SOCIAL MEDIA MARKETING STRATEGIES OF SHUBHAM HOUSING DEVELOPMENT FINANCE COMPANY

SOCIAL MEDIA MARKETING STRATEGIES OF SHUBHAM HOUSING
DEVELOPMENT FINANCE COMPANY
INTEGRATED TERM PROJECT REPORT
SUBMITTED IN PARTIAL FULFILMENT OF PGDM PROGRAM 2014-16
Submitted By
JATIN KHURANA
75
Faculty Mentor
Dr. AMIYA K. MOHAPATRA
ASSOCIATE PROFESSOR
Delhi

Certificate from Faculty Mentor
This is to certify that the Project Report titled “ SOCIAL MEDIA MARKETING
STRATEGIES OF SHUBHAM HOUSING DEVELOPMENT FINANCE
COMPANY” is a bonafide work carried out by JATIN KHURANA of PGDM
(2014-16) Batch of Fortune Institute of International Business, Delhi as a
fulfillment of PGDM Programme.
He has worked under my guidance and satisfactorily completed his project work.
Date:
Name and Signature of Faculty Mentor

Declaration by the Student
I, hereby, declare that the work presented in this report, entitled “Social Media Marketing Strategies
of Shubham Housing Development Finance Company” in fulfillment of the requirements for PGDM
Programme, submitted to Fortune Institute of International Business, Delhi is an authentic record
of my own work and is free from any type of plagiarism, carried out under the supervision of
_______________________________________
I also declare that the work embodied in the present report
(i) is my original work and has not been copied from any source, and
(ii) Has not been submitted for any other Degree or Diploma of any university/Institution.
Jatin Khurana
Roll No.:- 75

Acknowledgement
On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards
all the personages who have helped me in this endeavor. Without their active guidance, help,
cooperation & encouragement, I would not have made headway in the project.
I am extremely thankful and pay my gratitude to my faculty guide Dr. AMIYA K. MOHAPATRA and
to my corporate mentor Mr. Aditya Patial & Mr. Ravi Virwani for their valuable guidance and
support for completion of this project.
I extend my gratitude to Fortune Institute of International Business for giving me this
opportunity. I am also extremely thankful to other faculty members (Prof.Utkarsh, Dr. Nimit
Gupta) of FIIB for helping in my project work.
I also acknowledge with a deep sense of reverence, my gratitude towards my parents and my
family members, who has always supported me morally as well as economically. At last but not
least gratitude goes to all of my friends who directly or indirectly helped me to complete this
project report.
Any omission in this brief acknowledgement does not mean lack of gratitude.
Jatin Khurana

Executive Summary
Social media marketing refers to the process of gaining website traffic or attention through social
media sites. Indian marketers are moving at a fast speed to tap the ‘new normal’ opportunity.
Social media has gone mainstream. And for businesses it represents an unprecedented marketing
opportunity that transcends traditional middlemen and connects companies directly with
customers. Customer acquisitions remain to be the prime goal of Indian marketers (59%). Social
media use is increasing and with that, more companies are investing time and money to market
via social networks. Is the use of social media by companies influencing purchasing decisions?
In this age of globalization, the world has become too small a place thanks to the electronic
media and portals. Communication has become effective as never before thanks to the advent of
internet. The social networking sites have also played a crucial role in bridging boundaries and
crossing the seas and bringing all people at a common platform where they can meet like-minded
people or find old friends and communicate with them. It has become a potential mean to
relation building and staying in touch with all known.
Every company from small firms to Fortune Companies are racing to make their mark in
cyberspace with their own “Home Pages” on the world wide web (www). In the current era of
technology when new technological advances are taking place at every walk of our lives I am
trying to show how these SOCIAL MEDIA marketing tools are impacting the youths
perspective. Gone are the days when pure- bricks model would thrive well in the market
scenario. Social media had become really important gradient in today’s marketing mix in general
and in promotion mix in particular. Internet growth is creating opportunities for marketers. The
number of Internet users around the world is constantly growing. I have done my winter
dissertation project on “impact of social media marketing and youth perspective” which has
helped me to get in tune with the current marketing trends in the social media. It also helped me
to understand how these marketing techniques are affecting the decision of the youth while
purchasing certain items.
When Shubham Housing was established, not many catered to the chosen target group and so the
founding duo needed to understand supply side dynamics of properties that their target group
could afford, including availability of title documents. They also needed to understand the
repayment capability based on budget analysis of prospective customers. They used secondary

data to understand this and also undertook a number of primary research in areas with significant
population of the proposed customer segment.
Based on this, the company moved away from the traditional document-based underwriting
model to an interview-based underwriting model. At the heart of the model is a personal
discussion with the borrower and the family, where Shubham works with them to establish
requirement and affordability as well as repayment ability. “Other than this innovation, they
follow processes very similar to those followed by lenders catering to more affluent segments.
Of the 700 plus loans that they have given, they only have one customer whose repayment is
more than 90 days past due date.
Shubham offers two products, home loans for purchase of new homes and home improvement
loans for families who want to add a floor, a room or renovate their existing homes.
Business Problems faced by them is the target customers are not available on the social media
platform.in order to generate their presence on social media, they have to target the influencers
who can influence the ultimately the target audience.
Secondary Data has been used for making the background of the project as well as different
social analytical sites has been used for whole process.
Here we have done the analysis of their Facebook page and we have shown here that we the
person had joined the company after analysing their weakness and make some possible solutions
what the company Facebook page after showing the results when student left that organization.
This report is showing a kind of positive affect as their ranking in the housing sector list has been
increased with 3 places, apart from that the person made some recommendations in last so as to
increase the engagement rate, PTAT rate, how the company could increase the customers
involvement on their Facebook page as well as he recommend to make more socially available
on other Social media platforms such as Twitter, Instagram, Pinterest, LinkedIn, Google+,
YouTube etc.

Table of Contents
S.No Chapter No. Contents Page No.
From - To
1. …………………… Title Page ……………….
2. …………………… Faculty Mentor Certificate ………………..
3. …………………… Declaration ……………….
4. …………………… Acknowledgement ………………..
5. …………………… Executive Summary I-II
6. …………………… Table of Contents / List of
Illustrations
III
7. Chapter-1 Business Ecosystem 1-30
8. Chapter-2 Business Problem(s) 31-35
9 Chapter-3 Project/ Research Methodology
Adopted
36-48
10 Chapter-4 Problem Solving Solutions 49-50
11 ……………….. References 51
12 ………………… Annexures -------------------------
List of Illustrations
Figures
S.No Title of the Figure/Photograph Page No
1. SDHFC Target Customer Braces 4
2. factors affecting housing demand 5
3. Five forces Portal model 6
4. Industry Landscape 21
5. Organizational Structure 27
6. Financial Aspects 28
7. Data Analysis Figures 37-48

Chapter 1
Business Ecosystem
1.0 Industry Overview
The Indian housing finance market of Rs 9.7 trillion has grown at a steady rate of 19% CAGR
over the last three years while reporting good asset quality indicators despite challenges in the
operating environment. While the market continues to be dominated by the five large groups
namely SBI Group, HDFC Group, LIC Housing Finance, ICICI Group and Axis Bank,
accounting for 61% of the total housing credit in India as of September 30, 2014, there has been
an emergence of quite a few new entrants in niche segments like affordable housing and self-
employed borrowers, given the high growth potential in these segments.
While in the past, banks were mostly focused on corporate lending, over the last one and a half
years, mortgage and specifically home loans have gained increased importance and have become
key thrust segments for many banks. Consequently, the home loan book for banks has grown at a
higher pace as compared to past years (15% in H1FY15 and 18% in FY14 as against 14% in
FY13). Despite this increased focus, HFCs have been able to maintain their share in the
mortgage market has remained stable at 37% as on September 30, 2014. In ICRA’s opinion, the
housing finance market in India could expand to include borrowers who are currently not being
serviced by financial institutions (typically these borrowers are in low-to-mid income segment
and may not have formal income proof). On the supply side, various state governments have
introduced initiatives to encourage builders/developers to launch projects in the affordable
housing space. On the funding front, steps like recent advisory by PMO to EPFO to invest 15%
of their funds towards low cost housing and RBI allowing banks to raise long-term bonds for
affordable housing segment with relaxations on CRR/SLR requirements, could improve the fund
flow to this segment, thus leading to significant potential for growth in the housing market.
Additionally, with a favorable demographic profile, the mortgage industry in India will continue
to grow at around 19-21% in FY15 and may increase thereafter. Consequently, mortgage
penetration (which is currently at 8%) could increase to double digits over the next three years.

This ICRA publication covers the estimated size of the mortgage market, trend on market shares,
impact analysis of key regulatory and industry level changes and performance of HFCs,
constituting over 90% of the HFC home loan book. Over the past there has been a consistent
growth in the HFC loan book (18% in H1FY15; CAGR of 21% from Mar-11 to Sept-14); though
somewhat moderated in the recent years owing to lower growth in the non-housing loan book
and increased shift of loans from HFCs to banks. As for the funding mix, the HFCs have a
diversified funding base with the larger players being more active in the debt market and their
smaller counterparts relying more on bank funding and NHB refinance. As for incremental fund
requirements, factoring in an estimated credit growth of 20-22% in FY15, and the re-financing
requirements, ICRA estimates that HFCs will need to mobilize ~Rs. 1.8- 2 trillion during FY15.
At the same time, in order to maintain prudent capitalisation levels, HFCs will need external
capital of around Rs. 180-280 billion to grow at 20-22% over the next 5 years, assuming an
internal capital generation of 16% while maintaining the capitalisation levels at current levels.
Part of this capital could also be in the form of mortgage guarantee. Recent NHB guidelines,
which allow HFCs to increase Loan to Value Ratios (LTVs) to 90% (from 75% earlier for loans
greater than Rs 7.5 million and 80% for loans between Rs. 2 to 7.5 million) provided the
mortgage guarantee in place may give further incentives to HFCs to increase business volumes
by tapping new borrowers while mitigating the risk through the mortgage guarantee. As for the
key performance indicators, the asset quality indicators for these HFCs continue to remain good
with Gross NPA% of 0.75% as on September 30, 2014. The overall profitability has been stable,
(ROE of 19.3% in Q2FY15) supported by stable Net Interest Margins, operating expenses and
credit provisions. Changes in regulations have resulted in an increase in effective tax rate from
around 26% earlier to 33% in FY15 diluting return on equity to some extent. However, despite
this ICRA estimates HFCs to generate good returns (ROE of 16-18%) for FY15 owing to
reasonable growth expectations, stable/softening interest rate environment and superior asset
quality.
Housing sector is impacted by both, monetary and fiscal policy, macro prudential norms and
labour policy prevalent in the economy (Hilbers et al, 2008). To explain the recent crisis, a
generally accepted argument was that the loose monetary policy and excessive availability of
credit were the causes for the real estate bubble in these countries. As argued by Taylor (2007)

these levels of interest rates were lower than in previous U.S. recessions relative to the economic
indicators as at the time captured by the “Taylor rule”. The low interest rates encouraged
borrowing and buying of houses. While Spain had one of the largest deviations from the Taylor
rule, this country also had the largest housing boom (measured by the changes in housing
investment as a share of GDP). Sweden’s Central bank, the Riksbank is one of the rare central
banks that have taken the approach of targeting real estate prices. Policy of the Riksbank is to
look at property prices during decisions about interest rates (Ingves, 2007). In comparison with
larger countries, the smaller ones have a stronger monetary transmission through the housing
channel but a robust financial system is an imperative requirement for such a transmission to be
successful.
1.1 Geographic Scope
The Shubham Housing Development Finance Company is available in 78 cities of 12states of
India which has served almost 9850 Households of 515 crores Portfolio with 81 branches
Now they are planning to target more tier 2 and tier 3 cities.
1.2 Macro Level Analysis
The Housing Requirement of India are 200-225 million units
• Current status: Available 170 million house, a shortage of approx. 30-55 million.
• In next 15-20 years, additional 70 million houses would be required
Year 2020 - 100 million additional houses required.
 Returns from realty in India are at an average of 14% annually. Merrill Lynch forecast
India real estate sector to grow from $12 billion in 2005 to $90 billion in 2015. Housing
is expected to account for nearly 90% of real estate sector.
 % share of urban population has up from 10.8% in 1901 to 27.8% in 2001 and it is
expected to grow faster than rural. In 2001 more than 5000 centers identified as urban
centers – 2001 census.

 By 2015, 20% (222 million) of total population will reach the 22 early 30 age bracket.
Keeping 0.89% mortality rate and average size of household equal to 3, 68 million
household will require independent housing—age demographic effect. Taking 30-49 age
group, total demand will be much more.
 Housing shortage in India: Total housing shortage for period 2007-12, 73.96 million
out of which rural housing shortage 47.43 million.
Figure 1.1 Source: National Council of Applied Economic Research, 2005
Braces shows SHDFC target customers

Figure 1.2 Factors affecting housing demand
Population Growth
 Population > 1 billion people, 191
million households in 2001.
 Population growth has been 1.5%
in 2000-2010.
Nuclearisation
 Primarily due to employment
related migration
 It reduces the area per household
but increases the overall
household formation
Affordability
 Income growth: With increasing
incomes the per capita floor space
area increases
 Availability of finance: Increasing
housing finance penetration with
low interest rates drives the boom
in house purchase
 Tax benefits: Principal & Interest
repayment attracts customers for
housing finance.
Urbanization
 Share of urban population
has increased to 27%.
 Urbanisation reduces the
area per household but
leads to increasing number
of nuclear families
resulting in formation of
more number of households
Housing
Demand
Movement in housing price index
Movement in interest & home loan rates
Growth in economy
Financial savings

Five Forces Portal Model
High Medium
Low High
Market value analysis and Segmentation
Shubham Housing Development Finance Company addresses the housing aspirations of people
with informal incomes by extending loans for buying and renovating homes on terms relevant
to them of the basic human needs, the one of shelter holds special value to human beings. Owning a
property, however small, is a sign of having arrived in life. But with the ever escalating cost of real
estate, buying a home in most cities is a challenge even for the middle and the upper middle class.
For those with lower incomes, it is a idealistic dream fulfilled only with great difficulty.
“Human nature does not change just because they fit people in socio-economic segments, Working
with the informal income segment has been a humbling experience, to see how hard our customers
work and what they have been able to create without access to formal credit”.
They realised that providing credit unleashes the potential of this group of people, whose hopes and
aspirations are similar to those held by individuals in a higher income bracket.
Threats of New Entrants
Industry already have large
no. of player and intense
competition so there is little
threat.
Threats of Substitutes
Customers can approach the
community based organization
and self‐help groups as they
follow less stringent policies.
Bargaining Power of Supplier
Funds is raised from FDs SBA,
convertible bonds, refinance
from NHB and others so low
power of bargaining
Bargaining Power of Customers
As the industry is highly
competitive, so customer can ask
for better services and reduction in
additional charges.
Rivalry among Existing
Competitors
Competitor like large
HFCs and SCBs enjoys
their strong position
domestically and national
level also large no. of
players.

A working model
When Shubham was established, not many catered to the chosen target group and so the founding
duo needed to understand supply side dynamics of properties that their target group could afford,
including availability of title documents. They also needed to understand the repayment capability
based on budget analysis of prospective customers. They used research data already available to
understand this and also undertook a lot of first hand research in areas with significant population of
the proposed customer segment.
Based on this, the company moved away from the traditional document-based underwriting model to
an interview-based underwriting model. At the heart of the model is a personal discussion with the
borrower and the family, where Shubham works with them to establish requirement and affordability
as well as repayment ability. “Other than this innovation, they follow processes very similar to those
followed by lenders catering to more affluent segments. Of the 700 plus loans that they have given,
they only have one customer whose repayment is more than 90 days past due date.
Shubham offers two products, home loans for purchase of new homes and home improvement loans
for families who want to add a floor, a room or renovate their existing homes.
Existing Players in Industry
 AU FINANCIERS (INDIA) LIMITED
Based in Rajasthan, AU FINANCIERS (INDIA) LIMITED is one of the fastest growing Non-
Banking Finance Companies in India. It is led by a highly experienced and competent
management team as they strive to establish a high quality, customer-centric and service-driven
finance company catering to and valuing the smallest needs of the people of India.
It is engaged in the business of originating Small Road Transport Operator (SRTO) and Micro,
Small and Medium Enterprise (MSME) loans in rural and semi-urban areas.
 IFMR CAPITAL FINANCE PVT. LTD.
Founded in 2008, IFMR Capital Finance Pvt. Ltd. is a registered Non-Banking Finance
Company (NBFC) based in Chennai. IFMR Capital Finance Pvt. Ltd. connects high quality
originators impacting financially excluded households and businesses, such as, Microfinance

institutions (MFIs), Affordable Housing finance companies, institutions lending to Small &
Medium Enterprises (SMEs) and Commercial Vehicle finance companies, with investors in
existing and emerging debt capital markets.
 HINDUJA LEYLAND FINANCE LTD.
Hinduja Leyland Finance Ltd (HLF) is a Non-Banking Finance Company which was
incorporated in 2008 and is a part of the Hinduja Group, a leading multi-billion dollar firm with a
global presence in Automobiles, Banking, Finance, Energy and other industries.
HLF looks to fund development in rural and semi-urban areas by creating access to credit for
those looking to purchase utility vehicles, cars, tractors, two wheelers, commercial vehicles and
construction equipment. They are present in 20 states across the nation with over 1100
operational branches that aim to cater to their large customer base of lower and middle income
sectors. The Hinduja Groups' focus on trust, customer service, technology and transparency has
helped HLF become one of the largest and fastest growing firms of its kind.
 RELIGARE HOUSING DEVELOPMENT FINANCE CORPORATION LTD.
Religare Housing Development Finance Corporation Ltd. is an emerging markets financial
services group with a presence across Asia, Africa, Middle East, Europe, and the Americas. In
India, Religare's largest market, the group offers a wide array of products and services including
broking, insurance, asset management, lending solutions, investment banking and wealth
management. With 10,000-plus employees across multiple geographies, Religare serves over a
million clients, including corporate and institutions, high net worth families and individuals, and
retail investors.
Religare Housing Development Finance Corporation Ltd. (RHDFC), a subsidiary of
ReligareFinvest Ltd, has a National Housing Bank (NHB) registration and is presently engaged
in providing Home Loans, Home Improvement Loans, Home Extension Loans and Self
Construction Loans

Cultivating its strengths
Shubham currently has 24 branches across seven states and plans to expand to other states over
the next few years.
“They are a young organisation; this fiscal will be their first full year of operations. Post their
Series B funding, they have grown from seven to 24 branches and from team strength of roughly
70 to over 170 in less than six months. They believe that this validates Shubham’s model as
being very scalable.
In the last five years or so, a number of small start-ups have come up in this space. Though
business models differ, they essentially provide housing finance to the underserved. Shubham
welcomes this trend as they believe this is needed to expand the market. “Their USP is their
ability to underwrite customers with informal income and the fact that they are creating access to
formal credit. This is an evolving market and expectations of customers are also expected to
evolve as their awareness increases.
Challenges of Indian Housing Finance Sector
Sourcing of long term bulk finance at lower rates, making organised housing finance available to
economically weaker sections (EWS) and lower income group (LIG) section, reliance on land
records that may have been dubiously maintained, using innovations in technology to broaden
reach and appeal of housing credit, and unifying the laws and regulations at the state level to
minimize regional disparities are some of the challenges of HFCs at various fronts.
In 2014, the RMBS issuances rose 75 per cent to Rs 5,300 crore, but the report notes that this
growth was from a low base and the sector remains relatively small.
It is estimated that the country faces a housing shortage of about 18.78 million units in urban
areas.
The government has liberalised the FDI regime for the low-cost housing sector by bringing down
minimum investment to USD 10 million and removing the three-year lock-in period for exit.
Housing finance companies are expected to grow their loan books by 20-22 per cent in 2015 and
will need a whopping Rs 2 trillion in incremental funding.

However, some key obstacles remain, warns the report which notes that new tax rules have led to
lower post-tax returns for bank investors in RMBS, while tax-related legal uncertainty has
prevented mutual fund investors from participating in the market.
In addition, the long tenor of RMBS combined with the country's lack of a liquid secondary
market for the securities dampens investor appetite.
Social media marketing:
Social media marketing programs usually center on efforts to create content that attracts attention
and encourages readers to share it with their social networks. A corporate message spreads from
user to user and presumably resonates because it appears to come from a trusted, third-party
source, as opposed to the brand or company itself. Hence, this form of marketing is driven by
word-of-mouth, meaning it results in earned media rather than paid media.
Social Marketing seeks to develop and integrate marketing concepts with other approaches to
influence behavior’s that benefit individuals and communities for the greater social good.Social
Marketing practice is guided by ethical principles. It seeks to integrate research, best practice,
theory, audience and partnership insight, to inform the delivery of competition sensitive and
segmented social change programs that are effective, efficient, equitable and sustainable.
Social media has become a platform that is easily accessible to anyone with internet access.
Increased communication for organizations fosters brand awareness and often, improved
customer service. Additionally, social media serves as a relatively inexpensive platform for
organizations to implement marketing campaigns.
Social media marketing tools:
Besides research tools, various companies provide specialized platforms and tools for social
media marketing:

 Social media measurement
 Social network aggregation
 Social bookmarking
 Social analytics
 Automation
 Social media
 Blog marketing
 Validation
Social platforms each have an ecosystem of their own. Creating a basic social media presence is
easy enough, getting your community to actually do something is more difficult. Make sure your
site is included in local business directories in order to help ensure that consumers find you when
they need you. Customizing messages across sites help the message spread but it keeps users
from receiving multiple identical communications. By giving exclusive coupons to your social
community, you’re rewarding and reminding them that you are not only a brand to engage with,
but also to buy from. Taking advantage of these strategies can help you build your community,
make your marketing more effective, and incentivize buying.
Some of the Facts from Social Media Industry Report 2015
 Twitter, YouTube and LinkedIn hold the top spots for future plans: A significant 66% of
marketers plan on increasing their use of these social networks.
 Marketers want to learn most about Facebook: While 93% of marketers are using
Facebook, 68% want to learn more about it and 62% plan on increasing Facebook
activities.
 Video becoming important: A significant 57% of marketers use video in their marketing;
however, 72% want to learn more about video marketing and plan on increasing their use
of video.
 Podcasting on growth trajectory: Only 10% of marketers are involved with podcasting,
yet 26% plan on increasing their podcasting activities and 43% of marketers want to learn
more about podcasting.
 Facebook and LinkedIn are the two most important social networks for marketers. When
allowed to only select one platform, 52% of marketers selected Facebook, followed by
LinkedIn at 21%.

 Most marketers aren't sure their Facebook marketing is effective: Only 45% of marketers
think that their Facebook efforts are effective.
 Tactics and engagement are top areas marketers want to master: At least 91% of
marketers want to know the most effective social tactics and the best ways to engage their
audience with social media.
 A significant 92% of marketers said that social media was important to their businesses.
 Only 42% agreed they are able to measure their social activities. The ROI issue has
plagued marketers for years. In 2014, 37% indicated they could measure ROI and in
2013, it was 26%.
 A significant 72% of marketers surveyed analyze their social media activities.
 Only 45% of marketers feel like their Facebook efforts are working, a slight increase
from 43% in 2014. However, most marketers either don't know or indicated that their
Facebook marketing is NOT working. B2C marketers were far more likely to agree or
strongly agree (51%) than their B2B peers (36%). Larger businesses were much more
likely to agree that their Facebook marketing efforts were effective. For example, 50% of
businesses with 1000 or more employees agreed, compared to only 33% of the self-
employed.
 Fifty percent of marketers surveyed have a mobile-optimized blog, up from 43% in 2014.
B2B marketers were more likely to have their blogs mobile-optimized (56%), when
compared to B2C marketers (45%).
 Eighty-four percent of marketers agreed that they have integrated their social media and
traditional marketing activities, slightly up from 83% in 2014.
 A significant 64% of marketers are using social media for 6 hours or more and 41% for
11 or more hours weekly. It's interesting to note that nearly 19% of marketers spend more
than 20 hours each week on social media.
 There's a direct relationship between how long marketers have been using social media
and their weekly time commitment. For people just beginning with social media (less
than 12 months of experience), 49% spend 5 or fewer hours per week. However, of folks
who have been doing this for 2 years or longer, at least 68% spend 6 hours or more per
week on social media activities.

 Those spending more than 40 hours per week doing social media marketing, 54% are
younger than 40.
 The top two benefits of social media marketing are increasing exposure and increasing
traffic. A significant 90% of all marketers indicated that their social media efforts have
generated more exposure for their businesses. Increasing traffic was the second major
benefit, with 77% reporting positive results. Most marketers are using social media to
develop loyal fans (69%) and gain marketplace intelligence (68%).
 More than half of marketers who've been using social media for at least 2 years report it
helped them improve sales. More than half who spend 6 or more hours per week find the
same results and 73% of those who spend 40+ hours per week earn new business through
their efforts. With as little as 6 hours per week, the vast majority of marketers (91%+)
indicated their social media efforts increased exposure for their businesses. Nearly all
marketers (91%+) who've been employing social media marketing for one year or longer
report it generates exposure for their businesses.
 More than half of marketers who've invested at least 2 years in social media marketing
report that new partnerships were gained. More than half of those investing as little as 6
hours per week in social media were able to build new partnerships. Marketers selling to
other businesses were more likely to achieve this benefit (61%) than those selling to
consumers (52%). By spending as little as 6 hours per week, 66%+ of marketers see lead
generation benefits with social media. More than half of marketers with at least one year
of social media experience were generating leads with social platforms.
 Reduced marketing expenses- More than half of those who spend at least 6 hours per
week on social media efforts saw a benefit of reduced marketing expenses. At least 52%
of businesses with 10 or fewer employees agreed social media reduced marketing
expenses, while only 41% of businesses with 1000 or more employees agreed.
 Improved search engine rankings were most prevalent among those who've been using
social media for one year or longer, with 54%+ reporting a rise. At least 61% of those
investing a minimum of 6 hours per week in social media marketing saw improvements
in search engine rankings.
 A significant 81%+ of participants found that increased traffic occurred with as little as 6
hours per week invested in social media marketing. And those who've used social media

for 1 year or more reported substantially better results (75%+ reported benefits),
compared with those with less experience.
 Provided marketplace insight Of those with at least 1 year of experience, 63% or more
found social platforms provided marketplace insight. At least 71% of those spending at
least 6 hours per week were more likely to gain marketplace insight.
 Developed loyal fans of those who have been using social media for at least 1 year, 64%
found it useful for building a loyal fan base. Time invested makes a difference. Of those
spending at least 6 hours a week, 72% found benefit, compared to 57% of those spending
5 hours or fewer per week. B2C marketers (73%) were much more likely to develop a
loyal fan base through social media than B2B marketers (63%).
 Established thought leadership More than half of marketers who have been using social
media for 2 or more years (57%+) have been able to establish thought leadership. Most
marketers (56%+) gained thought leadership with at least 6 hours per week. B2B
marketers were more likely (64%) to use social media to gain thought leadership than
B2C marketers (50%).
 Facebook, Twitter, LinkedIn, Google+, YouTube, Pinterest and Instagram were the top
seven platforms used by marketers, with Facebook leading the pack by a long shot. All of
the other platforms paled in comparison to these top seven. We added a new platform this
year: SlideShare. We also moved blogging and podcasting into a new content focus chart.
 Platforms used by those with less than 12 months experience Those just getting underway
with social media marketing select Facebook as their number-one choice (by a long shot),
followed by Twitter and LinkedIn.
 Platforms used by those with 1 to 2 years’ experience For marketers who have been
employing social media marketing for 1 to 2 years, Facebook and Twitter remain the top
two choices. Notice that YouTube is used by nearly half of marketers in this group.
 Platforms used by those with 2 to 3 years’ experience Facebook and Twitter are the two
standouts among the platforms used by social media marketers with 2 to 3 years’
experience. YouTube passes Google+ to take the number-four slot for this group..
 Platforms used by those with 3 to 4 years’ experience nearly all marketers with 3 to 4
years of social media experience use Facebook (95%).

 Platforms used by those with 4 to 5 years’ experience As marketers gain experience, their
marketing efforts seem to expand across all major social platforms.
 Platforms used by those with more than 5 years’ experience Those with the most social
media marketing experience also put the highest focus on each of the social networks.
 More than half of marketers (52%) chose Facebook as their most important platform,
followed by LinkedIn (21%), Twitter (12%) and then YouTube (4%). Among the self-
employed, only 44% selected Facebook as most important, followed by LinkedIn (23%),
Twitter (26%) and Pinterest (6%).
 Notice the fascinating differences between B2B- and B2C-focused marketers. Clearly
Facebook dominates in the B2C space (65% of marketers select it as their number-one
choice). However, for B2B marketers, LinkedIn passes Facebook and Twitter plays a
much more important role.
 To identify social media platforms about which they most want to improve their
knowledge. Facebook took first place, displacing Google+ as the leader from the 2014
report and growing from 56%. LinkedIn increased from 57% in 2014 to 62%. B2C
marketers are more interested in learning about Facebook (74% B2C vs. 57% B2B),
Pinterest (55% B2C vs. 38% B2B) and Instagram (56% B2C vs. 39% B2B) than their
B2B counterparts. And B2B marketers are far more interested in learning about LinkedIn
(71% B2B vs. 55% B2C). What follows are social platforms marketers are interested in,
based on how long they've been using social media marketing.
 The overwhelming majority use Facebook ads (84%), followed by Google ads (41%) and
LinkedIn ads (18%). Facebook ads dropped from 90% in 2014 and LinkedIn ads dropped
from 20%. B2C marketers are using Facebook ads more (89%) than B2B marketers
(75%).
 Marketers plan on increasing their use of Facebook ads (53%), Google ads (38%),
Twitter ads (31%), LinkedIn ads (29%) and YouTube ads (26%), in that order. A
significant 56% said they have no plans to utilize Twitter ads.
 A large percentage (71%) use visual assets in their social media marketing. Close behind
was blogging (70%). Podcasting is only used by 10% of marketers and represents an
opportunity. B2B marketers are much more likely to use blogging (77%) when compared
to B2C marketers (64%). Podcasting is also more common among B2B (12%) than B2C

(9%). The self-employed are more likely to use blogging (79%) than businesses with
1000+ employees (54%).
 Nearly half of marketers (45%) selected blogging as their most important content,
followed by visual assets (34%) and then videos (19%). This chart clearly reveals the
importance of the written word. Blogging is more important for B2B marketers (57% say
it is the most important) than B2C marketers (39% claim it is most important). B2C
marketers place more importance on visual content (40% say it is the most important)
than B2B marketers (only 24% claim it is most important). For self-employed marketers,
57% said blogging was the most important, compared to only 29% of those at businesses
with more than 1000 employees.
 Marketers plan to increase their use of visuals (73%), videos (72%), blogging (69%) and
podcasting (26%), in that order.
 Only 5% of marketers actively adopt new social platforms.
General Social Networking Statistics:
 62% of adults worldwide now use social media
 Social networking is most popular online activity, with 22% of time online spent on
channels like Facebook, Twitter and Pinterest
 65% of the world’s top companies have an active Twitter profile
 90% of marketers use social media channels for business, with 93% of these rating social
tools as “important”
 43% of marketers have noticed an improvement in sales due to social campaigns
 72% of marketers who have worked in social media for three or more years said that they
saw a boost in turnover due to social channels (the longer you’re working in it the better
you get)
 91% of experienced social marketers see improved website traffic due to social media
campaigns and 79% are generating more quality leads.
 The average time spent by marketers on social media is 1-5hrs per week for those just
getting started and 6+ hours per week for those with 3+ years of experience

 The most popular social networking tool for marketing is Facebook – being used by 92%,
followed by Twitter (84%), LinkedIn (71%) and blogs (68%)
 LinkedIn is 4X better for B2B lead generation than Facebook and Twitter
 Only 10% of marketers are actively monitoring social media ROI
 Only 22% of businesses have a dedicated social media manager
 23% of Fortune 500 companies have a public-facing corporate blog
 58% of Fortune 500 companies have an active corporate Facebook account, 62% have an
active corporate Twitter account
 47% of customers are somewhat likely to purchase from a brand that they follow or like
Indian Market:
 India’s Internet economy is expected to reach Rs. 10.8 trillion by 2016, as the country’s
growth rate in this segment is far ahead of many of the developing nations, reported by
BCG.
 According to BCG, the India Internet economy contributed to 3.2 trillion rupees to the
overall economy in 2010, 4.1% of the country’s GDP, & could triple in 4 years’ time.
 More than 39 million Internet users who form 86% of the total Internet audience, visited
social networking sites in July 2011.
 The total Indian social networking audience grew 43 percent in the past year, more than
tripling the rate of growth of the total Internet audience in India.
 India now ranks as the seventh largest market worldwide for social networking India is
adding Internet users at the rate of almost 5-7 million a month, and at the current pace it
will surpass the US, which has about 245 million users, in less than two years.
 Active user base per month in India is close to 30 Million marks which is still a pretty
large market but not as big as portrayed by some consultants.
 India has close to 10 million online shoppers and is growing at an estimated 30%.
 India e-tailing market in 2011 was about $600 Mn and expected to touch $9 Bn by 2016
and $70 Bn by 2020 – esti the country the third-largest Internet market in the world after
China and the United States.

 There are more Internet users in towns with a population of less than 5 lakh than in the
top eight metros put together.
 “About 2 billion people worldwide access the Internet and 25% of them are from China.
India contributes about 6% to the world's Net population and the US 12.5%.
 The survey found that more than 75% of Internet usage is among school- and college-
going students and those who have recently graduated.
 Mumbai has the highest number of Internet users (6.2 million) followed by Delhi/NCR (5
million), Kolkata (2.4 million) and Chennai (2.2 million).
 The percentage of companies using social media in top 5 markets is:
 China: 82%
 USA: 71%
 India: 70%
 Brazil: 68%
 Canada: 51%
E-Marketer estimates advertisers will spend $3.63 billion in the US and over $4 billion more
in the rest of the world on social networking sites this year. And that’s just paid ad spending.
When the Association of National Advertisers (ANA) surveyed US marketers this year, 90%
said they were using social networks for their efforts—about even with last year, at 89%.
While this percentage has risen dramatically since 2007, when just 20% of marketers used
social media, growth has plateaued—and shifted to other new digital media platforms
instead.

Company Analysis
Brief about the Company
SHUBHAM HOUSING DEVELOPMENT FINANCE COMPANY PRIVATE LIMITED
is a Unlisted Private company incorporated on 23 February, 2010. Its registered office is at D-
305, GROUND FLOOR, SARVODAYA ENCLAVE, , NEW DELHI, Delhi and paid-up capital
is INR 342.933 lacs. Its last reported annual general meeting, per our records, was held on 19
September, 2014. The company has 9 directors/Key management personnel.
Shubham Housing Development Finance Company provides formal housing credit to those with
informal incomes and was amongst the first organisations in the country that transcended
document-based underwriting and replaced it with a customised credit program for each of their
customers. With the opening up of the Indian economy, more and more people have shifted base
to the cities in the hope of earning a few thousands more. 350 million people in India live in
urban centres today and this figure is slated to double by 2030. This has led to a crisis like
situation in major urban centres especially in the housing segment with almost 50% of the urban
population living in low quality houses.
As the urban cup fills up, real estate rates go up and affordability declines. Access to Credit is a
key enabler towards increasing affordability. It is with this backdrop that we have decided to
launch our organization - Shubham Housing Development Finance Company. Our Vision is ‘To
enable every earning individual in India to own a home’ - the intention being to ensure that
irrespective of the source of income, we should be able to provide loans to individuals towards

making a better home for themselves.
As of October, 2015, the Company has a network spread across 81 cities in 12 states across the
Northern, Western and Central parts of India
We do this by extensively engaging the customers in a discussion about their life story - where
they come from, what they do, how they earn, spend and save. Taking a holistic view of the
customers and their nod on what they can pay every month as an EMI, we introduce them to the
world of formal housing finance - solutions that best fit what they need to live in better and safer
homes.
VISION
Is to be the Mortgage Lender of choice for families with Informal Income
MISSION
Shubham operates with a mission to provide housing finance solutions to families with informal
incomes through an innovative credit program which looks beyond income proofs on paper.
By providing credit to people who were outside the purview of such formal structures, they
enable families to secure a better future for them and drive financial inclusion within this
segment.
Important to Company Perspective
• Regulatory License – January 2011
• Flagship product launch – May 2011
• Existing Investors – Helion Venture Partners, Elevar Equity, Saama Capital, Accion
Frontier Investments

Industry Landscape
 Underserved market
 Large # of HH’s with informal incomes
 Little competition
 Dedicated start-ups like Shubham have identified this segment as a large business opportunity.
 Established companies in allied businesses (e.g. Muthoot Group in Gold Loans) have also
recently entered
Informal
Incomes
Formal
Incomes
Loan Value
Income
 Under Const. Aptts
 Self Construction
 Retail Resell
HI loans in
Tier 3 cities
Below 10 Lacs Above 30 Lacs20 Lacs

More and more Companies are unlocking value that exist in this hitherto untapped market of low
cost Housing Finance.What
Shubham
Housing
Development
Finance
Company was
incorporated
with a mission
to provide
Home loans
and Home
Improvement
loans to
customers
who would
normally fall
outside the
radar of
traditional
lending
institutions
How
Shubham’s
operating model
seeks to transcend
document based
underwriting and
follow an interview
based approach to
understand the
customer's income
and expenditure.
At the heart of this
is the ability to
understand the
affordability of the
customer - what is
the right
instalment for her
over the tenure of
the loan
Result
Allow the
informal
workforce to
make better/
safer homes
for themselves

PRODUCTS OFFERED BY SHUBHAM HOUSING DEVELOPMENT FINANCE COMPANY
Home Loan
• Loan amount up to Rs.15,00,000
*For certain cities the loan amount is up to Rs.20,00,000
• Tenor up to 15 years
• Loans can be taken for the following end uses :
Takeover of loans, Purchase of property, Plot purchase +
Self-construction, Self-construction, Re-finance,
Enhancements.
• ROI 15% -20%
Home Improvement Loan
• Loans can be taken for up gradation of the house where the
customer is staying or for its extension.
• Loan amount up to Rs. 5,00,000.
• ROI 18% - 20%
Loan Against Property
• Loan Amount up to Rs. 10,00,000
• Loans can be taken for the following end uses :
Construction refinance/ Refinance on self-financed property,
Debt consolidation/ Mortgage Buyout, Business purposes
viz. expansion, acquisition of assets etc., Travel/ Education/
Marriage/ Personal needs
• ROI 22%

Shubham focusses on the person rather than on paper
Their entire approach to lending is thus suited to assess the credit worthiness by talking to the
customer
Proxies for credit appraisal of those with informal incomes
• Study Business Model
• Margins and Stability
• Savings Habit
• Interview with Employer
• Length of service
• Supplier/Customer Referrals
• Gross Receipts
• Background and Profile
• Household Assets
Expenditure Income

BENEFITS OF SHUBHAM HOUSING DEVELOPMENT FINANCE
COMPANY
Policies of the Company
 Social & Environment Management Policy
Environmental and Social considerations have become a measure of a company's
performance. Such issues are impacting various facets regarding a company such as the
bottom line, brand value, competitiveness and long term sustainability. In such a
scenario, it is needed to develop appropriate standards that provide a benchmark for
company assessment and performance.
Social and environmental opportunities form an integral part of good business. Socially
and environmentally responsible businesses can enhance clients' competitive advantage
and create value for all parties involved. The Environment and Social Policy (hereafter
also referred to as "the Policy") will enable Shubham Housing Development Finance Co.
Pvt. Ltd (hereafter also referred as "Shubham") to develop processes to recognise the
environmental and social facets of its operations and stakeholders.
Loan without any Income Document Proof
Loan at Income of Rs. 7000 Monthly
No Guarantor Required
Total Family Income Acceptable
Simple Documentation
Loan Insured Against Life & Property Risk
Loan from Rs. 1 lakh to 15 lakhs
Doorstep Service

Company was in news
News Article#1
SHUBHAM HOUSING DEVELOPMENT
FINANCE: BUILDING COMMUNITIES
THROUGH ACCESS TO HOME FINANCING
Source: http://www.businesscalltoaction.org/news-highlights/2015/04/shubham-housing-
development-finance-building-communities-through-access-to-home-financing/
News Article#2
 Vigil Mechanism / Whistle Blower Policy
Section 177 of the Companies Act, 2013 mandates the Company to establish a vigil
mechanism for the directors and employees to report genuine concerns in such manner as
may be prescribed. Company has formulated the present policy for establishing the vigil
mechanism/ Whistle Blower Policy to safeguard the interest of its stakeholders, Directors
and employees, to freely communicate and address to the Company their genuine
concerns in relation to any illegal or unethical practice being carried out in the Company.

Shubham raises Rs 122 crore
series 'C' funding
Source: http://www.business-standard.com/article/companies/shubham-raises-rs-122-crore-series-c-
funding-114090900948_1.html
NEWS ARTICLE#3
Tuesday, August 19, 2014 - 13:30 IST
Shubham Housing Development Finance raises $20M from investors
Housing finance provider Shubham Housing Development Finance Company has raised Rs 122
crore ($20 million) in its recent round of funding from Motilal Oswal Private Equity (MOPE)
and existing investors. The existing investors include mid-stage venture fund Helion Venture
Partners, Elevar Equity Mauritius, early stage growth fund.
Source:
http://www.vccircle.com/news/construction/2014/08/19/shubham-housing-development-finance-
raises-20m-investors
Organizational Structure Aspects
EMPLOYEE_ID NAMES DESIGNATION
01636432 SANJAY CHATURVEDI Director
01779000 AJAY MUKUND OAK Director
00036043 Sandeep Marian Farias Nominee director
01213049 Rahul Chandra Nominee director
00766821 ASHIT RANJIT LILANI Nominee director
05340486 MONICA BRAND ENGEL Director
AGEPN2966J KAMRA NEETA Secretary
02368313 Vishal Kumar Gupta Nominee director
03340032 RANJANA AGARWAL Director

FINANCIAL ASPECTS
Financial Summary of Shubham Housing Development Finance Company by ICRA
The company had a loan portfolio of Rs. 91.7 crore as on June 30, 2013. For the year ended
March 31, 2013, the company reported a net profit after tax of Rs. 0.13 crore over an asset base
of Rs. 78.39 crore as compared with a net loss of 1.41 crore on an asset base of Rs 18.92 crore
for 2011-12. For the quarter ended June 30, 2013, the company reported a net profit after tax of
0.31 crore over an asset base of Rs. 110.53 crore. SHDFC reported a capital adequacy of 81.7%
(Tier I% of 80.9%) and a gross NPA% of 0.37% as on June 30, 2013.

ICRA has upgraded the long-term rating assigned to the Rs. 250 crore (enhanced from Rs. 100
crore) bank limits of Shubham Housing Development Finance Company Private Limited
(SHDFC) from [ICRA]BB+ (pronounced ICRA double B plus) to [ICRA]BBB- (pronounced
ICRA triple B minus). The outlook on the long-term rating has been revised from positive to
stable. The rating upgrade factors in the ability of the company to increase business volumes
(Loan book increased to Rs. 92 crore as on June 30, 2013) while maintaining control over fresh
slippages ( Gross NPA% of 0.37% as on June 30, 2013). The rating also favourably factors in
SHDFC’s experienced management team, adequate capitalisation levels due to the capital
infusion in 2012-13 (capital adequacy of 81.7% and net worth of 50.77 crore as on June 30,
2013) and growth opportunities in the low income, affordable housing market. The ratings are
however constrained by SHDFC’s limited track record, riskier borrower profile, and limited
financial flexibility, and low profitability, lack of diversity in earnings and relatively small scale
of operations. The borrower profile for SHDFC consists of relatively low income customers like
skilled workers, who would normally fall out of the ambit of traditional lending institutions due
to a lack of formal income proofs. While the credit assessment of these borrowers requires
special skill sets and may entail higher risk, the credit profile of the borrowers could be volatile
to lack of stability in income as well as due to their low disposable incomes and limited cushion
available to meet the unforeseen expenses. To mitigate these risks, the company has developed
adequate credit appraisal norms (like restrictions on Loan-to-Value (LTV) ratios based on
registered values, focus on personal discussion at borrower’s residence to ascertain the income
and expense levels to arrive at the disposable income etc) and portfolio tracking systems.
Overall, given the market potential, ICRA expects the company to grow the business volumes
and generate reasonable risk adjusted returns while maintaining prudent capitalisation levels over
the medium- to long-term. In ICRA’s view it would be imperative for SHDFC to increase its
scale of operations without diluting its credit appraisal norms and to raise adequate level of funds
in order to achieve its growth plans. The overall profitability indicators for SHDFC continue to
remain weak given that the company is still in expansion mode, hence the operating expenses in
relation to average assets are high (12.70% for Q1, 2013-14). The high operating expenses are
somewhat offset by the relatively higher processing fees (of 2-3% as compared to around 1%
charged by other HFCs). ICRA expects the operating efficiencies to improve with the increase in
business volumes as the newer branches start contributing to the overall profitability. With the

equity infusion from four private equity firms and the bank lines available, the company has
sufficient funds to grow the loan book from current levels by 25-30%. However, the company
would need to continuously raise debt and also tie-up equity funds in order to profitability grow
the loan book and meet its growth plans while maintaining prudent capitalisation levels over
medium term. Further, though asset quality indicators (Gross NPA% of 0.37% as on June 30,
2013) are comfortable at present, the ability of the company to maintain the same while
expanding the portfolio is yet to be seen. Also, some rise in delinquencies is expected as the
portfolio seasons. Obtaining access to SARFAESI Act (for which the company has the requisite
net worth) and access to NHB refinance lines (which are already applied for) would be critical
for scaling up operations. The ability of the company to grow, while reporting improvement in
profitability indicators, and maintaining the asset quality, will remain key rating sensitivities.
Further, maintaining the capitalisation and liquidity position at comfortable levels and a
diversified funding mix to improve financial flexibility going forward will also be important
rating considerations.
Eyeing the future
For Shubham, talking of growth rate at this stage may not be relevant. The measure for growth is that
the company’s processes and business model are scalable. They will more than double every year for
the next few years. Shubham currently has more than 700 customers, and is rapidly ramping up and
adding close to 100 customers every month. They expect this growth rate to only increase with time
as they aim to serve one lakh families by 2018.

Chapter 2
Business Problem(s)
In recent years, social media has emerged as a powerful new marketing tool. It continues to be an
integral part of marketing strategies across various industries, but as it is still relatively new, the
learning curve is steep. As social media and social media marketing evolve, knowledge of the
field is gained by marketing professionals largely through trial and error.
We understand it can be overwhelming, frustrating and often confusing to navigate the world of
social media management, and we know there’s an ample amount of social media challenges
small businesses face every day. To help us out, researcher has put a list of social media
challenges together, along with ways to overcome these challenges.
Business problem would be that housing and finance companies have exponentially increased in
India and it has become imperative for them to create and image in the end consumers. These
companies, especially which are small in nature, and want to target a larger audience face
financial constraints. In Indian context, such small and medium enterprises want to harness the
power of online marketing using different online platforms. But the major hurdle is there is lack
of understanding of how online marketing is done and what are the best practices. Companies are
even unaware of what works and what not. In such a scenario, for any company which aims to
promote it through online medium, needs to explore and understand the intricacies of this
upcoming medium.
Major Problems for Shubham Housing Development Finance Company
 The target customer group is not available on social media platform.
 No particular social media strategy they are following
 How to increase their Facebook page likes as well as followers on twitter by generating
new influencers.
 How we can measure the social media platforms of Shubham Housing Development
Finance Company with comparison to their competitor’s.

Social media are becoming an important source of data for all organizations, small and big.
Social media is also an important marketing channel for marketers since it helps to create buzz or
electronic word of mouth (WoM) effectively. Stelzner (2013) claimed that 86% of the marketers
indicated that social media is an important channel for their business in 2013. Stelzner (2013)
identified the following questions as the most relevant for any marketers when dealing with
social media engagement (also valid for mobile devices):
1. What is the most effective social media tactics?
2. What are the best ways to engage the customers with social media?
3. How to calculate the return on investment on social media engagement?
4. What are the best social media management tools?
5. How to create a social media strategy for the organization?
From the literature on social media and our interviews with the industry experts, it is evident that
social media is important for both sources of data as well as marketing the products and services.
However, the effectiveness of the social media marketing is still an understudied subject. A study
by IIMB team (Suhruta et al 2013) claimed that there is a relationship between social media
engagement and the box office collection of movies based on the data obtained from the
Bollywood movie, “1920 evil returns”.
Social media has several advantages over conventional media as given below. • Social media is
measurable in terms of impressions, visits, views, clicks, comments, shares, likes, followers,
fans, subscribers, etc.
Impact of conventional media cannot be measured, for example, views of a hoarding or
newspaper ad cannot be measured.
• Social media is less expensive than conventional media and has the potential to reach to a
wider audience. Social media can create viral impact in a short duration and can reach larger
number of people. A key challenge in social media strategy will be assessing the return on
investment. Return on Investment (ROI) should be calculated by the formula ROI = (Gain from
Social Media Marketing – Cost of Social Media Marketing)/Cost of Social Media Marketing.

However, it is difficult to quantify the actual gain from social media marketing. Hence, several
variations are used to calculate ROI as given
• Return on Engagement (ROE) 13 – This measures the impact of social media marketing on
users’ engagement on the premise that higher engagement leads to higher awareness and thus
greater likeliness to make a purchase decision. ROE calculation for some of the social media
platforms are given below: o Facebook – (Number of likes, comments, and shares on a
post)/(Total number of Facebook page likes) o Twitter – (Number of replies, re-tweets)/(Number
of followers) o YouTube – (Number of comments, ratings, and likes)/(Number of video views)
OR (Number ofcomments, ratings, and likes)/(Number of subscribers)
• Return on Influence – This tries to measure how social media activity changes the behavior of
users.
• Anecdotes – This measures verbal sharing of sales activity or intent of purchase on the social
media platforms.
• Correlation – This measures the relationship between any social media engagement activity,
and actual sales
• Multivariate Testing – This measures the relationship between multiple social media
engagement activities and actual sales and enable providing the right kind of offers and
promotions to different users
• Linking and Tagging – This approach provides links on the social media to the buyers to make
his/her purchase and thus it is possible to relate sales and social media engagement. Another way
is to embed ‘‘Cookies’’ (a piece of software), which track consumers’ online activity, thus
providing the connect between social media engagement and actual sales. However, this
approach is more effective when the sales are conducted online.
Social commerce approach – In this method, sales are directly conducted through social media –
for example, a store front is set up on Facebook page.
• Share of conversation – (Volume of conversation for a particular brand)/(Volume of
conversation for entire industry)

• Sentiment Analysis – Tracks overall brand perception by crawling through all the data
available on the net.
The top social media questions marketers want answered can be summarized in
the following keywords: tactics, engagement, measurement, audience and tools—in
that order. As the social media marketing industry continues to expand and change, the
needs of marketers are clear. Below are the top issues marketers are facing today with
social media marketing. At least 87% of marketers surveyed felt they are struggling to
answer all of the following questions:
#1: TACTICS: What social tactics are most effective?
The number-one question marketers want answered (92%) is which tactics work best.
This is not a surprise, given the constant changes taking place across many social
networks.
#2: ENGAGEMENT: What are the best ways to engage my audience with social
media?
Figuring out how to best connect with people remains high on the list of questions
marketers want answered (91%). Engaging with customers is becoming a unique
competitive advantage.
#3: MEASUREMENT: How do I measure the return on my social media marketing?
A significant 88% of marketers want to know how to measure their return on investment
for social media activities. This question has been top of mind for marketers for the last
5 years.

#4: AUDIENCE: How do I find my target audience with social media?
Locating ideal customers and prospects is a big concern for marketers (87%). Marketers
are looking for guidance sifting through enormous social networks and connecting with
the right people.
#5: TOOLS: What are the best social management tools?
Marketers want better tools to simplify their social media tasks. A surprising 87% don't
know which tools are best.
Use of social media marketing in the overwhelming majority (96%) indicated they are
participating in social media marketing. Social media is important for my business A significant
92% of marketers said that social media was important to their businesses.

Chapter-3
Project/Research Methodology Adopted

Chapter 3
Project/Research Methodology Adopted
The Research Objective is to
 To explore the online promotion strategies of housing and finance companies in India
 To understand how different promotional techniques are used on social media by
different companies
 To propose a social media marketing strategy for Shubam Housing Development finance
company
Scope of the Project
 Possibilities of social media tools for a company like Shubham. Whose end users are not on
social media?
 To connect with influencers who will influence Target group,
target audience is not available on social media platform.
 Category of the posts (also give example of 5 post of at least ¾ players)
 Common post for Fb and LinkedIn
 Addition in likes
 Analysis of current likes and followers of fb/linked ;
 Benchmark against a) posts b) likes
 Handle complaints/ customer responses
 Analysis over the Google trends, Facebook, Alexa, WooRank different analytical sites
 This live project also involves exposure towards creativity and designing of facebook page
banners via Photoshop.
 Concept of Organic vs inorganic likes.
No particular Methodology has been adopted for Primary Research.
Secondary Research has been used-Secondary Data has been used for making the background
of the project as well as different social analytical sites has been used for whole process.
Descriptive Research Design has been used.

Data Analysis
 Facebook Fanpage Analytics of Shubham Housing Development Finance Company

When Joined the Shubham Housing Development Finance Company,Facebook Page
Analysis

After engagement with facebook page to promote them in different groups for getting
organic likes.the results are as follows.

Source used for Facebook page Analytics
http://likealyzer.com/facebook/shubham_housing_development_finance_company

Social Analytics Platfrom used for analysis:
http://likealyzer.com/statistics/facebook/likerank/category/Bank-
Financial%20Institution/country/India

Analysis 9/8/15 - 10/5/15
Social analytics plaform used: www.RivalIQ.com
This Diagramatical Represnation shows that Shubham Housing Developmemnt Finance
Company is having low engagement and very less average weekly growth. Smart brands
leverage consumers’ comments, compliments and even criticisms on social media to strengthen
the brand’s image. Provide an easily accessed customer service and communication channel via
social media to add to a brand’s credibility. When brands deliver entertainment and enrichment
on social media, they are rewarded with brand advocates and consumer goodwill. In this era
when brands must skip direct selling and rely on brand advocates to market for them, social
media channels should only tangentially touch upon a brand’s products and services; instead
focusing on customers’ needs. Despite the potential for connection with consumers social media
seems to offer, consumers are there to interact with other people rather than brands. Social media
is not an ideal channel for selling.
Shubham Housing
Development
Finance Company
0.018 0.018 0.019
0.0067
0.0069
0.0071
Average Weekly Growth
Engagement
Shubham Housing Development Finance Company
Engagement vs. Average Weekly Growth

Chapter-4
Problem Solving Solutions

Chapter 4
Problem Solving Solutions
Here we recommend some of the solutions so as to increase their social presence in way of
building them as a Strong Brand Equity.
 For increasing the engagement rate of Facebook page of Shubham Housing Development
Finance, they may boost up their Facebook page organically by introducing a contest or a
kind of campaign which leads to more influencers as well as attracted by qualified
customers to that page and by introducing very minimal amount of goodies for more
engagement. Contest/Campaign has to be viral.
For example as Ola Cabs did a campaign on social media by using hashtags as
#Chalonikalo, And Tata Housing Development Company Limited making different
campaigns with same hashtags of #EssentialofaDreamHome.
 In order to promote organically, they must have to come up with any resource, series,
posts, links related to the industry consistently.
 In order to target the general audience they have to find that in those general audiences
which are followers of the Shubham’s Facebook Page are what amount of target audience
which converted into effective audience who are actually looking for housing
development finance companies via social media platform.
 Post a highly Sharable Image twice in a week so as customers engagement rate is in
constant mode. Brainstorm ways they can use social media to make their fans the stars.
The more they spotlight their fans and followers on your social media channels, the more
often they’ll engage with the company and come back for more.
 If we talk about Keyword Research & Discovery on Google or any other search engine,
instead of using one particular keyword related to Housing Finance companies, to target
more population to get more traffic on the website as well as social media platforms used
by Shubham Housing Development Finance, they may go for irrelevant keyword as well
so as to have a unfair advantage over the competitor’s existing in the housing
development finance industry.so that irrelevant PPC get sales or lead. After choosing that

keyword rank them accordingly that leads to the landing page of the company or social
media page of the company.
 For increasing the likes on Facebook page, send invitations to existing friends for
example like employees personal contacts in order to create the influencers.
 For making them more sustainable business on social media, they have to make presence
on more social media platforms like Instagram, Pinterest, YouTube, Google+, Twitter.

References
 Yang, Z. and Fang, Z. (2004), “Online service quality dimensions and their
relationships with satisfaction: a content analysis of customer reviews of securities
brokerage services”, The International Journal of Bank Marketing, 15(3), pp. 302-326
 Zineldin, M. (2000), "Beyond Relationship Marketing: Technological ship Marketing“,
Marketing Intelligence and Planning, 18 (1), pp. 9-23.
Websites:
 www.aon.com/india accessed on 10-02-2010
 www.bankers.asn.au/Consumers/Financial-Literacy-Program/Booklets/Smarter-Banking
accessed on 18-10-2009
 www.socialmediaexaminer.com/SocialMediaMarketingIndustryReport
 Www.SimplyMeasured.com
 www.SocialBreakers.com
 www.SproutSocial.com
 www.RivalIQ.com
 www.Cyfe.com
 www.LikeAlyzer.com
 www.Quintly.com

SOCIAL MEDIA MARKETING STRATEGIES OF SHUBHAM HOUSING DEVELOPMENT FINANCE COMPANY

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