 89% in Favor, I can safely conclude that my hypothesis has been proven

• Channel partners will download the application by knowing the monetary and other
benefits of the application

• What we can do for others?

• Reasons for not downloading are: Bad previous experience, not comfortable with
technology, trust issues and have insecurity about the clients

• If they work on the limitations mentioned above in the limitations they can acquire
more channel partners, gain their trust and increase business from them.

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 References

References: Media Reports, Press releases, Knight Frank India, Cadge, JLL Research,

Anarock.com Wikipedia.org
www.ibef.org

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