A SUMMER INTERNSHIP PROJECT REPORT ON

Impact of Builders unique strategies on consumer behavior in west Pune region, in

Aura Excellente Realinfracon pvt. Ltd.

SUBMITTED TO SAVITRIBAI PHULE PUNE UNIVERSITY

BY

SANCHITA SARKAR - MBA (Marketing) – Batch 2023-2025

Roll No : MBA23J29

UNDER THE GUIDANCE OF

Dr. VINAY NANDRE

IAEER’S PUNE INSTITUTE OF BUSINESS MANAGEMENT,

PUNE- 412115

(i)
 To whom so ever it may concern

This is to certify that the Project Report titled Impact of Builders unique strategies on consumer
behavior in west Pune region, is an authentic work carried out by Ms./Mr. Sanchita Sarkar from
MBA (Marketing) of IAEER’s Pune Institute of Business Management, Pune - 412115 as a
fulfillment of MBA Course of Savitribai Phule Pune University. He/ She has worked under our
guidance and satisfactorily completed his/ her project work.

Place: Pune Date:

Signature of Internal Guide Signature of Controller of Examinations

Signature of Director Signature of External Examiner

(ii)
COMPANY CERTIFICATE

(iii)
 DECLARATION BY THE STUDENT

I hereby certify that the work which is being presented in the present Summer Internship Report
entitled “Impact of Builders unique strategies on consumer behavior in west Pune region” is
for fulfilment of the requirement for the award of Degree of Masters of Business Administration
submitted in the Department of Marketing, Pune Institute of Business Management, Pune,
India is an authentic record of my own work carried out under the supervision and guidance of Dr.
Vinay Nandre Associate Professor of Marketing Department.

In keeping with the ethical practice in reporting scientific information, due acknowledgements have
been made wherever the findings of others have been cited.

Sanchita Sarkar

(Student Name and sign)

(iv)
 ACKNOWLEDGMENT

The internship opportunity with Aura Excellente Realinfracon Pvt. Ltd., provided me a platform
to work with highly qualified and experienced individuals who opened up new avenues of learning
and professional development for me. Therefore, I consider myself as a very lucky individual as I
was provided with an opportunity to be a part of it.

This internship would not have been the same without the enthusiasm and vigor provided by my
External Mentor- Rajni Sharma, Manager whose behavior was outstanding. Hence, I would
like to express my deepest gratitude to him/her who heartily welcomed me for the internship and
whose guidance and dedication encouraged me throughout the summer internship program.

I express my deepest thanks to my Internal Mentor Dr. Vinay Nandre for taking part in useful
decision & giving necessary advices and guidance and arranged all facilities to make life easier all
throughout the internship program. Her/his valuable knowledge helped me gain a better grasp on
Marketing which has helped me understand Marketing Department in a better way.

It is my radiant sentiment to place on record my best regard, deepest sense of gratitude to, for her/
his careful and precious guidance which were extremely valuable for my study both theoretically
and practically.

Sincerely,

Students Name: Sanchita Sarkar

Place: Pune
Date:

(v)
 TABLE OF CONTENTS

Sr No Particulars Page Nos

1 Project title page (i)
2 Certificate by PIBM (ii)
3 Certificate by Company (iii)
4 Declaration by the student (iv)
5 Acknowledgement (v)
6 Table of contents (vi)
7 Project Synopsis 1
8 Executive Summary 2
9 Chapter 1: Introduction 3-9
10 Chapter 2: Review of Literature 10-32
11 Chapter 3: Design and Methodology 33-34
12 Chapter 4: Data Analysis and Findings 35-67

13 Chapter 5: Conclusion and recommendations 68-69

14 Chapter 6: Practical Learning & Contribution 70-72
15 Questionnaire 73-76

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 PROJECT SYNOPSIS

Project Title: Impact of Builders unique strategies on consumer behavior in west Pune region, in Aura
Excellente Realinfracon pvt. Ltd.

Company Name: Aura Excellente Realinfracon Pvt. Ltd.

Student Name: Sanchita Sarkar

Student Roll No: MBA23J29

Project Guide Name (ExternalMentor): Rajni Sharma

Project Guide Designation (ExternalMentor): Manager

Project Guide Name (Internal Mentor): Dr. Vinay Nandre

Project Guide Designation (Internal Mentor): Associate Professor

Confidential Report (Yes/No): No

Duration of project: 60 Days

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 Executive Summary
The real estate market in West Pune is experiencing rapid growth and evolving consumer preferences, leading
builders to employ various strategies to meet these demands. This study aims to identify key strategies
employed by builders in the region, analyze their effectiveness, understand how these strategies influence
consumer behavior, preferences, and decision-making processes, provide actionable suggestions for builders
to enhance their market strategies based on consumer insights, and assess the broader managerial implications
for real estate developers aiming to stay competitive in a rapidly changing market.

The study used a mixed-methods approach, combining quantitative surveys with qualitative interviews. Data
was collected from a diverse sample of homebuyers in the West Pune region, including first-time buyers,
investors, and luxury home seekers. In-depth interviews were conducted with key stakeholders in the real estate
sector, including builders, marketers, and sales agents.

Key findings include market segmentation and targeting, consumer preferences, branding and reputation,
marketing and sales strategies, and technology and innovation. Successful builders effectively segment the
market and tailor their offerings to meet the specific needs of different consumer groups. Proximity to essential
services, such as schools, hospitals, and transportation, remains a top priority for most buyers. Additionally,
there is a growing demand for sustainable living environments, with consumers showing a preference for green
spaces and eco-friendly construction practices.

Branding and reputation play a crucial role in consumer decision-making, with established brands more likely
to attract buyers. Digital marketing has become a critical tool in reaching potential buyers, especially in the
post-pandemic era. Smart home technologies and energy-efficient designs are gaining traction among
consumers, particularly among younger buyers.

Suggestions for builders include offering more customizable home options, incorporating sustainable building
practices, enhancing digital presence, and creating community-centric developments. The study concludes that
the real estate market in West Pune is increasingly driven by consumer-centric strategies, and builders who
understand and adapt to the specific needs and preferences of their target audience are better positioned to
succeed.

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 CHAPTER 1:
INTRODUCTION
1. Introduction to Opportunity/ Challenges:
West Pune has emerged as a prominent and rapidly developing region in Pune's real estate market. Known
for its strategic location, excellent connectivity, and robust infrastructure, West Pune has become a preferred
destination for both residential and commercial real estate investments.
Key Locations in West Pune:

 Hinjewadi: Known as Pune's IT hub, Hinjewadi hosts numerous multinational companies and IT
parks, making it a prime location for residential and commercial projects.
 Baner and Balewadi: These areas are popular for their upscale residential projects, modern amenities,
and proximity to the Pune-Mumbai Expressway.
 Wakad: With its excellent connectivity to the Mumbai-Pune Expressway and Hinjewadi, Wakad
has seen a surge in residential and commercial developments.
 Aundh: A well-established locality, Aundh is known for its premium residential projects,
shopping malls, and recreational facilities.

Demand Drivers:

 IT and Industrial Growth: The presence of numerous IT parks, manufacturing units, and industrial
estates has fuelled demand for both residential and commercial spaces.
 Infrastructure Development: Ongoing and planned infrastructure projects such as metro rail, ring
road, and flyovers have enhanced connectivity and accessibility, making West Pune a lucrative
investment destination.
 Educational Institutions: The presence of reputed schools, colleges, and universities attracts
families and professionals to settle in West Pune.
 Lifestyle Amenities: The region offers a plethora of lifestyle amenities including shopping malls,
healthcare facilities, entertainment zones, and recreational spaces.

Current Market Trends:

 Affordable to Luxury Housing: West Pune offers a diverse range of housing options, from affordable
apartments to luxurious villas and penthouses, catering to different income groups and preferences.
 Integrated Townships: There is a growing trend of integrated townships that offer a self- sustained
living environment with residential, commercial, educational, and recreational facilities within a
single project.

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  Sustainable and Smart Homes: Increasing awareness and demand for sustainable living have led
builders to incorporate eco-friendly features and smart home technologies in their projects.
 Co-working Spaces: With the rise of start-ups and freelance professionals, the demand for co-working
spaces in West Pune has surged, encouraging commercial real estate development.

Challenges:

 Land Availability and Prices: Limited availability of land and rising land prices pose
challenges for new developments.
 Regulatory Approvals: Delays in obtaining necessary regulatory approvals can impact project
timelines and costs.
 Infrastructure Strain: Rapid urbanization and population growth put pressure on existing
infrastructure, necessitating continuous upgrades and expansions.

West Pune continues to be a hotbed for real estate investments due to its strategic location, thriving job market,
and robust infrastructure. The region's potential for high returns on investment, coupled with the ongoing and
planned developments, makes it an attractive option for homebuyers and investors alike.

The future of the real estate market in West Pune looks promising with several upcoming infrastructure projects
and a steady inflow of IT and industrial investments. The region is expected to witness sustained growth in
both residential and commercial segments, driven by the demand for quality living spaces and modern
amenities. Builders are likely to focus on innovative and
customer-centric strategies to tap into this growing market, further enhancing the appeal of West Pune as a
prime real estate destination.

2. Background of the Study:

Brief History of Real Estate Development in Pune

Pune, known as the "Oxford of the East" due to its educational institutions, has experienced significant
transformation in real estate development over the past few decades. The pre-1990s market was primarily
residential, catering to local residents and a small population of students and professionals. The 1990s-2000s
saw an IT boom, infrastructure expansion, and migration and urbanization, leading to the development of
integrated townships, luxury and high-rise projects, smart and sustainable development, and retail and
commercial growth. The city's growth has been driven by the influx of professionals from other cities and the
need for housing and amenities.

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Evolution of Consumer Behaviour in the Real Estate Sector:
 Earlier Preferences: Historically, customers favoured solitary homes or modest
apartment complexes in central areas near jobs and schools.
 Modern Preferences: Modern customers choose integrated townships and gated
communities that include a variety of facilities such as gyms, swimming pools, and
community centres.
 Technology Influence: More people are using internet platforms to search for
properties, take virtual tours, and complete purchases.
 Sustainability and Smart Living: There is a growing awareness and appreciation for
environmentally friendly and smart house elements.
Flexible Payment Options: Builders provide flexible payment plans, house loans, and financial
schemes.

Previous Studies and Findings Related to Builder Strategies and Consumer Behaviour:

 Marketing and branding: Research demonstrate the significance of effective marketing and branding
techniques in influencing customer decisions. Location benefits, luxury facilities, and sustainable
features all have a substantial effect on buyer preferences.
 Customer Experience: Research shows that providing a pleasant customer experience throughout
the purchasing process, from inquiry to post-sales service, increases consumer happiness and loyalty.
 Value-Added Services: Providing value-added services such as interior design consulting,
maintenance, and community activities may have a beneficial impact on customer behaviour and
establish long-term partnerships.
 Customisation and Personalisation: Builders who provide customisation choices for layouts,
interiors, and finishes attract more purchasers since personalised houses address unique consumer
wants and preferences.

Importance of Understanding Consumer Preferences and Decision-Making Processes:

 Targeted Marketing: Understanding customer preferences enables builders to personalise marketing

tactics and efficiently reach the proper demographic.
 Product creation: Understanding consumer wants and preferences informs the creation of products
that match market demand, resulting in increased sales and customer satisfaction.
 Competitive Advantage: Builders who understand and cater to customer behaviour may stand out
in a competitive market, giving them a major advantage over competitors.

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  Customer Retention: Understanding customer decision-making processes assists in developing
long-term connections, resulting in repeat business and recommendations.
 Risk Mitigation: Anticipating customer trends and behaviours helps to reduce risks
associated with unsold inventories and underperforming projects.

3. Sector, Company, Product, Service Analysis:

SECTOR INFORMATION:
West Pune has quickly evolved as a key real estate development area thanks to its strategic position, robust
infrastructure, and growing IT industry. The region is noted for its mix of residential, commercial, and
industrial establishments, which cater to a wide range of demographics.
West Pune is a popular residential area with a strong focus on IT parks, upscale residential projects, and
lifestyle amenities. The area is known for its proximity to reputed schools and colleges, infrastructure
development like the Pune Metro, and the availability of malls, healthcare facilities, restaurants, and
recreational centers. Market trends include integrated townships, sustainable development, smart homes, and
luxury and high-rise apartments. However, challenges include high property prices, infrastructure strain, and
regulatory hurdles. Despite these challenges, West Pune offers high ROI, steady rental income, and diverse
options, including affordable housing and luxury villas and commercial spaces. The area's proximity to reputed
schools and colleges, ongoing infrastructure projects, and the increasing demand for smart homes contribute
to its appeal.
COMPANY OVERVIEW:
Aura Excellente is a reputed channel partner firm based in Pune, specializing in real estate services. The firm
focuses on providing comprehensive property solutions to its clients, leveraging its deep market knowledge
and strong relationships with top builders in the region.

Key Services:
 Property Consultation: Offering expert advice on buying, selling, and renting residential and
commercial properties.
 Project Marketing: Collaborating with builders to market new and upcoming projects
effectively.
 Investment Advisory: Providing insights and recommendations for real estate investments to
maximize returns.
 Legal Assistance: Assisting clients with legal documentation, due diligence, and
compliance requirements.
 Home Loans and Financial Services: Facilitating home loan approvals and financial planning
for property purchases.

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Unique Strategies:
 Client-Centric Approach: Emphasis on understanding client needs and providing
personalized property solutions.
 Strategic Partnerships: Strong relationships with leading builders in Pune, enabling access to
exclusive deals and pre-launch offers.
 Innovative Marketing: Utilization of digital marketing, virtual tours, and targeted campaigns to
attract potential buyers and investors.
 After-Sales Service: Providing continuous support post-purchase to ensure client
satisfaction and long-term relationships.
Clients:
 Homebuyers: Assisting individuals and families in finding their ideal homes, catering to various
budget ranges and preferences.
 Investors: Offering investment opportunities with high potential returns, including rental income
and property appreciation.
 Corporates: Providing commercial spaces and office solutions tailored to business
requirements.
Vision and Mission:
 Vision: To be the most trusted and preferred real estate channel partner in Pune, known for integrity,
innovation, and customer-centric services.
 Mission: To provide exceptional real estate solutions that meet the evolving needs of clients,
fostering growth and prosperity for all stakeholders.

Aura Excellente stands out in Pune's competitive real estate market through its commitment to excellence,
strategic collaborations, and unwavering focus on client satisfaction.
4. Statement of the problem:

The real estate market in West Pune has seen rapid growth due to IT professionals, improved infrastructure,
and increasing demand for residential and commercial properties. Builders use innovative marketing
techniques, customized offerings, sustainable practices, and enhanced amenities to attract and retain
consumers. However, the effectiveness of these strategies in influencing consumer behaviour remains unclear.
This study aims to investigate the impact of these strategies on consumer behaviour in the region, focusing on
how marketing strategies affect awareness, personalized offerings, sustainable practices, amenities, and
economic factors.
Understanding these relationships can help real estate developers tailor their approaches to meet target audience
needs, driving sales and fostering customer satisfaction.

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5. Motivation for solving problem:

 Enhancing Builder Strategies: By understanding how various strategies impact consumer behaviour,
builders can refine their approaches to align more closely with market demands, leading to increased
sales and customer satisfaction.
 Consumer-Centric Development: Insights from this study will enable builders to create more
consumer-centric projects that cater to the specific needs and preferences of buyers in West Pune,
resulting in higher levels of engagement and loyalty.
 Competitive Advantage: Builders who can effectively leverage this knowledge will gain a
competitive edge in the crowded real estate market of West Pune. They can differentiate themselves
through targeted marketing, innovative offerings, and superior customer service.
 Improved Market Understanding: A deeper understanding of consumer behaviour will help builders
anticipate market trends and adapt their strategies proactively, ensuring long-term success and
sustainability.
 Informed Decision-Making: Real estate developers and investors can make more informed decisions
regarding project planning, marketing investments, and resource allocation, optimizing their operations
and profitability.
 Policy and Planning: The findings can also aid policymakers and urban planners in developing
regulations and infrastructure that support sustainable and consumer-friendly real estate
development.
 Academic Contribution: This research will contribute to the academic body of knowledge on real
estate marketing and consumer behaviour, providing a foundation for future studies and best practices.
 Economic Growth: Ultimately, a better-aligned real estate market will contribute to the
economic growth of the West Pune region by attracting more residents and businesses, enhancing
the overall quality of life, and stimulating related industries.
6. Purpose of business analytics project:
 Understanding Consumer Preferences: The project aims to uncover how different strategies
employed by builders (such as pricing, design features, marketing tactics, and sales approaches) affect
consumer preferences and buying behavior in West Pune. This can help builders tailor their offerings
to better meet market demands.

 Evaluating Strategy Effectiveness: By analysing the effectiveness of various strategies, the project
can determine which approaches are most successful in attracting and retaining customers. This
involves examining factors like customer satisfaction, sales conversion rates, and market share.

 Identifying Market Trends: The project can reveal emerging trends in the real estate market of
West Pune, such as preferences for certain types of properties, amenities, or

8
 locations. Builders can use this information to align their strategies with current and future market
demands.

 Optimizing Marketing and Sales Tactics: Insights from the project can help builders refine their
marketing and sales tactics, improving the efficiency of their campaigns and increasing their return on
investment (ROI).

 Enhancing Competitive Advantage: By understanding the impact of their strategies relative to

competitors, builders can develop a competitive edge. The project can provide insights into what
differentiates successful builders from others in the region.

 Forecasting Future Trends: Analysing historical data and current consumer behaviour can help in
forecasting future trends in the real estate market. This can be crucial for strategic planning and long-
term business growth.

 Improving Customer Experience: Insights from the project can guide builders in enhancing the
overall customer experience, from initial contact through to post-purchase service. This can lead to
higher customer satisfaction and better reviews.

 Supporting Data-Driven Decision Making: The project provides data-driven insights that can
support better decision-making for builders, helping them make informed choices about strategy
adjustments and resource allocation.

7. Research Objectives
Primary Objective:
 To analyze the influence of builders' unique strategies on consumer buying decisions in the West
Pune real estate market.
 To identify the most effective builders' strategies that drive consumer preference in the West Pune
real estate market.
Secondary Objective:
 To evaluate consumer perceptions of value in relation to the unique strategies employed by
builders in West Pune.
 To explore the role of brand loyalty in the relationship between builders' strategies and consumer
behavior.

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 CHAPTER-2

REVIEW OF LITERATURE

1. About the Sector:

The real estate sector is a major industry encompassing various aspects of property development, sales, and
management. Here are some key details:

1. Segments: The real estate sector is broadly divided into:

Residential: Includes single-family homes, apartments, condominiums, and townhouses. Commercial:
Encompasses office buildings, retail spaces, hotels, and industrial properties. Industrial: Covers warehouses,
factories, and distribution centers.
Land: Involves undeveloped properties and agricultural land.

2. Key Players:
Developers: Companies or individuals that build new properties. Investors:
Entities that purchase properties to earn returns.
Real Estate Agents/Brokers: Professionals who facilitate buying, selling, and renting properties. Property
Managers: Individuals or companies that oversee the operation of real estate assets.

3. Economic Impact
1. GDP Contribution: Real estate significantly contributes to GDP in many countries.
2. Employment: Provides numerous jobs in construction, management, sales, and related services.
3. Investment: Attracts both domestic and foreign investments.

4. Market Trends
1. Urbanization: Increasing urban population drives demand for residential and commercial
properties.
2. Technological Advancements: Prop-Tech innovations like virtual tours, online marketplaces, and smart
home technology are reshaping the industry.
3. Sustainability: Growing emphasis on green buildings and sustainable development practices.

5. Challenges
1. Regulation: Stringent zoning laws, building codes, and taxation can impact project feasibility.

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2. Financing: Securing funding and managing interest rates are critical challenges for developers and buyers.
3. Market Fluctuations: Property values can be highly volatile, influenced by economic cycles, interest
rates, and political stability.

6. Current Trends in West Pune

1. Residential Growth: Increasing demand for residential properties due to IT and industrial growth.
2. Infrastructure Development: Expansion of road networks, public transport, and civic amenities.
3. Affordability: Focus on affordable housing projects to cater to the growing middle-class
population.

7. Consumer Behaviour
1. Preferences: Consumers are increasingly looking for amenities, connectivity, and sustainability features.
2. Buying Patterns: Shift towards online property searches and virtual tours.
3. Investment Trends: Interest in second homes and real estate as an investment asset.

2. Market Size:

The Indian real estate sector is a major component of the economy, significantly contributing to employment
and investment. As of 2023, the market size was valued at around USD 200 billion and is expected to reach
USD 1 trillion by 2030. The sector's contribution to India's GDP is projected to increase to 13% by 2025
from the current 7.3%.

In FY23, the residential property market experienced a substantial boost, with home sales hitting an all-time
high of approximately USD 42 billion, reflecting a 48% year-on-year increase. The demand for office space
and commercial real estate has also seen significant growth, driven by expanding sectors like banking, financial
services, and technology.

The real estate market in India is highly fragmented, with major urban centers like Mumbai, Delhi, Bengaluru,
and Pune leading in terms of both demand and development. Additionally, tier-2 and tier-3 cities are
experiencing growth due to improved connectivity and infrastructural projects such as the Delhi-Mumbai
Industrial Corridor and the Navi Mumbai International Airport.

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The sector has also seen a rise in investments, with private equity inflows reaching USD 4.2 billion in 2023.
Foreign institutional investments have increased, and the introduction of Real Estate Investment Trusts
(REITs) has made the market more accessible to smaller investors.

3. Market Share:

Global Real Estate Market Share

The global real estate market is one of the largest sectors in the world, contributing significantly to the global
economy. As of 2023, the global real estate market size was valued at approximately USD 10.5 trillion, with a
projected growth rate of 5-6% annually over the next decade. This market encompasses various segments,
including residential, commercial, industrial, and land.

 Residential Real Estate: This segment dominates the global market, driven by urbanization,
population growth, and increasing demand for housing. It accounts for over 70% of the total market
value.
 Commercial Real Estate: This includes office spaces, retail, and hospitality properties,
accounting for around 20% of the global market.
 Industrial Real Estate: Comprising warehouses, factories, and distribution centers, this segment
represents about 10% of the market.

Indian Real Estate Market Share

The Indian real estate market is a significant part of the global sector, with rapid growth and development
driven by urbanization, economic expansion, and policy reforms.

 Market Size: As of 2023, the Indian real estate market was valued at approximately USD 200
billion and is expected to grow to USD 1 trillion by 2030.
 GDP Contribution: The sector contributes around 7.3% to India’s GDP, projected to increase
to 13% by 2025.
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  Segments:
 Residential Real Estate: This is the largest segment in India, accounting for over 80% of
the market. The segment saw substantial growth with home sales reaching USD 42 billion
in FY23.
 Commercial Real Estate: This segment includes office spaces and retail properties, making up
about 15% of the market. It is driven by demand from sectors like IT, BFSI, and retail.
 Industrial and Logistics: This emerging segment represents around 5% of the market,
supported by increased e-commerce activities and infrastructure development projects.

4. Sector Contribution to GDP:

Global Perspective

The real estate sector is a significant contributor to global GDP. As of recent estimates, it contributes
approximately 15-20% of the world's GDP. This encompasses various segments, including residential,
commercial, industrial, and land.

 Residential Real Estate: This segment is the largest contributor within the sector due to the high
demand for housing driven by population growth and urbanization.
 Commercial Real Estate: Includes office buildings, retail spaces, and hotels, contributing
significantly through business activities and tourism.
 Industrial Real Estate: Comprises warehouses, manufacturing facilities, and logistics centers,
contributing through trade and e-commerce activities.

Contribution in India

The real estate sector in India is a major economic driver and has been growing rapidly due to urbanization,
rising income levels, and supportive government policies.

1. GDP Contribution:
 As of 2023, the real estate sector contributed approximately 7.3% to India's GDP.
 This contribution is expected to rise to around 13% by 2025 due to ongoing
developments and reforms in the sector.
2. Employment Generation:
 The real estate sector is the second-largest employment generator in India after agriculture,
creating millions of jobs in construction, ancillary industries, and related services.
3. Investment and Infrastructure:
 Significant investments in infrastructure projects, smart cities, and housing schemes are
driving growth in the sector.

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 
Initiatives like the Smart Cities Mission, Housing for All by 2022, and Real Estate
(Regulation and Development) Act (RERA) are boosting transparency and investor
confidence.
4. Segments and Growth:
 Residential Real Estate: Dominates the sector with the highest contribution due to the high
demand for housing.
 Commercial Real Estate: Witnessing growth due to the expansion of IT, BFSI, and retail
sectors.
 Industrial Real Estate: Growing with the rise of e-commerce and logistics.

5. Sector Composition:
The real estate industry is divided into numerous important sub-sectors, each with its own unique traits and
dynamics. This is a thorough breakdown:

1. Residential Real Estate

Description: Properties designed for human living. Components:
Single-Family residences: Detached residences built just for one family. Multi-
family homes include duplexes, triplexes and apartment complexes.
Condominiums are individual units inside a bigger structure or complex.
Townhouses are multi-story dwellings that share one or more walls with nearby properties. Co-
operatives are properties owned and operated by a company, with inhabitants serving as shareholders.

2. Commercial Real Estate

Description: Properties utilised for business reasons.
Components:
Office Buildings: Spaces leased to enterprises for operational purposes.
Shopping centres, malls, and individual retail establishments all fall under the category of retail spaces.
Hospitality includes hotels, motels, and resorts.
Mixed-use developments include residential, commercial, and industrial areas.

3. Industrial Real Estate.

Properties utilised for manufacture, production, distribution, and storage.
Components:
Warehouses are large places for storing commodities. Factories
are facilities for manufacturing and production.
Distribution centres are properties designed to deliver commodities on a massive scale. Research &
Development Facilities are spaces for technical and industrial innovation.

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4. Land:
This category includes both undeveloped and prospective development land. Components:
Agricultural land is used for farming and livestock.
Vacant land refers to undeveloped plots that are awaiting development.
Subdivisions are large tracts of property split into smaller pieces for sale or development.

5. Special purpose Real estate:

It refers to properties with a distinct purpose. Components:
Schools and universities are educational institutions. Hospitals and
clinics are healthcare establishments. Government buildings are
public administrative properties.
Recreational facilities include parks, sports complexes, and entertainment places. Religious
buildings include churches, mosques, temples, and synagogues.

6. Realty Investment Trusts (REITs):

Companies that own, manage, or finance income-producing real estate in a variety of property industries.
Components:
Equity REITs own and operate real estate.
Mortgage REITs finance income-producing real estate by acquiring or originating mortgages and mortgage-
backed securities.
Hybrid REITs combine real estate and mortgage investments.

7. Proptech (Property Technology):

Description: Technology-driven businesses and solutions for optimising real estate operations and experiences.
Components:
Online marketplaces are platforms for purchasing, selling, and renting properties. Virtual tours
and virtual reality are tools for visiting properties remotely.
Smart Home Technology: Advancements in home automation and energy efficiency.
Property management software provides solutions for managing property operations and finances.
6. SECTOR & SECTOR COMPOSITION CAGR

The Compound Annual Growth Rate (CAGR) is a useful measure to understand the growth rate of different
components of the real estate sector over a specific period. Here is an overview of the real estate sector
composition and their respective CAGRs based on recent data and trends:

Residential Real Estate

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  Single-Family Homes: Generally experiences moderate growth, driven by population growth,
urbanization, and economic conditions.
 Multi-Family Homes: Often sees higher growth rates due to increasing demand for rental properties,
particularly in urban areas.
 Condominiums and Cooperatives: Growth can vary widely based on location and market conditions.
 Townhouses: Typically follows the broader residential market trends.

Commercial Real Estate

 Office Buildings: Growth can be influenced by economic cycles and trends towards remote work;
recent CAGR has been moderate.
 Retail Spaces: Growth has been slower or even negative in some areas due to e- commerce,
with a shift towards experiential retail spaces.
 Industrial Properties: Strong growth driven by e-commerce and supply chain needs.
 Hotels and Hospitality: Growth varies significantly with economic conditions and travel trends.

Land

 Agricultural Land: Variable growth, influenced by commodity prices and agricultural

demand.
 Vacant Land: Growth depends on development prospects and economic conditions.
 Developed Lots: Growth tied to construction activity and real estate development trends.

Mixed-Use Real Estate

 Urban Developments: Strong growth in high-demand urban areas, driven by trends towards
mixed-use living and working spaces.
 Transit-Oriented Developments: High growth where public transport infrastructure is well-
developed.

CAGR Estimates (General Trends)

 Residential Real Estate: CAGR of around 3-5% in many regions, with multi-family homes
sometimes higher.
 Commercial Real Estate: Office and retail spaces may see 2-4%, industrial properties can see 6-8%.
 Industrial Real Estate: Often sees 5-7% due to e-commerce demand.
 Special Purpose Real Estate: Healthcare facilities can see 4-6%, educational institutions around 2-
4%.
 Mixed-Use Real Estate: Typically higher, around 5-8% in urban centers.

16
  REITs: Equity REITs may see 4-6%, mortgage REITs more variable.
 Real Estate Services: Generally around 3-5%, reflecting transaction and property
management volumes.

7. SECTOR & SECTOR COMPOSITION GROWTH/DE-GROWTH CATALYST

The growth or de-growth of the real estate sector and its various sub-sectors are influenced by a range of
catalysts. Here’s a detailed look at these factors:

RESIDENTIAL REAL ESTATE

Growth Catalysts:

 Population Growth: Increasing population drives demand for housing.

 Urbanization: Movement towards cities creates higher demand for residential units in urban areas.
 Economic Growth: Higher incomes and job growth increase home-buying capacity.
 Low Interest Rates: Lower mortgage rates make borrowing cheaper, boosting home purchases.
 Government Policies: Incentives for first-time buyers, tax benefits, and subsidies for housing.

De-Growth Catalysts:

 Economic Recession: Job losses and economic downturns reduce home-buying power.
 High Interest Rates: Increased borrowing costs can reduce demand for mortgages.
 Housing Market Saturation: In some areas, an oversupply of housing can lead to stagnant or
declining prices.
 Stringent Lending Standards: Tighter credit conditions can limit access to mortgages.

COMMERCIAL REAL ESTATE

Growth Catalysts:

 Economic Expansion: Business growth and higher consumer spending increase demand for office
and retail space.
 Technological Advancements: Growth in tech industries boosts demand for office space in tech hubs.
 E-commerce Growth: Drives demand for industrial and warehouse spaces.

17
De-Growth Catalysts:

 Economic Slowdown: Reduces business expansion and consumer spending, lowering demand for
commercial spaces.
 Remote Work Trends: Decreases demand for traditional office spaces.
 Retail Market Shifts: Growth of e-commerce reduces demand for traditional brick-and- mortar
retail spaces.

LAND

Growth Catalysts:

 Development Projects: New developments increase demand for land.

 Agricultural Demand: Increased need for agricultural products can boost farmland value.

De-Growth Catalysts:

 Regulatory Restrictions: Zoning laws and environmental regulations can limit land use.
 Economic Downturns: Reduce overall investment in land development.

Real Estate Investment Trusts (REITs)

Growth Catalysts:

 Attractive Yields: High dividends and returns attract investors.

 Diversification Benefits: Provides investors with exposure to real estate without direct
ownership.
 Economic Growth: Boosts the underlying property values and rental income.

De-Growth Catalysts:

 Interest Rate Hikes: Make REITs less attractive compared to bonds.

 Economic Downturn: Reduces rental income and property values.

 Market Volatility: Can affect investor confidence and REIT valuations.

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8. GOVERNMENT INITIATIVES & FDI
Government initiatives and Foreign Direct Investment (FDI) play significant roles in shaping the real estate
sector, providing growth opportunities, improving infrastructure, and attracting capital. Here's an overview of
how these factors influence the real estate sector:

Government Initiatives in the Real Estate Sector

1. Affordable Housing Schemes

 Policies and Programs: Governments often introduce schemes to promote affordable housing,
such as tax incentives for developers, subsidies for buyers, and relaxed regulations.
 Examples:
 India: Pradhan Mantri Awas Yojana (PMAY) aims to provide affordable housing to all by
2022.
 USA: Low-Income Housing Tax Credit (LIHTC) provides tax credits to private
developers to build affordable housing.

2. Urban Development and Smart Cities

 Smart City Initiatives: Governments invest in smart city projects to improve urban
infrastructure, making cities more livable and efficient through technology.
 Examples:
 India: Smart Cities Mission aims to develop 100 smart cities with better infrastructure and
technology integration.
 China: Numerous smart city projects focusing on IoT, big data, and AI to improve urban
management.

3. Tax Incentives and Benefits

 Tax Deductions: Offering tax deductions on mortgage interest, property taxes, and capital gains can
stimulate real estate investment.
 Examples:
 USA: Mortgage interest deduction allows homeowners to reduce taxable income.
 UK: Help to Buy scheme provides equity loans to first-time buyers.

4. Regulatory Reforms

 Ease of Doing Business: Simplifying regulations and reducing red tape can attract investment
in the real estate sector.
 Examples:

19
  India: Real Estate (Regulation and Development) Act (RERA) aims to protect
homebuyers and boost investments by increasing transparency.
 Australia: National Rental Affordability Scheme (NRAS) encourages large-scale
investment in affordable housing.

5. Infrastructure Development

 Investment in Transportation and Utilities: Developing transport links, utilities, and other
infrastructure can enhance real estate values and attract investment.
 Examples:
 USA: Investment in highways, public transport, and utilities through initiatives like the
Infrastructure Investment and Jobs Act.
 Europe: European Union's Cohesion Policy funds infrastructure projects to reduce
disparities between regions.

Foreign Direct Investment (FDI) in Real Estate

Benefits of FDI:

 Capital Inflow: FDI brings in significant capital, enabling large-scale real estate projects and
infrastructure development.
 Technology and Expertise: Foreign investors often bring advanced technology and
management expertise.
 Job Creation: Real estate projects funded by FDI create employment opportunities.
 Market Efficiency: FDI can increase competition, leading to better quality and more efficient real
estate markets.

Government Policies to Attract FDI:

 Liberalized Investment Norms: Many countries have relaxed FDI regulations to attract foreign
investment.
 Tax Incentives: Offering tax breaks and incentives to foreign investors.
 Investment Promotion Agencies: Establishing agencies to facilitate and promote foreign
investment.

Examples:

 India: 100% FDI is allowed under the automatic route in construction development projects, including
townships, housing, built-up infrastructure, and real estate broking services.
 Vietnam: Government policies have made it easier for foreign investors to purchase real estate,
leading to increased FDI in the sector.

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9. Porter 5 Force Model Analysis
The Porter's Five Forces model is a framework for analyzing the competitive forces within an industry. It was
developed by Michael Porter and is widely used to assess the competitive intensity and attractiveness of an
industry. Here's a Porter's Five Forces analysis for the real estate industry:

1. Threat of New Entrants:

 Barrier to Entry: The real estate industry often has high barriers to entry due to the significant
capital required for land acquisition and development. Regulatory approvals, zoning restrictions,
and access to financing can also serve as barriers.
 Economies of Scale: Larger real estate developers may benefit from economies of scale, making it
difficult for smaller entrants to compete on cost.

2. Bargaining Power of Buyers:

 Buyer Information: Buyers in the real estate market have become more informed due to the
availability of online resources. This increased information may enhance their bargaining power.
 Switching Costs: The high transaction costs and emotional involvement associated with real estate
transactions can reduce the bargaining power of buyers, as switching to another property may not be
easy.

3. Bargaining Power of Suppliers:

 Supply of Labor and Materials: The bargaining power of suppliers, including labor and
construction materials, can affect real estate development costs. In booming construction markets,
suppliers may have more power.
 Regulatory Environment: Regulatory bodies, such as local governments and zoning
authorities, can also be considered as suppliers. Stringent regulations may limit the availability
of suitable land for development

21
4. Threat of Substitute Products or Services:
 Substitute Products: Real estate faces competition from alternative investment options such as
stocks, bonds, and other asset classes. Economic conditions and interest rates can influence the
attractiveness of real estate compared to these alternatives.
 Rental Market: For residential real estate, the rental market can serve as a substitute for the purchasing
market. Economic factors and lifestyle preferences can influence the balance between renting and
buying.

5. Intensity of Competitive Rivalry:

 Number of Competitors: The level of competition in the real estate industry varies based on
geographic location and market conditions. In densely populated urban areas, there might be more
intense competition.
 Differentiation: Companies that differentiate themselves through unique offerings, branding, or
customer experience may have a competitive advantage. However, in some markets, products may
be relatively homogeneous.

In summary, the real estate industry faces challenges from high entry barriers, the bargaining power of buyers
and suppliers, competition from substitute investments, and the level of rivalry among existing competitors.
It's important for companies in this sector to carefully navigate these forces and adapt their strategies
accordingly.
10. About the company

Real estate firm Aura Excellente specializes in offering premium residential and business properties. The
following are some salient features of Aura Excellente: Overview of the Company
• Vision and Mission: Offering outstanding living and working environments that seamlessly blend
comfort, elegance, and sustainability is the goal of Aura Excellente. The organization works hard
to design properties that satisfy the changing demands of contemporary enterprises and
lifestyles.Core Values: At the center of Aura Excellente's business operations are quality, client
happiness, innovation, and sustainability. The organization is dedicated to completing projects that
go aboveand beyond requirements in terms of functionality, design, and environmental
consciousness.
Products and Services

 Residential Properties: Aura Excellente offers a range of residential options, including

luxury apartments, villas, and townhouses. With contemporary amenities and premium
finishes, these homes are made to offer occupants a chic and pleasant living space.
 Commercial Properties: The company develops office spaces, retail outlets, and mixed-
use developments. These properties are strategically located to provide businesses with
optimal access to clients and resources, fostering growth and

22
 success.
 Property Management: Aura Excellente provides comprehensive property management
services, ensuring that properties are well-maintained and that residents and tenants
receiveprompt and efficient service.

11. Brief History of company

Aura Excellente is Channel Firm company which usually deals in premium Real Estate properties Like
Residential and Commercial properties and also deals in Leasing and Pre leasing of Different Properties
like BKC, Orbi Soul Properties, Solitaire.

12. Brief Introduction about company

AuraExcellente RealInfracon Private Limited is a distinguished real estate channel partner firm based
in Pune. Known for its extensive network with over 100 developers, the company specializes in
offering a wide range of luxurious and exclusive real estate properties. AuraExcellente provides
end-to-end services, from initial consultation to the final handover of properties, ensuring a
seamless experience for clients.

13. Brief notes on Top Management

Mr. Nitin Kumar Pandey (Co-Founder): With over 15 years of experience in Pune's real estate
market, Mr. Pandey plays a crucial role in shaping the company’s strategic direction and client
relationships.
Mr. Mithilesh Kushwaha (Co-Founder): Also with more than 15 years of experience, Mr.
Kushwaha is instrumental in overseeing operations and ensuring high standards of servicedelivery.

Experience and Background: Both founders have extensive backgrounds in real estate
development and investment, contributing to the company's success and reputation.

14.Companies Product
/ Service
Residential Properties:
 Market Expertise: Offers a diverse selection of residential properties, from affordable
housing to luxury homes, in prime urban locations.
 Client-Centric Approach: Provides personalized services to help clients find homes that
fittheir lifestyle and investment goals.

23
Commercial Properties:
 Leasing and Investments: Facilitates the leasing of high-profile commercial spaces
andmanages commercial real estate investments.
 Tailored Solutions: Offers customized solutions for various business needs,
including retailand office spaces.

Pre-Lease Properties:

 Secure Investments: Provides pre-leased commercial properties for stable rental

incomeand reduced vacancy risks.
 Expert Guidance: Ensures thorough property selection and due diligence to
maximizeinvestor returns.

Re-Sale Properties:

 Value-Driven Transactions: Specializes in vetted re-sale properties that offer

valueappreciation and immediate occupancy.
 Transaction Efficiency: Streamlines the process to ensure smooth transactions and
clientsatisfaction.

Rent/Lease Properties:

 Rental Market Expertise: Addresses demand with a range of residential and

commercialrental properties.
 Comprehensive Services: Offers end-to-end rental solutions, including property listing
andtenant management.

Bank Support:

 Financial Guidance: Assists clients with mortgage loans and financing

options,collaborating with banks to expedite approvals.
 Financial Solutions: Helps clients secure competitive loan rates and favorable terms.

Legal Support:

 Legal Expertise: Partners with legal professionals to provide advice on property laws
andregulatory compliance.
 Documentary Assistance: Ensures meticulous review and execution of legal
documents tominimize risks.

24
Real Estate Consultancy:

 Strategic Insights: Provides market analysis, investment advisory, and property

valuation.
 Customized Strategies: Tailors solutions to client goals, facilitating informed decision-
making in real estate investments.
15. Michael Porter Value chain Analysis
Primary Activities
1. Inbounds Logistics
o Land Acquisition: Securing land at strategic locations, negotiating with
landowners, and complying with legal requirements.
o Materials Procurement: Sourcing construction materials, negotiating
withsuppliers for bulk discounts, and ensuring timely delivery.
2. Operations
oPlanning and Design: Architectural design, project planning, and
regulatoryapprovals.
o Construction: Actual building of properties, including managing
contractors,labor, and quality control.
o Project Management: Coordinating various activities to ensure projects
arecompleted on time and within budget.
3. Outbound Logistics
oProperty Handover: Ensuring properties are ready for occupancy,
managing finalinspections, and handling legal documentation.
o After-Sales Services: Providing maintenance services, addressing defects,
andmanaging property upkeep.
4. Marketing and Sales
o Market Research: Understanding buyer preferences, market trends, and
competitive landscape.
o Sales Strategies: Developing pricing strategies, sales promotions, and
financingoptions.
o Advertising and Promotion: Creating marketing campaigns, leveraging
digitaland traditional media, and showcasing model homes.
5. Service
o Customer Support: Offering assistance during the purchase process,
resolvingqueries, and providing updates.
o Post-Sales Service: Ensuring customer satisfaction through ongoing
support,maintenance services, and community management.
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 Secondary Activities

1. Firm Infrastructure
o Corporate Governance: Establishing strong governance frameworks,
ensuringcompliance with regulations, and managing stakeholder relationships.
o Financial Management: Budgeting, financial planning, securing
funding, andmanaging cash flows.
o IT Systems: Implementing ERP systems for project management, (CRM)
systems,
2. Human Resource Management
o Recruitment: Attracting and hiring skilled professionals in construction,
design,sales, and customer service.
o Training and Development: Providing ongoing training to employees,
upskillingthe workforce, and fostering a positive work environment.
o Employee Retention: Implementing policies to retain talent, offering
competitivecompensation, and ensuring job satisfaction.
3. Technology Development
o Innovation in Construction: Adopting new construction technologies,
sustainablebuilding practices, and smart home features.
o Design Software: Utilizing advanced architectural and design software
foraccurate planning and visualization.
o Customer Engagement Platforms: Developing digital platforms for virtual
tours,online booking, and customer interaction.
4. Procurement
o Supplier Management: Building strong relationships with suppliers,
ensuringquality and timely delivery of materials.
o Contract Negotiation: Negotiating favorable terms with suppliers and
contractors,managing procurement costs.
o Sustainability Initiatives: Utilizing sustainable buying methods, cutting
waste,and obtaining environmentally favorable products.
16. Segment, Target & Positioning
Segmentation
 Demographic: Age, income, family size, occupation (e.g., young professionals,
families,retirees).

 Geographic: Localities within West Pune, urban vs. suburban areas.

26
  Psychographic: Lifestyle, social status, preferences (e.g., luxury seekers, eco-
consciousbuyers).
 Behavioral: Buying behavior, usage rate, loyalty (e.g., first-time buyers, investors).

Targeting

 Primary Target: Middle to high-income families looking for residential properties in

WestPune.
 Secondary Target: Investors seeking rental income or property appreciation,
youngprofessionals wanting proximity to workplaces, and NRIs (Non-Resident
Indians).

Positioning

 Value Proposition: Affordable luxury with modern amenities, strategic

location, andsustainable living options.
 Brand Image: A trusted developer known for quality construction, timely
delivery, andexcellent after-sales service.

17. Sales & Distribution Channels

 Online Platforms: Company website, real estate portals, and social media for
digitalengagement and virtual tours.
 Real Estate Agents: Collaboration with local real estate agents and brokers to
expandreach.
 Events & Expos: Participation in property expos, trade fairs, and community events
fordirect interaction with potential buyers.
 Referral Programs: Incentive schemes for existing customers to refer new buyers.
 Cold calling: calling the clients from the lead data and asking their requirement.

18. Promotional Mix of Product

 Advertising: Print ads in newspapers, real estate magazines, online ads on property
portals,and social media campaigns.
 Public Relations: Press releases, media coverage, and community
involvement to buildbrand reputation.
 Sales Promotion: Special discounts, early bird offers, and flexible payment plans.
 Direct Marketing: Email newsletters, SMS campaigns, and direct mail to potential
27
 buyers.
 Personal Selling: Sales team engagement through property visits and
personalizedconsultations.
 Digital Marketing: To increase online interaction and lead creation, use
contentmarketing, social media marketing, PPC, SEO

19. Application of Marketing Tools

 CRM Systems: Systems for managing contacts, tracking leads, and improving
customerservice are called customer relationship management systems.
 Data Analytics: Analyzing market trends, customer preferences, and sales data to
makeinformed decisions.
 Social Media Analytics: Monitoring social media engagement, sentiment analysis,
andcampaign performance.
 Virtual Reality (VR): Offering virtual property tours to provide immersive
experiencesfor potential buyers.
 Email Marketing Automation: Automated email campaigns for lead nurturing,
customerengagement, and promotional offers.
 Chatbots: AI-powered chatbots on websites and social media for 24/7 customer
supportand lead qualification.

20. SWOT – Company & Product / Service

Strengths
 Strong Brand Reputation: Known for quality construction and timely delivery.

 Experienced Management Team: Leadership with a proven track record in realestate.

 Strategic Locations: Projects in prime areas of West Pune.
 Diverse Portfolio: Includes residential, commercial, and mixed-use developments.
Weaknesses
 High Debt Levels: Significant borrowing could impact financial stability.
 Dependence on Local Market: Heavy reliance on the Pune market, making
thecompany vulnerable to regional downturns.
 Limited Digital Presence: Less emphasis on online marketing compared to
competitors.
Opportunities
 Growing Urbanization: Increasing demand for housing in urban areas.

28
  Government Initiatives: Policies like ‘Housing for All’ and smart city projects.
 Technological Advancements: Adoption of smart home technologies and
greenbuilding practices.
Threats
 Economic Downturns: Economic instability can impact buyer purchasing power.
 Regulatory Changes: New regulations could increase compliance costs.
 Intense Competition: Presence of many established players in the market.
Product/Service: Residential PropertiesStrengths
 Modern Amenities: High-quality amenities and facilities.

 Customizable Options: Flexibility in property customization to meet buyer

preferences.
 Sustainable Design: Focus on eco-friendly and energy-efficient buildings.
Weaknesses
 Higher Price Points: Premium pricing may not be affordable for all segments.
 Maintenance Costs: Higher costs associated with maintaining premium amenities.
Opportunities
 Rental Market Growth: Rising demand for rental properties among young
professionals.
 Smart Homes: Increasing interest in smart home features.
 Community Living: Growing preference for gated communities with shared
amenities.
Threats
 Market Saturation: High competition in premium residential segment.
 Changing Buyer Preferences: Shifts in buyer demand towards more
affordablehousing.
 Construction Delays: Potential delays due to labor shortages or supply chain issues.

21. BCG Matrix

 Stars: Strong market share and rapid expansion. For instance, upscale
housingdevelopments in popular neighborhoods.
 Cash Cows: large market share, low growth. For instance, well-established
residentialneighborhoods with consistent rental income.
 Question Marks: Low market share, high growth. For instance, recent
environmentallybeneficial projects.

29
  Dogs: limited market share, limited growth. For instance, poorly performing
businessproperties.

22. Marketing Mix

4P’s
1. Product: High-quality residential properties with modern amenities.
2. Price: Premium pricing strategy with flexible payment plans.
3. Place: Strategic locations in West Pune, with easy access to urban amenities.
4. Promotion: Integrated marketing campaigns using digital and traditional media.
7P’s (Extended for services)
5. People: Skilled sales team, customer service representatives, and project managers.
6. Process: Streamlined buying process, transparent documentation, and after-
salesservice.
7. Physical Evidence: Showcasing model homes, well-maintained property sites, andvirtual
tours.
23. Product Life Cycle (PLC)
1. Introduction: Launch of new residential projects with marketing campaigns.

2. Growth: Rapid sales growth, increasing brand recognition, and expanding

marketshare.
3. Maturity: Stabilized sales, intense competition, and need for differentiation.
4. Decline: Sales decline as market saturates, need for property upgrades or new
developments.
24. Unique Selling Propositions (USP)
 Sustainable Living: Eco-friendly building practices and energy-efficient homes.
 Smart Home Technology: Integration of smart home features for convenience
andsecurity.
 Prime Locations: Properties in sought-after areas with excellent connectivity.
 Customization Options: Tailored living spaces to meet individual buyer needs.

25. The McKinsey 7S Framework

1. Strategy: Focus on quality, innovation, and strategic location.
2. Structure: Hierarchical structure with specialized departments.
3. Systems: Advanced project management and CRM systems.
30
 4. Shared Values: Commitment to quality, customer satisfaction, and sustainability.
5. Style: Leadership style emphasizing innovation and customer-centricity.
6. Staff: Experienced professionals in construction, sales, and customer service.
7. Skills: Expertise in high-quality construction, market analysis, and customer
engagement.

26. Conceptual Framework:

Independent Variables (IVs):
These are the builders' unique strategies that are expected to influence consumer behavior.
Product Differentiation:
 Unique features and amenities (e.g., smart homes, green buildings)
 Customization options (e.g., flexible layouts, interior design choices)
Pricing Strategies:
 Dynamic pricing (e.g., discounts, early-bird offers)
 Flexible payment plans (e.g., EMI options, rent-to-own schemes)
Promotional Strategies:
 Advertising and branding efforts (e.g., social media campaigns, influencer marketing)
 Sales promotions (e.g., festive discounts, referral bonuses)
Location Strategy:
 Proximity to key areas (e.g., schools, workplaces, public transport)
 Neighborhood development (e.g., infrastructure, connectivity)
Customer Experience & Service:
 Pre-sales and post-sales support (e.g., customer service, after-sales services)
 Transparency and trust (e.g., clear communication, legal clarity)
Dependent Variables (DVs):
These are the aspects of consumer behavior that are influenced by the builders' strategies.
Decision-Making Process:
 Time spent on information search
 Criteria used for evaluating alternatives

Buying Preferences:
 Brand loyalty (e.g., preference for certain builders)
 Price sensitivity (e.g., reaction to pricing strategies)
Perceived Value:
 Perception of quality (e.g., influence of unique features)

31
  Emotional value (e.g., connection to community, lifestyle)
Purchase Decision:
 Likelihood of purchasing a property
 Choice of property based on builders' strategies
Post-Purchase Behavior:
 Satisfaction levels (e.g., alignment of expectations with reality)
 Word-of-mouth and referrals (e.g., likelihood of recommending the builder to others)

27. Hypothesis Development

 H1: Builders' unique product differentiation strategies positively influence consumer buying
decisions.
 H2: Flexible pricing and payment strategies increase the likelihood of purchase among budget-
conscious buyers.
 H3: Effective promotional strategies enhance consumer awareness and brand preference.
 H4: A well-chosen location by builders leads to higher perceived value and customer satisfaction.
 H5: Positive customer experiences and transparency from builders lead to higher satisfaction and
positive word-of-mouth.

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 CHAPTER-3
DESIGN & METHODOLOGY
1. Introduction

This chapter outlines the design and methodology used to study the Impact of Builders unique strategies
on consumer behavior in west Pune. The methodology includes defining research objectives, designing
the research framework, selecting appropriate methods, and detailing the data collection and analysis
procedures.
2. Research Objectives
Primary Objective:
 To analyze the influence of builders' unique strategies on consumer buying decisions in the West
Pune real estate market.
 To identify the most effective builders' strategies that drive consumer preference in the West Pune
real estate market.
Secondary Objective:
 To evaluate consumer perceptions of value in relation to the unique strategies employed by
builders in West Pune.
 To explore the role of brand loyalty in the relationship between builders' strategies and consumer
behavior.
3. Research Design
The study used a quantitative approach to collect and analyze numerical data on the relationship between
builders' strategies and consumer behavior in the West Pune region. It will be descriptive, aiming to
provide a detailed understanding of patterns, trends, and relationships between variables. The primary
data will be collected through a structured questionnaire, with a stratified random sampling technique to
ensure representation across different demographic groups. The secondary data will be gathered through
a literature review of existing research studies and industry data related to consumer behavior and real
estate strategies.
4. Research Methodology
 Qualitative Research: Initial exploratory interviews with real estate experts, developers,and a
few buyers to identify the impact of builders unique strategies which influences the purchase
decisions.

 Quantitative Research: A structured survey using a questionnaire to collect data from alarger
sample of potential property buyers in West Pune Region.
5. Questionnaire design - Adapted or Developed
The questionnaire was developed specifically for this study, incorporating insights from existing literature
and findings from the initial qualitative interviews. It consists of several sections:

 Demographic information

 Factors influencing purchase decisions based on builder’s unique strategies (using

33
 Likert scales)

 Specific questions on price, quality, location, amenities, developer reputation, etc.

6. Unit of Analysis
The unit of analysis is potential Property buyers and Premium developers in West Pune Region. (Baner,
Balewadi, Pan card club Road, Baner Pashan Link Road Etc.)
7. Sample Size:
A sample size of 100 respondents (85 Potential Buyers and 15 Premium Builders) are chosen to ensure the
completion of both the primary and secondary objectives.
8. Data Collection Process:
 Distributing a structured questionnaire to West Pune consumers, containing both closed- ended and
Likert-scale questions, to gather data on preferences, satisfaction, and perceptions of builders'
strategies using stratified random sampling.
 Distributing a structured questionnaire/ Initiate interviews to few premium builders of West Pune
Region to understand their strategies to attract premium segment, Maintain Consumer Satisfaction,
Build Trust by maintaining project delivery timeline, Maintain transparency with clients etc.
9. Type of Data Used
 Primary Data: Collected directly from respondents using the questionnaire.
 Secondary Data: Sourced from market reports, academic journals, government publications, and
real estate industry reports to support and contextualize the primary data.

34
 Chapter 4
Data Analysis and Findings

The analysis focuses on potential property buyers and premium developers in West Pune Region, specifically
in Baner, Balewadi, Pan card club Road, and Baner Pashan Link Road. A sample of 100 respondents, including
85 potential buyers and 15 premium builders, was chosen for the study. Data was collected through a structured
questionnaire and interviews with premium builders to understand their strategies for attracting premium
segments, maintaining consumer satisfaction, building trust, and maintaining transparency. Primary data was
collected directly from respondents and secondary data was sourced from market reports and industry reports.

Data Collected from the Potential Clients:

Demographic Profiling:
1. Age
No. of
Percentage
Age Respondents
18-25 0 0
25-35 8 9.4
35-45 35 41.2
45-50 33 38.8
50+ 9 10.6
Total 85 100

Age
18-25 25-35
35-45 18-25
25-35

Total 35-45
45-50
45-50 50+
Total
50+

Interpretation:
From the data collected it is found that the majority of survey respondents are aged 36-50, making up about
80% of the total. This indicates that middle-aged individuals are the primary market for real estate in West
Pune. Younger and older age groups are less represented, suggesting that the focus for builders should be on
features and strategies that appeal to the 36-50 age demographic.

35
2. Gender

No. of
Percentage
Gender Respondents
Male 72 84.7
Female 13 15.3
Prefer Not to
Say 0 0

GENDER
Prefer Not to Say
Female

Male

Interpretation:
From the data collection, it is found that a significant majority of the survey respondents, 84.7%, are male,
while 15.3% are female. This gender distribution suggests that the real estate market in West Pune may be
predominantly influenced by male buyers, which could impact the marketing and design strategies that builders
employ.

36
3. Occupation

No. of
Percentage
Occupation Respondents
Public Services 22 25.9
Private Services 35 41.2
Business 28 32.9
Total 85 100

Occupation

13%
Public Services
50% 21%
Private Services
Business
16%
Total

Interpretation:
From the data collection, it is found that a significant majority of the survey respondents, 41.2%, are Private
sector employees, while 32.9% are Businessman, 25.9% of the respondents are Public sector employee.

37
4. Income

No. of
Percentage
Income Respondents
20000-50000 3 3.5
50000-70000 28 32.9
70000-100000 31 36.5
100000+ 23 27.1
Total 85 100

Income

2%
16%
20000-50000

50% 50000-70000
18%
70000-100000
14% 100000+
Total

Interpretation:
From the data collected it is found that the majority of respondents fall within the 50000-70000 income range
(36.5%), the second-largest group has an income between 70000 and 100000 (32.9%), a relatively smaller
percentage earns between 20000 and 50000 (27.1%), only 3.5% of respondents have an income exceeding
100000.

38
SURVEY QUESTIONS:

1. How important are unique builder strategies (e.g., eco-friendly buildings, smart homes) in your
decision to purchase a property?

- Choose in a scale of 1-5 where 1 indicated very important and 5 indicated not at all important.

Rate the importance of unique builder No. of

strategies Respondents Percentage
Very Important 38 44.7
Important 22 25.9
Neutral 9 10.6
Less Important 13 15.3
Not at all Important 3 3.5
Total 85 100

How important are unique builder strategies (e.g., eco-friendly

buildings, smart homes) in your decision to purchase a property?

TOTAL 100
85
NOT AT ALL IMPORTANT 3.5
3
LESS IMPORTANT 15.3
13
NEUTRAL 10.6
9
IMPORTANT 25.9
22
VERY IMPORTANT 44.7
38
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collected it is found that the majority of respondents (44.7%) considered unique builder
strategies extremely important, indicating a strong preference for properties with such features. 25.9% of
respondents considered them moderately important, while 10.6% found them somewhat important, 15.3%
considered them only slightly important, and 3.5% considered them not important at all.

39
 2. What unique strategies do you consider most attractive when choosing a property?
a. Eco-friendly construction
b. Smart home features
c. Luxury amenities
d. Innovative design
e. Location-specific benefits

What unique strategies do you consider No. of

Percentage
most attractive when choosing a property? Respondents
Eco-friendly construction 20 23.5
Smart home features 30 35.3
Luxury amenities 40 47.1
Innovative design 26 30.6
Location-specific benefits 42 49.4

What unique strategies do you consider most attractive when choosing

a property?

LOCATION-SPECIFIC BENEFITS 49.4

42

INNOVATIVE DESIGN 30.6

26

LUXURY AMENITIES 47.1

40

SMART HOME FEATURES 35.3

30

ECO-FRIENDLY CONSTRUCTION 23.5

20

0 10 20 30 40 50 60

Percentage No. of Respondents

Interpretation:
From the data collected it is found that Location-specific benefits are the most attractive feature, selected by
49.4% of respondents where 47.1% of respondents choosing Luxury amenities. Smart home features are chosen
by 35.3% of respondents, placing them in third, Innovative design is selected by 30.6% of respondents, Eco-
friendly construction is chosen by 23.5% of respondents.

40
 3. How much do eco-friendly building practices influence your purchasing decision?
- Choose in a scale of 1-5 where 1 indicated greatly and 5 indicated not at all.

How much do eco-friendly building

No. of
practices influence your purchasing Percentage
Respondents
decision?
Greatly 32 37.6
Somewhat 22 25.9
Neutral 15 17.6
Not much 13 15.4
Not at all 3 3.5
Total 85 100

How much do eco-friendly building practices influence your

purchasing decision?

TOTAL 100
85
NOT AT ALL 3.5
3
NOT MUCH 15.4
13
NEUTRAL 17.6
15
SOMEWHAT 25.9
22
GREATLY 37.6
32
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collected it is found that 37.6% of respondents strongly favor eco-friendly building practices
in their purchasing decisions, indicating a preference for sustainable properties. Over 63% consider these
practices important in their decision-making process. A smaller percentage, 32.9%, rate them as moderate or
low, while only 3.5% consider them very little influence.

41
 4. Do smart home features (automation, security, etc.) affect your choice of property?
- Choose in a scale of 1-5 where 1 indicated significantly and 5 indicated insignificantly.

Do smart home features (automation, No. of

Percentage
security, etc.) affect your choice of property? Respondents

Significantly 33 38.8
Somewhat 30 35.3
Neutral 8 9.5
Not Significantly 11 12.9
Insignificantly 3 3.5
Total 85 100

Do smart home features (automation, security, etc.) affect your choice

of property?

TOTAL 100
85
INSIGNIFICANTLY 3.5
3
NOT 12.9
SIGNIFICANTLY 11
NEUTRAL 9.5
8
SOMEWHAT 35.3
30
SIGNIFICANTLY 38.8
33
0 20 40 60 80 100 120
Percentage No. of Respondents

Interpretation:
From the data collected it is found that 38.8% of respondents strongly prefer properties with smart home
features, with over 74% considering them important in their decision-making process. A smaller percentage,
22.3%, rated the influence of these features as moderate or low, while only 3.5% considered them very little
influence.

42
 5. How do you perceive the value of innovative architectural designs in a property?
Choose in a scale of 1-5 where 1 indicated very high value and 5 indicated very low value.

How do you perceive the value of

No. of
innovative architectural designs in a Percentage
Respondents
property?
Very high value 24 28.2
High value 30 35.4
Neutral 15 17.6
low value 13 15.3
Very low value 3 3.5
Total 85 100

How do you perceive the value of innovative architectural

designs in a property?
TOTAL 100
85
VERY LOW 3.5
VALUE 3
LOW VALUE 15.3
13
NEUTRAL 17.6
15
HIGH VALUE 35.4
30
VERY HIGH 28.2
VALUE 24
0 20 40 60 80 100 120
Percentage No. of Respondents

Interpretation:
From the data collected it is found that a significant portion of respondents (35.3%) consider innovative
architectural designs highly valuable, indicating a preference for unique and modern properties. Over 63.5%
consider these designs important in their decision-making process. A smaller percentage (32.9%) rate them
moderately or low, while only 3.5% consider them very little value in their purchasing decisions.

43
 6. Are you willing to pay a premium for properties with unique builder strategies?
a. Yes
b. No
c. Maybe

Are you willing to pay a premium for No. of

Percentage
properties with unique builder strategies? Respondents

Yes 32 37.6
No 31 36.5
Maybe 22 25.9
Total 85 100

Are you willing to pay a premium for properties with unique

builder strategies?

100
TOTAL
85

25.9
MAYBE
22

36.5
NO
31

37.6
YES
32

0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collected it is found that 37.6% of respondents are willing to pay a premium for properties
with unique builder strategies where 36.5% of respondents are not willing to pay a premium and 25.9%
of respondents are unsure or undecided (indicated by "Maybe").

44
 7. Which luxury amenities do you consider essential in a residential property?
a. Swimming pool
b. Gym
c. Clubhouse
d. Gardens Areas
e. Concierge services
f. Kids Play Zone/ Toddlers Play Area/ Creche

Which luxury amenities do you No. of

Percentage
consider essential in a residential property? Respondents
Swimming pool 25 29.4
Gym 29 34.1
Clubhouse 42 49.4
Gardens Areas 28 32.9
Concierge services 21 24.7
Kids Play Zone/ Toddlers Play Area/ Creche
30 35.3

Which luxury amenities do you consider essential in a residential

property?

KIDS PLAY ZONE/ TODDLERS PLAY AREA/ CRECHE 35.3

30
CONCIERGE SERVICES 24.7
21
GARDENS AREAS 32.9
28
CLUBHOUSE 49.4
42
GYM 34.1
29
SWIMMING POOL 29.4
25
0 10 20 30 40 50 60

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Clubhouse is considered the most essential luxury amenity, with 49.4%
of respondents selecting it. Gym and Kids Play Zone/Toddlers Play Area/Creche follow closely behind, with
34.1% and 35.3% of respondents selecting them, respectively. Where Gardens Areas and Swimming Pool are
considered essential by 32.9% and 29.4% of respondents, respectively. Concierge services is the least essential
amenity, chosen by 24.7% of respondents.

45
 8. How often do you research builders' reputations before purchasing a property?
- Choose in a scale of 1-5 where 1 indicated always and 5 indicated never

How often do you research builders'

No. of
reputations before purchasing a Percentage
Respondents
property?
Always 32 37.6
Often 26 30.6
Neutral 11 12.9
Sometimes 13 15.4
Never 3 3.5
Total 85 100

How often do you research builders' reputations before purchasing a

property?

TOTAL 100
85
NEVER 3.5
3
SOMETIMES 15.4
13
NEUTRAL 12.9
11
OFTEN 30.6
26
ALWAYS 37.6
32
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collected it is found that 37.6% of respondents research builders' reputations frequently. A
moderate level of research is also observed, with 30.6% of respondents researching builders' reputations often.
A smaller percentage, 12.9%, sometimes research builders' reputations, while 15.3% rarely research them. A
very small percentage, 3.5%, does not research builders' reputation.

46
 9. How does a builder's reputation for innovative strategies influence your trust in them?

-Choose in a scale of 1-5 where 1 indicated greatly and 5 indicated not at all.

How does a builder's reputation for

innovative strategies influence your trust in No. of Respondents Percentage
them?
Greatly 31 36.5
Somewhat 32 37.6
Neutral 8 9.4
Not much 11 12.9
Not at all 3 3.6
Total 85 100

How does a builder's reputation for innovative strategies influence your

trust in them?

TOTAL 100
85
NOT AT ALL 3.6
3
NOT MUCH 12.9
11
NEUTRAL 9.4
8
SOMEWHAT 37.6
32
GREATLY 36.5
31
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collected it is found that a majority of respondents (37.6%) believe that a builder's reputation
for innovative strategies has a significant impact on their trust. Over 74.1% consider this a crucial factor in
building trust. A smaller percentage (22.3%) rate the influence of innovative strategies as moderate or low.
Only 3.5% believe that a builder's reputation for innovative strategies has very little influence (rating 5) on
their trust.

47
 10. How important is the location of the property in your buying decision compared to unique builder
strategies?
- Choose in a scale of 1-5 where 1 indicated very important and 5 indicated not at all important.

How important is the location of the No. of

property in your buying decision compared Percentage
Respondents
to unique builder strategies?
Very Important 32 37.6
Important 29 34.2
Neutral 11 12.9
Less Important 10 11.8
Not at all Important 3 3.5
Total 85 100

How important is the location of the property in your buying decision

compared to unique builder strategies?

TOTAL 100
85
NOT AT ALL IMPORTANT 3.5
3
LESS IMPORTANT 11.8
10
NEUTRAL 12.9
11
IMPORTANT 34.2
29
VERY IMPORTANT 37.6
32
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collection it is found that property location is highly important in buying decisions, with 37.6%
of respondents consider it is the first factor. 34.1% of respondents believe that it is important, where a smaller
percentage (12.9% and 11.8%) rated it as somewhat important or slightly important. Only 3.5% of
respondents considered it very little important.

48
 11. How do you usually find information about unique builder strategies?
a. Online research
b. Real estate agents
c. Builder’s website
d. Word of mouth
e. Advertisements

How do you usually find information about No. of

Percentage
unique builder strategies? Respondents
Online research 15 17.6
Real estate agents 22 25.9
Builder’s website 18 21.2
Word of mouth 19 22.4
Advertisements 11 12.9
Total 85 100

How do you usually find information about unique builder

strategies?

9%
13%

50%
11%

11%
6%

Online research Real estate agents Builder’s website Word of mouth Advertisements Total

Interpretation:
From the data collection it is found that the majority of respondents (25.9%) find information about unique
builder strategies from real estate agents, where 21.2% of respondents find information from the builder's
website, 22.4% of respondents find information from word of mouth, 17.6% of respondents find information
from online research, and 12.9% of respondents find information from advertisements.

49
 12. How satisfied are you with the current availability of properties with unique strategies in West Pune?

- Choose in a scale of 1-5 where 1 indicated satisfied and 5 indicated Very Dissatisfied.

How satisfied are you with the current

No. of
availability of properties with unique Percentage
Respondents
strategies in West Pune?
Very Satisfied 21 24.7
Satisfied 30 35.5
Neutral 17 20
Dissatisfied 14 16.5
Very Dissatisfied 3 3.5
Total 85 100.2

How satisfied are you with the current availability of properties with
unique strategies in West Pune?

TOTAL 100.2
85
VERY DISSATISFIED 3.5
3
DISSATISFIED 16.5
14
NEUTRAL 20
17
SATISFIED 35.5
30
VERY SATISFIED 24.7
21
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the data collection it is found that a significant portion (35.3%) of respondents are satisfied with the
current availability of properties with unique strategies. 24.7% of respondents are very satisfied with the
current availability of properties in west pune, where 20% of respondents are neither satisfied nor dissatisfied,
16.5% of respondents are slightly dissatisfied and 3.5% of respondents are not at all satisfied with current
availability of properties in west pune.

50
 13. What is your preferred source of information about new builder strategies?
a. Social media
b. Real estate websites
c. Builder’s marketing materials
d. Family and friends
e. Real estate expos

What is your preferred source of No. of

Percentage
information about new builder strategies? Respondents
Social media 16 18.8
Real estate websites 18 21.2
Builder’s marketing materials 20 23.5
Family and friends 22 25.9
Real estate expos 9 10.6
Total 85 100

What is your preferred source of information about new builder

strategies?

9%
11%

50% 12%

13%
5%

Social media Real estate websites Builder’s marketing materials

Family and friends Real estate expos Total

Interpretation:
From the data collection it is found that 25.9% of respondents prefer suggestions from friends and family
regarding new builder strategies, where 23.5% of respondents prefer builder’s marketing materials as a source
of information, 21.2% of respondents prefer real estate websites, 18.8% of respondents prefer social media and
10.6% of respondents prefer real estate expos as a source of information about new builder strategies.

51
 14. Have you ever decided against purchasing a property due to the lack of unique strategies?
a. Yes
b. No
c. Maybe

Have you ever decided against purchasing a

No. of
property due to the lack of unique Percentage
Respondents
strategies?
Yes 45 52.9
No 22 25.9
Maybe 18 21.2
Total 85 100

Have you ever decided against purchasing a property due to the lack of
unique strategies?

26%

50%

13%

11%

Yes No Maybe Total

Interpretation:
From the data collection it is found that 52.9% of respondents has decided against purchasing a property due
to lack of unique strategies, 25.9% of respondents has never decided against purchasing a property due to lack
of unique strategies, 21.2% of respondents are not sure about this.

52
 15. What improvements would you like to see in builders' strategies in West Pune?
a. More eco-friendly options
b. Enhanced smart home features
c. Better luxury amenities
d. More innovative designs

What improvements would you like to see in No. of

Percentage
builders' strategies in West Pune? Respondents
More eco-friendly options 20 23.5
Enhanced smart home features 17 20
Better luxury amenities 26 30.6
More innovative designs 22 25.9
Total 85 100

What improvements would you like to see in builders' strategies in

West Pune?

12%
10% More eco-friendly options

50% Enhanced smart home features

15%
Better luxury amenities
13% More innovative designs
Total

Interpretation:
From the data collection it is found that 30.6% of respondents wanted better luxury amenities, 25.9% wanted
more innovative designs, 23.5% wanted more eco-friendly options, and 20% wanted enhanced smart home
features.

53
 Data Collected from the Premium Bulder’s:
1. What are the most significant factors that attracts customers to your project?
 Location
 Price
 Brand Image
 Luxury Amenities
 Quality of Construction

What are the most significant factors that No. of

Percentage
attracts customers to your project? Respondents
Location 9 60
Price 8 53.3
Brand Image 12 80
Luxury Amenities 12 80
Quality of Construction 14 93.3

What are the most significant factors that attracts customers to your
project?

QUALITY OF CONSTRUCTION 93.3

14

LUXURY AMENITIES 80
12

BRAND IMAGE 80
12

PRICE 53.3
8

LOCATION 60
9

0 10 20 30 40 50 60 70 80 90 100

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Quality of Construction is the most significant factor, chosen by 93.3%
of respondents (14 people), Brand Image and Luxury Amenities are tied for second place, both chosen by 80%
of respondents (12 people), Location is chosen by 60% of respondents (9 people), Price is the least significant
factor among the listed options, chosen by 53.3% of respondents (8 people).

54
2. How do you differentiate your projects from competitors?
 Innovative Architectural Design
 Eco-friendly Features
 Exclusive Amenities
 Customizable Interiors
 High Construction Quality

How do you differentiate your projects No. of

Percentage
from competitors? Respondents
Innovative Architectural Design 14 93.3
Eco-friendly Features 3 20
Exclusive Amenities 12 80
Customizable Interiors 8 53.3
High Construction Quality 10 66.7

How do you differentiate your projects from competitors?

66.7
HIGH CONSTRUCTION QUALITY
10
53.3
CUSTOMIZABLE INTERIORS
8
80
EXCLUSIVE AMENITIES
12
20
ECO-FRIENDLY FEATURES
3
93.3
INNOVATIVE ARCHITECTURAL DESIGN
14

0 10 20 30 40 50 60 70 80 90 100

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Innovative Architectural Design is the most commonly used
differentiation strategy, selected by 93.3% of respondents (14 out of 15), Exclusive Amenities and High
Construction Quality are also significant differentiators, chosen by 80% (12 out of 15) and 66.7% (10 out of
15) of respondents respectively, Customizable Interiors is a less frequently used strategy, selected by 53.3%
(8 out of 15) of respondents, Eco-friendly Features is the least emphasized differentiation strategy, mentioned
by only 20% (3 out of 15) of respondents.

55
3. Which marketing strategy has proven most effective in attracting buyers?
 Social Media Campaigns
 Print Advertisements
 Online Listings and Portals
 On-ground Events and Exhibitions (CP Meets)

Which marketing strategy has proven No. of

Percentage
most effective in attracting buyers? Respondents
Social Media Campaigns 2 13.3
Print Advertisements 1 6.7
Online Listings and Portals 1 6.7
On-ground Events and Exhibitions (CP
Meets) 11 73.3
Total 15 100

Which marketing strategy has proven most effective in attracting

buyers?

Social Media Campaigns

7% 3%
3%
Print Advertisements

50%
37% Online Listings and Portals

On-ground Events and Exhibitions (CP

Meets)
Total

Interpretation:
From the collected data it is found that on ground events and exhibitions (CP Meet) is the most effective
strategy, accounting for 73.3% of responses. 13.3% of respondents has chosen social media campaigns where
a total of 13.4% of respondents has chosen print advertisements and online listings as an effective marketing
strategy in attracting buyers.

56
4. How important is sustainable and green building practices in your projects?
- Choose in a scale of 1-5 where 1 indicated extremely important and 5 indicated unimportant

How important is sustainable and green No. of

Percentage
building practices in your projects? Respondents
Extremely Important 13 86.6
Important 1 6.7
Neutral 1 6.7
Not much Important 0 0
Unimportant 0 0
Total 15 100

How important is sustainable and green building practices in your

projects?

TOTAL 100
15
UNIMPORTANT 0
0
NOT MUCH IMPORTANT 0
0
NEUTRAL 6.7
1
IMPORTANT 6.7
1
EXTREMELY IMPORTANT 86.6
13
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the collected data it is found that the majority of respondents, 86.7% (13 out of 15), rated sustainable and
green building practices as extremely important (rating of 1), Only two respondents (13.3%) assigned a lower
importance rating (2 or 3), indicating a strong consensus on the significance of these practices.

57
5. Do you offer any special financing options to potential buyers?
 Always
 Sometimes
 Rarely
 No

Do you offer any special financing options No. of

Percentage
to potential buyers? Respondents
Always 5 33.3
Sometimes 9 60
Rarely 1 6.7
No 0 0
Total 15 100

Do you offer any special financing options to potential buyers?

17%
Always
50% Sometimes
30% Rarely

0%
3% No
Total

Interpretation:
From the collected data it is found that 60% of the respondents sometimes provide special financing option
to potential buyers where 33.3% of respondents always provide special financing option to potential
buyers.6.7% of respondents never provide special financing option to potential buyers.

58
6. How significant is the role of customer feedback in your project planning?
- Choose in a scale of 1-5 where 1 indicated significantly and 5 indicated insignificantly.

How significant is the role of customer No. of

Percentage
feedback in your project planning? Respondents
Significantly 10 66.7
Slightly Significant 5 33.3
Neutral 0 0
Slightly Insignificant 0 0
Insignificatly 0 0
Total 15 100

How significant is the role of customer feedback in your project

planning?

TOTAL 100
15
INSIGNIFICATLY 0
0
SLIGHTLY INSIGNIFICANT 0
0
NEUTRAL 0
0
SLIGHTLY SIGNIFICANT 33.3
5
SIGNIFICANTLY 66.7
10
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the collected data it is found that a significant majority (66.7%) of respondents rated the role of customer
feedback as extremely important (rating of 1), indicating a strong emphasis on customer input in project
planning where a smaller proportion (33.3%) of respondents considered customer feedback to be moderately
important (rating of 2). No respondents rated the role of customer feedback as low or very low (ratings 3, 4,
or 5).

59
7. What unique amenities do you provide to enhance consumer satisfaction?
 Smart Home Features
 Health and Wellness Facilities
 Recreational Spaces
 Co-working Spaces

What unique amenities do you provide to No. of

Percentage
enhance consumer satisfaction? Respondents
Smart Home Features 10 66.7
Health and Wellness Facilities 4 26.7
Recreational Spaces 7 46.7
Co-working Spaces 11 73.3

What unique amenities do you provide to enhance consumer

satisfaction?

73.3
CO-WORKING SPACES
11

46.7
RECREATIONAL SPACES
7

26.7
HEALTH AND WELLNESS FACILITIES
4

66.7
SMART HOME FEATURES
10

0 10 20 30 40 50 60 70 80

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Smart Home Features are the most commonly provided unique
amenity, with 66.7% (10 out of 15) of respondents offering them. Co-working Spaces are also highly
prevalent, with 73.3% (11 out of 15) of respondents providing them. Recreational Spaces are offered by
46.7% (7 out of 15) of respondents, indicating a focus on leisure and community-building amenities. Health
and Wellness Facilities are the least commonly provided unique amenity, with only 26.7% (4 out of 15) of
respondents offering them.

60
8. How do you ensure timely delivery of your projects?
 Strict Project Management
 Advanced Construction Techniques
 Regular Communication with Stakeholders
 Financial Planning
How do you ensure timely delivery of your No. of
Percentage
projects? Respondents
Strict Project Management 9 60
Advanced Construction Techniques 10 66.7
Regular Communication with Stakeholders 4 26.7
Financial Planning 12 80

How do you ensure timely delivery of your projects?

80
FINANCIAL PLANNING
12

26.7
REGULAR COMMUNICATION WITH STAKEHOLDERS
4

66.7
ADVANCED CONSTRUCTION TECHNIQUES
10

60
STRICT PROJECT MANAGEMENT
9

0 10 20 30 40 50 60 70 80 90

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Financial Planning and Strict Project Management are the most crucial
factors for timely delivery, with 80% and 60% of respondents emphasizing their importance, Advanced
Construction Techniques are also highly valued, chosen by 66.7% (10 out of 15) of respondents, Regular
Communication with Stakeholders is considered less critical, with only 26.7% (4 out of 15) of respondents
highlighting its significance.

61
9. What post-sale services do you offer to maintain consumer satisfaction?

 Property Management
 Regular Maintenance Services
 Customer Service Desk
 Community Building Activities

What post-sale services do you offer to No. of

Percentage
maintain consumer satisfaction? Respondents
Property Management 11 73.7
Regular Maintenance Services 8 53.3
Customer Service Desk 9 60
Community Building Activities 2 13.3

What post-sale services do you offer to maintain consumer

satisfaction?

13.3
COMMUNITY BUILDING ACTIVITIES
2

60
CUSTOMER SERVICE DESK
9

53.3
REGULAR MAINTENANCE SERVICES
8

73.7
PROPERTY MANAGEMENT
11

0 10 20 30 40 50 60 70 80

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Property Management is the most commonly offered post- sale service,
with 73.3% (11 out of 15) of respondents providing it. This indicates a strong emphasis on ongoing property
management to maintain customer satisfaction. Customer Service Desk is also widely offered, with 60% (9
out of 15) of respondents providing it. Regular Maintenance Services are offered by 53.3% (8 out of 15) of
respondents. Community Building Activities are the least common post-sale service, with only 13.3% (2 out
of 15) of respondents offering them.

62
10. Which digital tools do you use to improve customer experience?
 Virtual Tours
 Mobile Apps
 Online Customer Portals
 CRM Systems

Which digital tools do you use to improve No. of

Percentage
customer experience? Respondents
Virtual Tours 11 73.7
Mobile Apps 1 6.7
Online Customer Portals 11 73.7
CRM Systems 2 13.3

Which digital tools do you use to improve customer experience?

13.3
CRM SYSTEMS
2

73.7
ONLINE CUSTOMER PORTALS
11

6.7
MOBILE APPS
1

73.7
VIRTUAL TOURS
11

0 10 20 30 40 50 60 70 80

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Virtual Tours and Online Customer Portals are the most widely used,
with 73.3% of respondents (11 out of 15) utilizing each. This indicates a strong emphasis on digital platforms
for enhancing customer experience. CRM Systems are used by a significant portion (13.3%). Mobile Apps are
the least utilized tool with only 6.7% of respondents employing them.

63
11. How do you address the varying needs of different customer demographics (e.g., families, single
professionals, retirees)?
 Tailored Housing Options
 Diverse Amenity Packages
 Flexible Payment Plans
 Community Engagement Initiatives

How do you address the varying needs of No. of

different customer demographics (e.g., Percentage
Respondents
families, single professionals, retirees)?
Tailored Housing Options 13 86.7
Diverse Amenity Packages 4 26.7
Flexible Payment Plans 13 86.7
Community Engagement Initiatives 1 6.7

How do you address the varying needs of different customer

demographics (e.g., families, single professionals, retirees)?

6.7
COMMUNITY ENGAGEMENT INITIATIVES
1

86.7
FLEXIBLE PAYMENT PLANS
13

26.7
DIVERSE AMENITY PACKAGES
4

86.7
TAILORED HOUSING OPTIONS
13

0 10 20 30 40 50 60 70 80 90 100

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Tailored Housing Options and Flexible Payment Plans are the most
commonly used strategies, with 86.7% of respondents (13 out of 15) implementing them. Diverse Amenity
Packages are less frequently used, with only 26.7% (4 out of 15) of respondents adopting this strategy.
Community Engagement Initiatives are the least used strategy, with only 6.7% (1 out of 15) of respondents
implementing them.

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12. What role do discounts and offers play in your sales strategy?
- Choose in a scale of 1-5 where 1 indicated crucial and 5 indicated negligible.

What role do discounts and offers play in No. of

Percentage
your sales strategy? Respondents
Crucial 11 73.3
Somewhat Important 3 20
Neutral 1 6.7
Not much Important 0 0
Negligible 0 0
Total 15 100

What role do discounts and offers play in your sales strategy?

TOTAL 100
15
NEGLIGIBLE 0
0
NOT MUCH IMPORTANT 0
0
NEUTRAL 6.7
1
SOMEWHAT IMPORTANT 20
3
CRUCIAL 73.3
11
0 20 40 60 80 100 120

Percentage No. of Respondents

Interpretation:
From the collected data it is found that a significant majority of respondents, 73.3% (11 out of 15), rated
discounts and offers as extremely important (rating of 1) in their sales strategy. A smaller group of respondents,
20% (3 out of 15), considered discounts and offers to be moderately important (rating of 2). A very small
minority, 6.7% (1 out of 15), assigned a low importance rating (rating of 3) to discounts and offers. No one
rated discounts and offers as unimportant (ratings 4 or 5).

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13. How do you maintain transparency with your customers during the project lifecycle?
 Regular Updates and Reports
 Open Houses and Site Visits
 Dedicated Customer Relations Team
 Transparent Pricing Policies

How do you maintain transparency with

No. of
your customers during the project Percentage
Respondents
lifecycle?
Regular Updates and Reports 8 53.3
Open Houses and Site Visits 9 60
Dedicated Customer Relations Team 10 66.7
Transparent Pricing Policies 7 46.7

How do you maintain transparency with your customers during the

project lifecycle?

46.7
TRANSPARENT PRICING POLICIES
7

66.7
DEDICATED CUSTOMER RELATIONS TEAM
10

60
OPEN HOUSES AND SITE VISITS
9

53.3
REGULAR UPDATES AND REPORTS
8

0 10 20 30 40 50 60 70 80

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Dedicated Customer Relations Team is the most effective method, with
66.7% (10 out of 15) of respondents employing it. Open Houses and Site Visits are also widely used, with 60%
(9 out of 15) of respondents conducting them. Regular Updates and Reports are employed by 53.3% (8 out of
15) of respondents, indicating a commitment to keeping customers informed about project progress. And lastly
46.7% (7 out of 15) of respondents implementing Transparent Pricing Policies.

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14. What is your approach to handling customer complaints and issues?
 Dedicated Customer Support Team
 Regular Feedback Mechanisms
 Quick Resolution Policies
 Compensation Strategies

What is your approach to handling No. of

Percentage
customer complaints and issues? Respondents
Dedicated Customer Support Team 9 60
Regular Feedback Mechanisms 5 33.3
Quick Resolution Policies 6 40
Compensation Strategies 1 6.7

What is your approach to handling customer complaints and issues?

6.7
COMPENSATION STRATEGIES
1

40
QUICK RESOLUTION POLICIES
6

33.3
REGULAR FEEDBACK MECHANISMS
5

60
DEDICATED CUSTOMER SUPPORT TEAM
9

0 10 20 30 40 50 60 70

Percentage No. of Respondents

Interpretation:
From the collected data it is found that Dedicated Customer Support Team is the most common approach, with
60% (9 out of 15) of respondents utilizing it. Where Quick Resolution Policies is also widely used, with 40%
(6 out of 15) of respondents implementing it. Regular Feedback Mechanisms is used, with 33.3% (5 out of 15)
of respondents employing it and Compensation Strategies is the least common, with only 6.7% (1 out of 15)
of respondents utilizing it.

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 Chapter 5
Conclusion and recommendations

1. Findings:

The study focuses on identifying different consumer segments in the West Pune region, such as first-time home
buyers, investors, and luxury home seekers. It examines how builders' strategies, such as pricing, amenities,
location choices, and payment plans, influence each segment. The study also examines consumer preferences,
such as proximity to IT parks, schools, and green spaces, and how builders tailor their projects to meet these
preferences. The study also assesses the role of a builder's brand reputation in consumer decision-making,
examining how strong branding or positive past project experiences influence trust and purchase behavior. The
study also examines the effectiveness of marketing strategies, including digital advertising, model homes,
virtual tours, personalized sales approaches, special offers, and discounts. The study also explores the adoption
of smart home technologies and the influence of innovative construction techniques, sustainable building
practices, and green certifications on consumer choices.

2. Suggestions:
Builders should focus on customization and flexibility, allowing buyers to choose layouts, materials, and
finishes based on their preferences. Emphasize eco-friendly construction methods and sustainable living
options, as consumers value green certifications and energy-efficient homes.
Enhance digital marketing efforts with virtual tours, interactive websites, and augmented reality
experiences to attract tech-savvy buyers. Create community-centric developments with shared amenities
to foster a sense of belonging among residents.

3. Conclusion:
The study on the impact of builders' unique strategies on consumer behavior in the West Pune region provides
crucial insights into the evolving dynamics of the real estate market. It highlights the influence of market
segmentation, consumer preferences and lifestyle choices, branding and reputation as key drivers, and the
effectiveness of marketing and sales strategies.

Market segmentation is influenced by diverse consumer segments, with first-time homebuyers prioritizing
affordability and essential amenities, while luxury home seekers focus on high-end features, premium locations,
and exclusive services. Consumer preference for properties that blend modern conveniences and nature is also
a growing trend. Buildings who effectively tailor their projects to cater to these distinct needs are more
successful in capturing market share.

Branding and reputation are powerful tools in influencing consumer decisions, with established builders having
a distinct advantage. Building a strong brand identity can command a premium for properties. Innovative
marketing and sales strategies, such as digital marketing, personalized outreach, and virtual and augmented
reality, significantly impact consumer engagement and conversion rates.

Technology and innovation are driving consumer choices, with buyers in West Pune showing a strong
preference for homes that incorporate modern technologies, energy efficiency, and sustainable materials.
Builders who are early adopters of these innovations are perceived as forward-thinking and likely to attract
a more progressive buyer base.

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Despite challenges such as fluctuating market conditions, regulatory changes, and increasing competition,
these opportunities present opportunities for builders to differentiate themselves. Balancing cost-effectiveness
with quality, integrating technology with traditional building practices, and maintaining a strong brand
presence is evident for builders.
Finally, the real estate industry in West Pune is undergoing major transition, owing to changing customer
demands and builders' new techniques. Builders that recognise and react to these developments, focussing on
sustainability, technology, and customer-centric approaches, will likely dominate the industry. This study
emphasises the necessity of knowing customer behaviour at the granular level and applying that information
to develop tactics that not only meet, but surpass, consumer expectations.

4. Managerial Implications:

a. Strategic Decision-Making: Builders could utilise the study's findings to refine their strategic
plans, focussing on the characteristics that West Pune consumers value the most.
b. Product Development: Consider customer preferences during the design and development process
to ensure that new initiatives meet market demand.
c. Marketing and Sales Tactics: Customise marketing efforts to highlight the study's
strengths, such as brand reputation, unique features, and community involvement.
d. Customer Relationship Management: Invest in developing long-term connections with
customers, using data analytics to provide personalised services and encourage brand loyalty.

69
 Chapter 6
Practical Learning & Contribution

1. Internship Summary

During the summer internship at AuraExcellente RealInfracon Private Limited, I worked as a sales intern
for 60 days. The experience provided me with indepth information about the real estate industry,
including understanding client interactions, industry regulations, and property management processes.

2. Internship Designation & Duration

 Designation: Sales Intern

 Duration: 60 days

3. Internship – Roles & Responsibilities

 As a sales intern, my primary responsibilities included:

 Conducting cold calls to potential clients.

 Assessing client interest and qualifying genuine clients.

 Scheduling and coordinating meetings with developers.

 Guiding clients through property information and offerings.

 Following up with clients regarding their interest in specific properties.

 Understanding and explaining real estate regulations, including RERA guidelines.

 Preparing cost sheets for clients.

4. Internship Daily Routine – Task & Work Process

My daily routine involved:

 Starting the day with a team meeting to discuss daily targets and strategies.
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  Making cold calls to a list of potential clients provided by the company.

 Qualifying leads based on their interest and requirements.

 Coordinating with developers to schedule meetings for clients.

 Preparing and updating cost sheets and other documentation.

 Visiting sites, including Baner, Balewadi, Baner Pashan Link Road and
Bhavdan,tounderstand the properties better.

 Ending the day with a review of tasks completed and planning for the next day.

5. Expected Competency (Knowledge & Skill & Attitude)

Knowledge:

 Understanding of the real estate market and industry regulations.

 Knowledge of property valuation and cost sheet preparation.

Skills:

 Effective communication and negotiation.

 Client relationship management.

 Time management and organizational skills.

Attitude:

 Professionalism in client interactions.

 Adaptability to different client needs and market conditions.

 Teamwork and collaboration with colleagues and developers.

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 6. Achieved Competency with Justification (Knowledge & Skill & Attitude)

Knowledge:

Gained a comprehensive understanding of the real estate ecosystem, including market trends and
regulations like RERA. Learned about minimum loading in residential andcommercial properties, which
helped in guiding clients accurately.

Skills:

Improved communication skills through regular client interactions and cold calling. Developed negotiation
skills by handling client queries and objections. Enhanced organizational skills by managing multiple tasks
such as scheduling meetings and preparing documentation.

Attitude:

Demonstrated professionalism in all client interactions, ensuring a positive representation of the company.
Showed adaptability by handling diverse client needs and adapting to market trends. Collaborated
effectively with team members and developers to achieve common goals.

7. Overall Learning Outcomes

The internship provided me with a well-rounded understanding of the real estate industry, particularly in
sales and client management. I learned about the significance of brand, location, and price in property
sales and how these factors influence client decisions. The experience also emphasized the importance
of regulations like RERA in ensuring transparency and fairness in the industry.

8. Overall Contribution to the Company in the Internship Duration

During the internship, I contributed to the company's sales efforts by identifying and qualifying potential
clients, facilitating meetings with developers, and providing valuable feedback on client preferences and
market trends. In the duration of 60 days summer internship, I have made a booking of 3BHK Apartment
in Lodha, Baner worth 3.56 Crore and made a token booking of 10 lakhs for a penthouse in Lodha, Baner
project worth 10.3 Crore.

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 QUESTIONNAIRE

Questionnaire for the potential property buyers: Personal Information:

1. Name
2. Age
3. Occupation
4. Income
Survey Questions:
1. How important are unique builder strategies (e.g., eco-friendly buildings, smart homes) in your decision
to purchase a property?
- Choose in a scale of 1-5 where 1 indicated very important and 5 indicated not at all important.
2. What unique strategies do you consider most attractive when choosing a property?
e. Eco-friendly construction
f. Smart home features
g. Luxury amenities
h. Innovative design
i. Location-specific benefits
3. How much do eco-friendly building practices influence your purchasing decision?
- Choose in a scale of 1-5 where 1 indicated greatly and 5 indicated not at all.
4. Do smart home features (automation, security, etc.) affect your choice of property?
- Choose in a scale of 1-5 where 1 indicated significantly and 5 indicated insignificantly.
5. How do you perceive the value of innovative architectural designs in a property?
- Choose in a scale of 1-5 where 1 indicated very high value and 5 indicated very low value.
6. Are you willing to pay a premium for properties with unique builder strategies?
a. Yes
b. No
c. Maybe
7. Which luxury amenities do you consider essential in a residential property?
d. Swimming pool
e. Gym
f. Clubhouse
g. Gardens Areas
h. Concierge services
i. Kids Play Zone/ Toddlers Play Area/ Creche

73
8. How often do you research builders' reputations before purchasing a property?

- Choose in a scale of 1-5 where 1 indicated always and 5 indicated never.

9. How does a builder's reputation for innovative strategies influence your trust in them?

-Choose in a scale of 1-5 where 1 indicated greatly and 5 indicated not at all.

10. How important is the location of the property in your buying decision compared to unique builder
strategies?
- Choose in a scale of 1-5 where 1 indicated very important and 5 indicated less important.

11. How do you usually find information about unique builder strategies?
j. Online research
k. Real estate agents
l. Builder’s website
m. Word of mouth
n. Advertisements

12. How satisfied are you with the current availability of properties with unique strategies in West Pune?

- Choose in a scale of 1-5 where 1 indicated satisfied and 5 indicated Very Dissatisfied.

13. What is your preferred source of information about new builder strategies?
o. Social media
p. Real estate websites
q. Builder’s marketing materials
r. Family and friends
s. Real estate expos

14. Have you ever decided against purchasing a property due to the lack of unique strategies?
t. Yes
u. No
v. Maybe

15. What improvements would you like to see in builders' strategies in West Pune?
w. More eco-friendly options
x. Enhanced smart home features
y. Better luxury amenities
z. More innovative designs

74
Questionnaire for the Real Estate Builders of West Pune: Builders Information:
16. Builder’s Name
17. Market Presence (In Years)
18. No. of delivered projects in Pune
19. What type of projects do you primarily focus on?
e. Residential
f. Commercial
g. Both
Survey Questions:
20. What are the most significant factors that attracts customers to your project?
a. Location
b. Price
c. Brand Image
d. Luxury Amenities
e. Quality of Construction
21. How do you differentiate your projects from competitors?
a. Innovative Architectural Design
b. Eco-friendly Features
c. Exclusive Amenities
d. Customizable Interiors
e. High Construction Quality
22. Which marketing strategy has proven most effective in attracting buyers?
a. Social Media Campaigns
b. Print Advertisements
c. Online Listings and Portals
d. On-ground Events and Exhibitions (CP Meets)
23. How important is sustainable and green building practices in your projects?
- Choose in a scale of 1-5 where 1 indicated extremely important and 5 indicated unimportant
24. Do you offer any special financing options to potential buyers?
a. Always
b. Sometimes
c. Rarely
d. No
25. How significant is the role of customer feedback in your project planning?
- Choose in a scale of 1-5 where 1 indicated significantly and 5 indicated insignificantly.
26. What unique amenities do you provide to enhance consumer satisfaction?
a. Smart Home Features
b. Health and Wellness Facilities

75
 c. Recreational Spaces
d. Co-working Spaces
27. How do you ensure timely delivery of your projects?
a. Strict Project Management
b. Advanced Construction Techniques
c. Regular Communication with Stakeholders
d. Financial Planning

28. What post-sale services do you offer to maintain consumer satisfaction?

a. Property Management
b. Regular Maintenance Services
c. Customer Service Desk
d. Community Building Activities

29. Which digital tools do you use to improve customer experience?

a. Virtual Tours
b. Mobile Apps
c. Online Customer Portals
d. CRM Systems

30. How do you address the varying needs of different customer demographics (e.g., families, single
professionals, retirees)?
a. Tailored Housing Options
b. Diverse Amenity Packages
c. Flexible Payment Plans
d. Community Engagement Initiatives
31. What role do discounts and offers play in your sales strategy?
- Choose in a scale of 1-5 where 1 indicated crucial and 5 indicated negligible.
32. How do you maintain transparency with your customers during the project lifecycle?
a. Regular Updates and Reports
b. Open Houses and Site Visits
c. Dedicated Customer Relations Team
d. Transparent Pricing Policies
33. What is your approach to handling customer complaints and issues?
a. Dedicated Customer Support Team
b. Regular Feedback Mechanisms
c. Quick Resolution Policies
d. Compensation Strategies

76
77