A

SUMMER TRAINING REPORT

ON
MARKET POTENTIAL OF
HINDUSTHAN NATIONAL GLASS
LTD.
Submitted to Uttrakhad Te!hi!a" Ui#er$it% i the
&artia" 'u"(""met o' the re)uiremet 'or the a*ard
o' the de+ree o'
MASTER OF BUSINESS
ADMINISTRATION
2012-2014
Under the Guidance o
Su!"itted !#

DR. P.R ,HATTA-HAR..A SA$%IN
&%AITAN DEAN
Doo ,u$ie$$ S!hoo"
ACKNOWLEDGMENT
I am grateful to all those Customer and dealers who helped me in carrying out this project
and without whom it would not have been possible to complete this project.
First of all I wish to express my greatest gratitude to my Institute DOO !"#I$##
#C%OO&'( #$&)*"I( D$%+)D" ,".-.. to have given me such a platform to underta/e
such a0 piece of wor/ as well as enriching us with the /nowledge of various techni1ues for
carrying out this wor/s.
I am extremely than/ful to my project guide DR. ,Director in Doon !usiness #chool. who
has provided me great opportunity to wor/ under this project and given me his full hearted
support and guidance an clear my all doubts with patience.
I am extremely grateful to him for their /een support( immense trust( interest and priceless
guidance( who have given me their valuable time to discussing the various important aspect
of this project.
I wish my greatest gratitude and personally than/ful to my friends 2 colleges without whose
friendly support and /nowledge this project would not have been complete.
Date3
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I )+" -"5)+ 6)D)7 student of DOO !"#I$## #C%OO&'( #$&)*"I(
D$%+)D" ,".-.. +oll no. ;9<=><?<<<99 hereby declare that this project report wor/
entitled FI)CI)& 5))@$5$: I !.4.C.&' submitted in the partial fulfillment for
degree of 5aster of !usiness )dministration is the out come of my wor/ and the same has
not been submitted for the award of any other degree( diploma ( or other similar title of any
other university.
ARUN KUMAR YADAV
5!) 8 89 ,!.

CERTIFICATE OF ORIGINALITY
,:o be filled in by the student in his A her handwriting.
IBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB(
$nrolment o. BBBBBBBBBBBBBBBBBB of 9<;9( am a fullCtime bona fide student of 5aster of
!usiness )dministration ,5!). 4rogram of Doon !usiness #chool( Dehradun. I hereby
certify that this training report A project wor/ carried out by me
atBBBBBBBBBBBBBBBBBBBBBB
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submitted in partial fulfillment of the re1uirements of the program is an original wor/ of
mine under the guidance of the industry guide
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB
B
and internal ,faculty. guide
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB and is not based on or
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,#tudent0s #ignature.
Date3
,Internal @uideDs #ignature.
ABSTRA$T
5ar/et potential is the total sales volume that all organiEation sells during a stated
time period in a specific mar/et. 5ar/et potential certain number of brands in the mar/et(
trend of each major brandDs mar/et share over the past several years( amount of money spent
by major brands in advertising and price structure of the existing players.
) study on mar/et potential of float glasses in -ol/ata is done for %industhan
ational @lass ltd..( is a pioneer in glass containers manufacturing who tend to enter float
glass mar/et in the year ;FG>. :he objective of the study is to /now the potential of float
glasses in -ol/ata mar/et and to assess the opportunity of %@ &:D. to enter the float
glass mar/et.
:he 1uestionnaire consist of 9= 1uestions where data are collected from >< samples(
samples include wholesalers( retailers and building contractors in -ol/ata . :he conclusion
was reached using 4ercentage method( Chi s1uare test( +an/ correlation( Heighted average
method and OneCHay )O7) method.
:his study gives the sales volume for last year and it identifies the consumers( and
their choice of buying float glassesI it gives information about the facilities given by the
mar/et players to the customers to maintain customer relationship and the awareness media
through which they increase their sales. :his study would be useful for %@ &:D. while

entering the float glass mar/et. :his study can be extended to national level to /now the
global mar/ets potential.
TABLE OF CONTENTS
CHAPTER TITLE PAGE NO
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1.1.8.1 Market!" De#art$e!t C%art


#enior 7ice 4resident
+egional 5anager #outh +egional 5anager Hest
#ales $xecutive
#ales $xecutive #ales $xecutive
5ar/eting :rainee
5ar/eting :rainee 5ar/eting :rainee
+egional 5anager orth
Deputy 5anager Deputy 5anager Deputy 5anager

INTRODUCTION TO THE STUDY
%@ &:D. is a pioneer in manufacturing glass containers. :hey had planned to
manufacture and introduce Float @lasses in the year 9<<FIhence they tend to analyEe the
mar/et for float glasses through mar/eting potential.
:he firm needs to augment its potential data with information about the competitive
structure of individual mar/et. :hey have started the mar/et analysis from -ol/ata . :hese
study on mar/et potential certainness the following information about -ol/ata mar/et.
umber of brands in the mar/et.
:rend of each major brandDs mar/et share( over the past several years.
)mount of money spent by major brands in advertising currently and over the past
several years.
4rice structure of the existing players
Distribution structure with particular reference to leading retail outlets and exclusive
distributor franchises.

COMPANY PROFILE
%@ was founded by 5r. C - #omany in ;FG> following the commissioning of
IndiaDs first fully automated glass manufacturing plant at +ishra ,near -ol/ata.. )t present(
it is the /ey player in IndiaDs container glass industry with a pan India presence and its plants
located at +ishra( !ahadurgarh( +ishi/esh( eemrana( ashi/ and 4uducherry. %@ has
captured a large share of the Indian mar/et and also has an increasingly satisfied client base
in more than 9= countries.

Strate"&' He are the largest container glass solutions provider in India and we loo/ forward
to be a global leader in container glass pac/aging industry. Our strategy is to create world
class products( so that we can satiate the demands of our consumers and thus( surpass our
contemporaries in competition. It is with our integrated efforts and customer service that we
have managed to /eep our growth rate on an upward swingI in spite of the present economic
turmoil( which has adversely affected people0s lives and ways in which business is being
conducted.
O()e*t+e,' )t %@( we loo/ forward to customer satisfaction. Our main objective is to
ameliorate our customers and sta/eholders( and in the process strengthen the roots of our
organiEation( so that we can emerge as a behemoth in the glass pac/aging industry.

Va-.e,' )s we climb the success ladder( it is becoming increasingly important for us to
define our core values( as it is our values that help us remain grounded and focused towards
our goals. It gives us a definite purpose and enables us to ma/e the most of our resources.
)t %@( we believe in the core values of people( operational excellence( innovation and
integrity.


It is our people that give us the gusto to move forward( /eeping all the obstacles at bay.
Hith our diligent wor/force( production has become so much easyN

Our operational excellence has given us the strength to launch our products with even
more confidence. He have an installed capacity of G=F? :4D and this is what distinguishes
us from our competitors.

Innovation and integrity are two important things that drive the %@ team. :hese values
are li/e assets that consolidate us in our march towards a greater future.

T%e (e!e/t, 0/ -"%t12e"%t *0!ta!er "-a,, (0tt-e,'
C )ccelerated bottling process
C Increased bottles per ton
C +educed price per bottle
C Improved bottle 1uality
C $nhanced availability
C +educed transportation cost
C $nhanced bottle transparency
C Increased strength following uniform and optimum wall thic/ness
V,0!
:o create a world class glass manufacturing plant that pursues 1uality cost reduction ( and
productivity improvement measures in a truly holistic manner( leading to customer (
shareholders $mployee and suppliers satisfaction this integrated effort will result in the
company becoming a industry benchmar/ and a role model for system processes and results.
M-e,t0!e
1345 Incorporation of %@ in +ishra ,near -ol/ata. on the 9=rd days of February
1367 Commissioning of India0s first fully automated glass manufacturing plant with an
installed capacity of =< :4D

7881 Installed capacity was raised to ;;<< :4D Certified with I#O F<<;39<<<
7887 4roduction strength was raised to ;K<< :4D with the ac1uisition of Owens
!roc/way ,India. &td.
7889 "nveiling of :45 with an objective to improve the drawCtoCpac/ efficiency by
nearly =<< basis points
7886 )c1uisition of &arsen 2 :oubro 4lant ,ashi/. led to the escalation of installed
capacity to 9;?< :4D
7885 Debottlenec/ing further raised the installed capacity of %@ to 9G=? :4D
788: &ean #ix #igma was launched to reduce nonCvalue added time ,between production
completion and revenue generation.
788: )c1uisition of eemrana 4lant through the merger of %aryana #heet @lassInstalled
capacity increased to 9?G< :4D
7888 $+4 was introduced to facilitate timely decision ma/ing( superior inventories
management and eliminate data redundancies
7888 +eceived I#O 99<<< certification
7883 Developed C)DAC)5 facilities to design a variety of bottles in different siEes(
customiEed to the precise re1uirements of pharmaceuticals( processed foods( li1uor and soft
drin/ industries
7883 Implementation of #)4

7818 Installed capacity increased to 9K9? :4D through !rownfield expansions
7818 #inged largest deals in the Indian @lass Industry worth +s 9.? billion
7819 Installed capacity increased to G=F? :4D with the introduction of #+ and D4
plant of >?< :4D capacities each.
Ne2 ;e+e-0#$e!t
NNPB Te*%!0-0"&
4! is a revolutionary process that not only controls the distribution of glass inside the
container( but also reduces the weight of glass by ==O without having any adverse effects on
the performance of the glass containers. %@ is the first to introduce and commercialiEe
this technology in India. .

%@ introduced the narrow nec/ press and blow ,4!. technology in 9<<JC<K( which
lead to the reduction in the consumption of molten glass per bottle without compromising on
product strength. Facilitating superior glass distribution( this technology reinforces the
bottle0s resistance to pressure on the filling line. It also leads to a decrease in logistics cost
and increase in consumer acceptability of the bottles
%@ invested a capital of +s. ;<< Cr. to introduce this technology in India. On one hand(
this technology enabled the company to reduce production costs and wastagesI and on the
other( it strengthened capacity utiliEation. :hrough 4!( %@ strives to remain
competitive with other pac/ing alternatives and continue to be the mar/et leader in India.

Narr02 Ne*k Pre,, a!; B-02 V, B-02 a!; B-02 te*%!0-0"&'

:he parison facilitates precision in control


$nhanced glass distribution throughout the bottle

&ighter in weight( hence a lower consumption of molten glass

&ower cost
@roup companies
@lass $1uipment ltd.
Incorporated in ;FJG( @lass $1uipment , India . &imited is a reputed Indian container glass
manufacturing company( which accounts for the manufacture of sophisticated e1uipment for
glass plants. It is also an expert in manufacturing critical spares for @lass container
manufacturing industries and provides solutions in setting up glass plants on a turn/ey basis.
@$I& not only provides the e1uipments for the glass industriesI it provides expert guidance
in the entire process of glass container manufacture. @lass $1uipment , India . &imited is
located in ew Delhi ,on ational %ighway o. ;<. at a proximity to the !ahadurgarh
4lant.

#omany foam ltd.
#omany Foam &imited was set up at !%$& Industrial )rea( %aridwar with a capital outlay
of I+ =>< million. It is one of the fastest growing in India that specialiEes in the
manufacture of the different types of foam( especially 4olyurethane Foam
HNG FLOAT GLASS LTD.
%@ Float @lass &imited was incorporated in 9<<> in %alol , @ujarat . under the flagship
of the %@ @roup to manufacture the different varieties of float glass. :he company started

with a capital outlay of I+ ??< Cr and has an installed capacity of ><< :4D.
%@ Float @lass &imited was established by the %@ @roup for a synergic diversification
of their line of business. :his business initiative gave the @roup an opportunity to explore
the new arenas of the glass business( which is booming at present.
)5C& 5achineries ltd.
)5C& 5achinery &imited is based in !utibori , agpur . on a prolific area of ?<<< s1uare
meters. It is one of the well /nown companies in India that deals with the design and
production of machineries for the +ubber 2 :yre Industry( :ransit 5ixers( Cement Industry
and !ul/ %andling #ystem. It also accounts for the supply and installation of mechanical
e1uipments in the given industries. :he company is certified with I#O F<<;39<<< and is
loo/ing forward to technical collaborations with the Lapanese manufacturers.
Dr+!" /0r*e
Mr. C K S0$a!&< C%ar$a!
5r. C - #omany is an ac/nowledged expert in glass technology( who laid the foundation of
%industhan ational @lass and Industries &td. in ;FG> with a vision to become the largest
producer of glass containers in the world. 4resently( he is serving as the onC$xecutive
Chairman of the Company and is providing policy guidelines for the management and
administration of the Company. %e holds an F.!.I.5. ,&ondon. Degree and a Degree in
@lass 4lant Instrumentation from %oneywell !rown( 5inneapolis ( ".#.).
5r. C.-. #omany has served as the 4resident of the )ll India @lass 5anufactures0
)ssociation( !engal @lass 5anufacturers0 )ssociation and several other commercial and
nonCcommercial organiEations. %e has served as the Chairman of the Development 4anel for
@lass Industry formed by the @overnment of India( 5inistry of Industry between ;FF? and

;FFJ. %e is also associated with various charitable and philanthropic organiEations carrying
on the traditions of his illustrious ancestors. %e was inducted in the !oard in the year ;FJ<.
%e subse1uently too/ over as the $xecutive Director of the Company and thereafter as the
5anaging Director of the Company( a post held by him up to #eptember( 9<<<.
Mr. Sa!)a& S0$a!&< V*e C%ar$a! = Ma!a"!" Dre*t0r
5r. #anjay #omany is a Commerce @raduate and has obtained a diploma in Diesel
$ngineering. %e is also very well versed in @lass 5anufacturing :echnology.
5r. #anjay #omany( is the son of 5r. C - #omany( who had been the 5anaging Director of
5As. @lass $1uipment ,India. &imited ,a subsidiary of %@.. %e has also served as the
4resident of )ll India @lass 5anufacturers0 Federation. %e is( at the present( the 7ice
Chairman 2 5anaging Director of %@. Hith an experience of around 9> years( 5r.
#anjay #omany is actively involved in the management and administration of the Company.
Mr. M.k.- S0$a!&< V*e C%ar$a! = Ma!a"!" Dre*t0r
5r. 5u/ul #omany is a Commerce @raduate. %e is a noted Industrialist in the @lass
5anufacturing Industry and has contributed significantly in the progress of the Company. )t
present( he is the 7ice Chairman 2 5anaging Director of the Company. %e has an
experience of around 9; years in the @lass Industry. %e is currently the 4resident of )I@5F.

>.a-t& #0-*&
C.,t0$er ,at,/a*t0! %a, (ee! t%e ke& t0 0.r ,.,ta!e; $arket -ea;er,%#. It ,<
t%ere/0re< 0.r #0-*& t0'
Consistently provide services in time along with the expectations of our customers at
competitive prices paisa.

)ctively pursue everCimproving 1uality through programmes that enable each employee to
do his job right the first time.
He strongly believe in the future of glass.
CASE STUDIES

G-0(a- Gree! C0$#a!& Lt;. ,@@C&. is a multinational food company that desired to
evolve its product sourcing without any change in 1uality or pricing. %@( in an attempt to
address this demand( designed and developed high performance jars that could suit the
various needs of the companyI thereby accelerating production by nearly G< jars per
minutes( enhancing pac/ing line efficiency by over 99O( and reducing wastages from ;O to
less than <.?O.
:he gher/in jars developed by %@( helped us achieve the desired objectives P the 1uality
of jars continue to meet international standards and line performance has seen a substantial
improvement. He are eager to maintain a steady longCterm relationship with %@( not only
for this line of products( but other #-"s as wellN
C V*e Pre,;e!t< Pr0*.re$e!t< @@C&
S%+a D,t--ere, Lt;. Q a Coimbatore based I5F& company Q approached %@ to
introduce new bottle designs that would reduce wastages and improve the overall line
efficiencies( at the same time being aesthetically appealing. %@ strives to provide
customiEed solutions to its clients( and in order to cater to the said demand( it introduced ;K<

ml bottle with its principle axis set to enhance bottle compactness and tensile strength(
reduce brea/ages( and improve glass distribution and line efficiencies.
:he ;K< ml bottle developed by %@ helped us meet our desired objectives. :he brea/age
level for this bottle visCRCvis a standard bottle reduced substantially with an overall
improvement in line performance. He loo/ forward to wor/ing on more designs with %@
to improve our brand e1uity and achieve cost optimiEation benefits.
C C%ar$a!< Ba!!ar A$$a! Gr0.#
Hr P0-*&
HNG?, HR P0-*& , (a,e; 0! t%e @C0re Be-e/,? 0/ t%e HNG Gr0.# a, e!.$erate;
(e-02'
$mployees( in a broad sense( are valuable resources. If effectively managed( rather than
administered( from the strategic point of view they will contribute significantly to
organiEational effectiveness( and thus will be a source of competitive advantage to the
Company
#trategic %uman +esource 4lanning is lin/ed up with the business planning of the
organiEation
OrganiEational culture 2 climate influence the level of job satisfaction of employees
$ffective group wor/ing leads to greater synergy and enhanced performance
$ffective %+5 can ma/e a positive contribution to organiEational effectiveness
$mployee $ngagement for ac1uiring( retaining and grooming talent pool in the company
%@ engages fresh @raduate $ngineers from I: and +egional $ngineering Colleges to

induct fresh talent( groom them in %@ Culture in order to strengthen the 5iddle
5anagement
Sa-e!t /eat.re, 0/ t%e P0-*&
:o create organiEational capabilities as a means to building competitive advantage
:o create high performance culture as a way of life for all the employees in the
organiEation
:o find the right people and to retain and empower them to achieve the objectives of the
Company
:o create an %+ brand for the Company by creating ownership internally and attraction
externally
:o promote transparency within the Company and open the channels of communication

M*k!,e&?, :S /ra$e 20rk
:he 5c-insey J# model was named after a consulting company( 5c-insey and Company(
which has conducted applied research in business and industry ,4ascale 2 )thos( ;FK;I
4eters 2 Haterman( ;FK9.. )ll of the authors wor/ed as consultants at 5c-insey and
CompanyI in the ;FK<s( they used the model to analyse over J< large organisations. :he
5c-insey J# Framewor/ was created as a recognisable and easily remembered model in
business. :he seven variables( which the authors term SleversS( all begin with the letter S#S3

Figure ;3 5c-insey0s J# 5odel
:hese seven variables include structure( strategy( systems( s/ills( style( staff and shared
values. #tructure is defined as the s/eleton of the organiEation or the organiEational chart.


OBAECTIVE OF THE MODEL ,:o analyEe how well an organiEation is positioned to
achieve its intended objective.
U,a"e
Improve the performance of a company
$xamine the li/ely effects of future changes within a company
)lign departments and processes during a merger or ac1uisition
Determine how best to implement a proposed strategy
:he #even Interdependent $lements
:he basic premise of the model is that there are seven internal aspects of an
organiEation that need to be aligned if it is to be successful
%ard $lements
#trategy
#tructure
#ystems
#oft $lements
#hared 7alues
#/ills
#tyle
#taff
M*k!,e&?, :S /ra$e 20rk 2t% ,#e*a- re/ere!*e t0 0r"a!Bat0! .!;er ,t.;&.
:he 5c-insey J# Framewor/ is a management model developed by wellC/nown business
consultants Haterman and 4eters ,who also developed the 5!H)CC S5anagement !y

Hal/ing )roundS motif( and authored SIn #earch of $xcellenceS. in the ;FK<s. :his was a
strategic vision for groups( to include businesses( business units( and teams. :he J# are
structure( strategy( systems( s/ills( style( staff and shared values.
:he model is most often used as a tool to assess and monitor changes in the internal
situation of an organiEation.:he model is based on the theory that( for an organiEation to
perform well( these seven elements need to be aligned and mutually reinforcing. #o( the
model can be used to help identify what needs to be realigned to improve performance( or to
maintain alignment ,and performance. during other types of change.
Hhatever the type of change Q restructuring( new processes( organiEational merger( new
systems( change of leadership( and so on Q the model can be used to understand how the
organiEational elements are interrelated( and so ensure that the wider impact of changes
made in one area is ta/en into consideration.
6ou can use the J# model to help analyEe the current situation ,4oint ).( a proposed future
situation ,4oint !. and to identify gaps and inconsistencies between them. It0s then a
1uestion of adjusting and tuning the elements of the J# model to ensure that your
organiEation wor/s effectively and well once you reach the desired endpoint.
#ounds simpleT Hell( of course not3 Changing your organiEation probably will not be simple
at allN Hhole boo/s and methodologies are dedicated to analyEing organiEational strategy(
improving performance and managing change. :he J# model is a good framewor/ to help
you as/ the right 1uestions Q but it won0t give you all the answers. For that you0ll need to
bring together the right /nowledge( s/ills and experience.
Hhen it comes to as/ing the right 1uestions(...

CHAPTER C II
REVIEW OF LITERATURE
7.1 DEFINING MARKET POTENTIAL
5ar/et or sales potential must be stated for a given product or group of product for a
given area for a given period of time( usually a year.
5ar/et potential is the total sales volume that all organiEation selling during a stated
time period in a specific mar/et could expect to achieve under ideal conditions.
) mar/et potential indicates how much of a particular product can be said to a
particular mar/et segment over some future period. :he term potential refer to a maximum
level of sales and assumes that all the mar/eting plans are sound and effecting implemented
and all prospective customer with the desire and ability to buy do so.
7.1.1 A!a-&B!" $arket #0te!ta-
:he important steps in analyEing the mar/et potential are
;.5ar/et identification
:he first step in analyEing a products mar/et potential is to identify its mar/et
identification re1uires finding out
a. Hho buy the productsT
b. Hho uses it ofT
c. Hho are the prospective buyers andAor usersT
7.Market $0t+at0!
:he second step in analyEing mar/et potential is to detect the reasons why customers
buy the product and the reasons why potential customers might buy it.
5ar/et motivation studies answers the twins 1uestions. Hhy do people buy and why donDt
people buyT most explaining the buyer behavior of ultimate customers rather than industrial

users. :he information from motivation studies helps not only estimating a products mar/et
potential but also assist in deciding.
a. %ow best to present the products in sale tal/
b. :he relative effectiveness at different selling appeals
c. :he appropriateness of various promotional methods
9.A!a-&,, 0/ $arket #0te!ta-.
%aving identified the potential buyers and their buying behavior their step is to
analyEe the mar/et potential generally mar/et potential cannot be analyses directly. #o an
analysis ma/es use of mar/et factors. ) mar/et factor is a mar/et potential. It is a twoC
stepped process.
a. #elect the mar/et factors associated with the product demand
b. $liminating those mar/et segments that do not contain prospective buyer at the
product.
5ar/et potential analysis is a strategic tool to identify mar/et opportunities and
invest resources where they will have the greatest return in the long run. 5ar/et potential
analysis enables companies to3
CategoriEe countries as lead mar/ets( brea/out mar/ets or emerging mar/ets.
*uantify mar/et potential for a given product by country( region or globally( now
and in the future
Identify growth drivers and barriers in those mar/ets.
"nderstand how to exploit growth mar/ets by tailoring mar/etingI product
development and production strategies to meet customer demands and overcome
mar/et barriers.
7.7 MARKET POTENTIAL INFLUENCERS
5any forces influence mar/et potential( but there are two broad sets of factors that
are /ey3 Demand Drivers and Inhibitors ,Figure ;..

F".re 1. De$a!; ;r+er, /0r #r0;.*t
7.7.1 De$a!; Dr+er,
Demand drivers are the factors that affect the siEe( readiness or exploitability of
mar/ets. :hree are especially important.
:he first is the ,Be a!; 2ea-t% of a mar/et. :his determines the number of
households( companies( government agencies and other organiEations that can
actually afford to buy a product. :his is not a simple calculation( and average figures
such as total population and @D4 per capita offer only a starting point. Other factors
include household income distribution and the structure of the business sector. 5uch
of the value of mar/et potential analysis comes in calculating accurately the number
of potential customers there are for a given product.
:he second is the .t-t& of a product in a particular mar/et. :his varies according to
the nature of the product and the characteristics of the mar/et. For instance( if you
are selling an $nglishConly online service( the number of people who spea/ $nglish
in a given mar/et will determine the value of the service. #imilarly( if you are selling
4Cs for small businesses( the value of the systems will depend on how easily they
can be networ/ed and communicate internally.

:he third demand driver is the ,.##0rt!" !/ra,tr.*t.re for a product. FroEen
foods re1uire refrigerators( and refrigerators re1uire electricity( so the demand for
froEen foods is dependent on the presence of reliable( affordable electrical power.
For information and communication products( the necessary infrastructure can
include telephone lines( satellite uplin/s( and human resources such as s/illed
programmers( technicians and users. :he 1uality of infrastructure generally
corresponds to national wealth( but there are significant differences among countries
at similar levels of wealth.
7.7.7 De$a!; I!%(t0r,
5ar/et potential in a given country can appear to be high( but actual demand
remains low. :his is usually due to the presence of demand inhibitors that either raise the
cost or lower the utility of a product. )n obvious example is a tax or tariff( which increases
the price to final customers. *uotas and other trade barriers have the same effect. #ome
inhibitors such as tariffs are explicit and can be 1uantified( while others are less visible and
can only be identified through in depth /nowledge of a country. For example( the business
model of companies( management culture( and labor environment ,e.g.( lifetime
employment( strong unions. can inhibit demand.
2'( Mar)et *otentia+ or Su,erood- Ana+#.ed
)ccording to a recent report from Datamonitor( ew 6or/( #uperfood 2 Drin/s3
Consumer )ttitudes to utrient +ich 4roducts(' the superfood' food and beverage mar/et
is expected to double by 9<;;. :he report builds on the momentum of several trends to point
to potential growth opportunities for this mar/et. #ome of the current trends driving this
include3
U #uperfood' is a concept that has been populariEed in the last two yearsI
U Consumers are paying additional attention to diet and nutritionI

U Consumers are increasingly opting for food and drin/s with additional healthCpromoting
benefitsI
U Consumers are increasingly incorporating more fruit into their dietI
U umerous superfoodCstatus products are enjoying buoyant sales( especially in the "nited
#tates where the concept is more widely promoted.
7.4 Market P0te!ta- /0r Ce--.-0,e Et%a!0-
:he 5ar/et for Cellulose $thanol report from "# government is an inCdepth analysis
of the prospects for the use of cellulose ethanol as a fuel. :he report includes a
comprehensive analysis of how cellulose ethanol is produced( its costCeffectiveness( the
growth drivers promoting the use of ethanol over other fuels( the barriers to mar/et( and
much more. :he report also focuses on the steps the government is ta/ing to promote
ethanol use( including tax incentives( funding for research and development( funding for
technology( and other measures. :he report also covers the basics of ethanol productionI
how ethanol differs from other fuels( and the benefits to consumers from using ethanol.
7.6 A,,e,,$e!t 0/ t%e Market P0te!ta- 0/ a Ne2 Pr0;.*t C0$(!!" T20 Da(ete,
5edications( 4harmaceuticalA!iotech( !rand 5anagement
)n emerging biotechnology company was considering developing a new
combination product and wanted to understand the mar/et potential for this venture. :o
determine the li/ely mar/et segmentation and pricing for this product( the client hired
Campbell )lliance for assistance. :he Campbell )lliance team developed an interactive
forecast model to estimate the sales of such a product( then produced detailed forecasts for
production( revenue( and profitAloss. !ased on the results of these forecasts and the potential
of the product( client decided to proceed with production and is currently constructing a
manufacturing facility.
7.5 Market P0te!ta- /0r C0$#.ter, a!; 0t%er I!/0r$at0! Te*%!0-0"e,
Keeth L. Kraemer ad /a$o Dedri!k0 -eter 'or Re$ear!h o
I'ormatio Te!ho"o+% ad Or+ai1atio$0 Ui#er$it% o' -a"i'oria0 Ir#ie0
-A 23425

Ma% 622708orki+ Pa&er9 :ITR;6<2
Thi$ &a&er de$!ribe$ a methodo"o+% 'or e$timati+ the market
&otetia" 'or !om&uter$ ad other i'ormatio te!ho"o+ie$. Market
&otetia" aa"%$i$ i$ ot market 'ore!a$ti+0 a"thou+h 'ore!a$ti+ *he
the &otetia" o' a market mi+ht be rea"i1ed !a be &art o' the aa"%$i$. At
ba$e0 market &otetia" aa"%$i$ $i1e$ market$ ba$ed u&o a $e)uetia"
ad i!rea$i+"% re(ed &ro!e$$ 'rom +"oba" or re+ioa" to atioa"
market$ ad bu$ie$$0 !o$umer ad other $e+met$ *ithi atioa"
market$.
7.: NEW1PRODUCT DEVELOPMENT
:he development of original products( product improvements( product modifications
and new brands through the firmDs own +2D efforts.
5ajor stages in new product development are
7.:.1 I;ea Ge!erat0!
:he systematic search for new product ideas. 5ajor sources of newCproduct ideas
include internal sources and external sources such as Customers( competitors(
distributors and suppliers and others.
7.:.7 I;ea ,*ree!!"
#creening the newCproduct ideas in order to spot good ideas and to drop poor ones as
soon as possible.
7.:.9 C0!*e#t De+e-0#$e!t a!; Te,t!"
7.:.9.1 Pr0;.*t C0!*e#t
) detailed version of the newCproduct idea stated in meaningful consumer terms.
7.:.9.7 C0!*e#t te,t!"
:esting newCproduct concepts with a group of target consumers to find out if the
concepts have strong consumer appeal.
7.:.4 Market!" Strate"& De+e-0#$e!t
Designing an initial mar/eting strategy for new product based on the product concept.

7.:.6 B.,!e,, a!a-&,,
) review of the sales( costs and profit projections for a new product is to find out
whether these factors satisfy the companyDs objectives.
7.:.5 Pr0;.*t De+e-0#$e!t
Developing the product concept into a physical product in order to ensure that the
product idea can be turned into a wor/able product.
7.:.: Te,t $arket!"
:he stage of new product development in which the product and mar/eting program are
tested in more realistic mar/et settings.
7.:.8 C0$$er*a-Bat0!
Introducing a new product into the mar/et.
2'/ MAR&ETING RESEAR$%
5ar/et +esearch is the systematic design( collection( analysis and reporting of data
relevant to a specific mar/eting function facing an organiEation.
5ar/eting research is the systematic objective and exhaustive search for a study of
the facts relevant to any problem in the field of mar/eting .In order to understand the needs
of buyer and their behaviorI we have a tool called mar/eting research. It generates
information for the decision mar/ers to design and develop suitable product and to price it
properly( to produce it effectively and to distribute it for the convenience of the buyer.
5ar/eting research can help mar/eters assess mar/et potential and mar/et shareI
understand customer satisfaction and purchase behaviorI and measure the effectiveness of
pricing( product( distribution and promotion activities.
:he )merican 5ar/eting )ssociation defines mar/eting research as
5ar/eting is the function which lin/s the consumer( customer and public to the
mar/eter through informationCinformation used to identify and define mar/eting
opportunities and problemI generate( refine and evaluate mar/eting actions( monitor
mar/eting performanceI and improve understanding of mar/eting as a process'.

2'/'1 Need or the "ar)etin0 Re-earch
a. :he companiesD uses mar/eting research to measure the mar/et potentials(
characteristics of their mar/ets( and their share of the mar/ets.
b. It is used to obtain information that could help them ma/e short range and long range
forecast.
c. It is used to evaluate new product opportunities and acceptances( and to test the
existing products relative to competitorDs product.
d. :hey are useful in better advertising decisions.
e. 5ar/eting +esearch is a critical element that ma/es our mar/eting effort effective.
2'/'2 Sco,e o Mar)etin0 Re-earch
5ar/eting +esearch is used to find solution to any problem of mar/eting. It anticipates a
problem or can diagnose any existing problem mar/eting research concern itself with any
problem at mar/eting mix ,four 4Ds of mar/eting Q 4roduct( 4rice( 4romotion and 4lace.. It
brings corporate research also with its ambit. 5ar/eting +esearch for the purpose of
advertising and other mar/eting decision generally cover the following are
2'/'2'1 *roduct Re-earch
4roduct +esearch can be conducted regarding concept and positioning of the product. #ales
potential and sale forecasting for different products and mar/et trend analysis form the
major activities in this research.
5ar/eting +esearch
)dvertising
+esearch
4roduct
+esearch
Consumer
+esearch
#ales
+esearch
Corporate
+esearch

2'/'2'2 *ro"otion Re-earch
4romotion +esearch is related to personal selling( advertising( public relation and sales
promotion research.
7.8.7.9 D,tr(.t0! Re,ear*%
:his research activity includes location and design for distribution outlets( transpiration and
logistic studies( dealerDs surveys etc.
2'/'2'4 *rice Re-earch
It includes pricing studies about elastic ties marginal analysis( cost analysis and perception
regarding price.
:he 4rincipal tas/ of mar/eting 5anagement is to fulfill the aspiration of the consumers li/e
what they wantI how they ma/e the choiceI or what are there source of information and
influence processes etc .In this process an organiEation can identify new opportunities in the
mar/etI evaluating and monitor mar/eting actions and in general( evolve better mar/eting
program to serve the interest at consumer. :hus mar/et research acts as a lin/ between the
customer and the mar/eter.
7.3 CONSUMER BEHAVIOUR
Consumer behavior is the study of how people buy( what they buy( when they
buy and why they buy. It blends elements from 4sychology( sociology( sociopsychology(
anthropology and economics. It attempts to understand the buyer decisionCma/ing process(
both individually and in groups. It studies characteristics of individual consumers such as
demographics( psychographics and behavioral variables in an attempt to understand peopleDs
wants. It also tries to assess influences on the consumer from groups such as family( friends(
reference groups and society in general.
Consumer behavior essentially refers to how and why people ma/e the purchase
decisions they do. 5ar/eters strive to understand this behavior so they can better formulate
appropriate mar/eting stimuli that will result in increased sales and brand loyalty. :here are
a vast number of goods available for purchase( but consumers tend to attribute this volume

to the industrial world0s massive production capacity. +ather( the giant /nown as the
mar/eting profession is responsible for the variety of goods on the mar/et. :he science of
evaluating and influencing consumer behavior is foremost in determining which mar/eting
efforts will be used and when.
5ar/eters spend a great deal of time and money discovering what compels
consumers to ma/e such onCtheCspot purchases. 5ar/et researchers obtain some of the best
information through inCstore research( and will often launch new products only in select
small venues where they expect a reasonable test of the product0s success can be executed.
In this manner( they can determine whether a product0s success is li/ely before investing
excessive company resources to introduce that product nationally or even internationally.
7.18 INTERPRETING CONSUMER BEHAVIOR
:here are two principal ways to evaluate the motivation behind consumer purchases.
:hese are by direction ,what they want. and intensity ,how much they want it.. Direction
refers to what the customer wants from a product. 5ar/eters need to understand the
principal motivation behind each type of product to correctly target potential customers.
:he other way to evaluate consumer behavior( intensity( refers to whether a
customer0s interest in a product is compelling enough that they will go out and ma/e the
purchase.
7.11 INFLUENCING CONSUMER BEHAVIOR
One of the best ways to influence consumer behavior is to give buyers an acceptable
motive. :his is somewhat related to the idea of as/ing what type of person would buy a
certain product in evaluating consumer behavior. Consumers want to feel they0re doing
something good( being a good person( eating healthy( ma/ing contacts( /eeping up
appearances( or that they just deserve to be spoiled a little bit. If mar/eters can convince
consumers that they need a product or service for some SlegitimateS reason( customers will
be more li/ely to ma/e a purchase.

7.17 MOTIVATION
5otivation refers to an activated state within a person that leads to goalCdirected behavior.
It consists of the drives( urges( wishes( or desires that initiate the se1uence of events
leading to a behavior.
5otivation begins with the presence of a stimulus that spurs the recognition of a
need.
eed recognition occurs when a perceived discrepancy exists between an actual and
a desired state of being
eeds( can be either innate or learned.
eeds are never fully satisfied.
Feelings and emotions ,I.e.( affect. accompany needs
$xpressive needs involve desires by consumers to fulfill social andAor aesthetic
re1uirements.
"tilitarian needs involve desires by consumers to solve basic problems ,e.g. filling a
carDs gas tan/..
7.19 DISTRIBUTION CHANNEL
Distribution channel is defined as Sall the organiEations through which a product
must pass between its point of production and consumptionS
7.19.1 F.!*t0!, 0/ a D,tr(.t0! C%a!!e-
:he main function of a distribution channel is to provide a lin/ between production
and consumption. OrganiEations that form any particular distribution channel perform many
/ey functions3

Information @athering and distributing mar/et research and intelligence C important
for mar/eting planning
4romotion Developing and spreading communications about offers
Contact Finding and communicating with prospective buyers
5atching )djusting the offer to fit a buyer0s needs( including grading( assembling
and pac/aging
egotiation +eaching agreement on price and other terms of the offer
4hysical distribution :ransporting and storing goods
Financing )c1uiring and using funds to cover the costs of the distribution channel
+is/ ta/ing )ssuming some commercial ris/s by operating the channel ,e.g. holding
stoc/.
7.19.7 N.$(er, 0/ D,tr(.t0! C%a!!e- Le+e-,
C%a!!e- 1

C%a!!e- 7
C%a!!e- 9
C%a!!e- 4
5anufacturer Consumer
5anufacturer +etailer Consumer
5anufacturer Hholesaler +etailer Consumer

In the above figure( Channel ; is called a D;re*t1$arket!"D channel( since it has
no intermediary levels. In this case the manufacturer sells directly to customers.
:he remaining channels are D!;re*t1$arket!" *%a!!e-,D. Channel 9 contains
one intermediary. In consumer mar/ets( this is typically a reta-er.
Channel = contains two intermediary levels C a wholesaler and a retailer. )
wholesaler typically buys and stores large 1uantities of several producersD goods and then
brea/s into the bul/ deliveries to supply retailers with smaller 1uantities. For small retailers
with limited order 1uantities( the use of wholesalers ma/es economic sense. :his
arrangement tends to wor/ best where the retail channel is fragmented C i.e. not dominated
by a small number of large( powerful retailers who have an incentive to cut out the
wholesaler.
5anufacturer Hholesaler Lobber +etailer Consumer

$%A*TER 1 III
OBAECTIVES OF THE STUDY
:o assess the market for glasses in -ol/ata region and to assess the opportunities
for %@ &:D. to enter the mar/et.
:o identify the existing mar/et players( their mar/eting channel and the promotional
activities they adapt.
:o understand the consumer choice of buying float glasses in this mar/et.
Finally to suggest measures based on the findings.

CHAPTER C IV
RESEARCH METHODOLOGY
4'1'1 RESEAR$% DESIGN
:he research design used was Descriptive one. It narrates the whole research in a
simple manner.
4.1.7 TYPES OF DATA COLLECTED
4.1.7.1 Pr$ar& Data
*uestionnaires were prepared and interview was conducted. 5ost of the 1uestions
are of multiple choices. :he *uestionnaires were framed in $nglish. @enerally 99 *uestions
are framed and the data are collected from the glass dealers in -ol/ata region.
4.1.7.7 Se*0!;ar& Data
#econdary data was collected from Internet( various boo/s( journals and Company
+ecords.
4.1.9 >UESTIONNAIRE CONSTRUCTION
*uestionnaire was constructed in three formats
i. 5ultiple choices
ii. Close ended
iii. Open ended
4'1'4 DEFINING T%E *O*U2ATION
:he population or universe can be finite or infinite. :he population is said to be finite
if it consist of a fixed number of elements so that it is possible to enumerate it in its totality.
#o in this project consist of finite population.

4.1.6 SAMPLE SIEE
early >< samples were ta/en from -ol/ata and the data was collected.
4.1.5 FIELDWORK PERIOD OF STUDY
:he fieldwor/ is done at -ol/ata regions li/e )rumba//am( Choolai( 4arrys(
7ada4alani( 55D)( :.agar( 4anagal 4ar/( -odampa//am( )dayar and )sho/ agar.
4'1'3 *ERIOD OF STUD4
:he period is from )ugust ;(9<<J to #eptember ;=(9<<J.
4.1.8 DESCRIPTION OF STATISTICAL TOOLS USED
4ercentage method
ChiCs1uare test
Heighted average
+an/ Correlation
One Hay )O7)
4.7 PERCENTAGE METHOD'
In this project 4ercentage method test was used. :he following are the formula
N0 0/ Re,#0!;e!t
Per*e!ta"e 0/ Re,#0!;e!t F G 188
T0ta- !0. O/ Re,#0!;e!t,

4.9 CHI1S>UARE ANALYSIS'
In this project chiCs1uare test was used. :his is an analysis of techni1ue( which
analyEed the stated data in the project. It analysis the assumed data and calculated in the
study. :he ChiCs1uare test is an important test amongst the several tests of significant
developed by statistical. ChiCs1uare( symbolically written as x
9
,4ronounce as -iC#pare.( is a
statistical measure used in the context of sampling analysis for comparing a variance to a
theoretical variance.
F0r$.-a<
HO1EI
7

7 F
E
O F O(,er+e; /reJ.e!*&
E F EG#e*te; /reJ.e!*&
4.4 WEIGHTED AVERAGE METHOD
Heighted average can be defined as an average whose component items are
multiplied by certain values ,weights. and the aggregate of the products are divided
by the total of weights.
One of the limitations of simple arithmetic mean is that it gives e1ual importance to
all the items of the distribution.
In certain cases relative importance of all the items in the distribution is not the
same. Hhere the importance of the items varies.

It is essential to allocate weight applied but may vary in different cases. :hus
weight age is a number standing for the relative importance of the items.
4.6 RANK CORRELATION
4earsonDs correlation coefficient measures an accurate degree of correlation between
two variables. :wo variables tend to correlate when the change in value of one variable
causes corresponding change in the value of the other variable.
4.5 ONE 1WAY ANOVA
:he basic principle of )O7) is to test for difference among the means of the
populations by examining the amount of variation within the each of these samples( relative
to the amount of variation between the samples. In OneCway )O7) only one factor is
considered and then observe that the reason for said factor to be important is several
possible types of samples can occur within that factor.
In short( we have to ma/e two estimates of population variance viE.( one based on
between samples variance and based on within samples variance. :hen said two estimates of
population variance are compared with FCtest( wherein we wor/ out.
E,t$ate 0/ #0#.-at0! +ara!*e (a,e; 0! (et2ee! ,a$#-e, +ara!*e
F F
E,t$ate 0/ #0#.-at0! +ara!*e (a,e; 0! 2t%! ,a$#-e, +ara!*e

$%A*TER 1 5
DATA ANA24SIS AND INTER*RETATION
TABLE 6.1
AREA $O5ERED B4 DEA2ERS IN &O2&ATA REGION
#.o
)+$) O.OF +$#4OD$:# 4$+C$:)@$
1
North
18 98
7
We,t 7 9.99
9
S0.t% 8 19.99
4
Ea,t 8 8
6
A-- t%e a(0+e 97 69.99
:O:)& >< ;<<
Source : Primary Data

Inerence6
From the above table it is inferred that ?=.==O of dealers trade all over the -ol/ata
region( =<O of them cover orth of -ol/ata ( ;=.==O of them cover #outh of -ol/ata and
=.==O of them trade in Hest -ol/ata .
CHART' 6.1
South
13%
All the above
54%
West
3%
East
0%
North
30%
TABLE 6.7
BRANDS AVAILABLE IN THE SHOWROOM
#.o
!+)D O OF +$#4OD$:# 4$+C$:)@$
;
Saint Go!ain
9G G<
9
%@ &td. 9 =.==
=
5odi @uard ;< ;>.>>
G
:riveni 9 =.==
?
Imported ;< ;>.>>
>
)ll the above ;9 9<
TOTAL 58 188
Source : Primary Data
I!/ere!*e'

:he above table states that G<O of Dealers sell #aint @obain float glasses( ;>.>>O of
them deal with 5odi @uard and Imported from Indonesia( China( :hailand( @ujarat(
4a/istan( =.==O of sell %@ &td. and :riveni and 9<O of deal with all the above brands.
$%ART 7'2
40
3.33
16.66
3.33
16.66
20
0
5
10
15
20
25
30
35
40
Saint
Gobain
Asahi Modi Guard riveni !thers All the
above
In O
TABLE 6.9
MEDIA THROUGH WHICH DEALERS GOT AWARE
OF THE BRANDS
#.o
5$DI) O OF +$#4OD$:# 4$+C$:)@$
;
Ad#erti$emet
K ;=.==
9
5anufacturesADealers =K >=.==
=
Friends 9 =.==
G
ewspaperAmagaEines < <
?
)ll the above K ;=.==
>
o response G >.>

:O:)& >< ;<<
Source : Primary Data
I!/ere!*e'
:he above table shows >=.==O Dealers got awareness about the !rands mainly from
the 5anufactures( ;=.==O of them got aware from )dvertisement( =.=O of them through
friends and ;=.==O of them got awareness from all the above media( where >.>>O of
Dealers gave no response since they continued this business from their 4arents.
CHART 6.9
No res"onse
#%
Advertise$ent
13%
ne%s"a"er&$a'a(ine
0%
Manu) a*tures&+ealers
64%
All the above
13%
,riends
3%
TABLE 6.4
BRANDS THAT DEALERS PREFER TO SELL
#.o
!+)D O OF +$#4OD$:# 4$+C$:)@$
;
Sait Gobai
9K G>.>>
9
%@ &td. G >.>>
=
5odi @uard ;< ;>.>>
G
:riveni G >.>>

?
Others < <
>
)ll the above ;G 9=.==
:O:)& >< ;<<
Source : Primary Data
I!/ere!*e'
:his table states which brand do Dealers wish to sell( mostly G>.>>O of Dealers
which to sell #aint @obain Float glasses( ;>.>>O of them prefer to sell 5odi @uard(>.>>O
wish to deal with %@ &td. and :riveni and 9=.==O of dealers prefer to trade all the above
brands( whereas among the >< respondents no one wish to sell other brands rather than these
four brands.
CHART 6.4
TABLE 6.6
DEALER?S MAAOR CUSTOMERS
#.o
-USTOMERS O OF +$#4OD$:# 4$C$:)@$
;
-ommer!ia" eter&ri$e$
G >.>>

9
!uilders 2 )rchitect K ;=.==
=
@overnment )gencies < <
G
Institutions 9 =.==
?
%ome "sers K ;=.==
>
!an/ 2 ins company < <
J
Others 9 =.==
K
)ll the above => ><
TOTAL >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
:his table infers ;=.==O of respondentDs major customers are !uilders( )rchitect and
home users( >.>>O of customers are Commercial $nterprises( =.==O of buyers are
Institution and others( thereby ;K respondents out of =< sell float glasses to all the above
customers.
CHART 6.6
6.66
13.33
0
3.33
13.33
0
3.33
60
0 10 20 30 40 50 60 #0 -0 .0 100
/o$$er*ial enter"rises
Govern$ent A'en*ies
0o$e 1sers
!thers
in %
TABLE 6.5

T%I$&NESS *REFERED B4 T%E $USTOMERS
S.NO
T%I$&NESS IN MM NO OF RESPONDENTS PECENTAGE
;
3;63
?9 K>.>>
9
;=C;? < <
=
;F < <
G
)ll the above K ;=.==
:O:)& >< ;<<
Source : Primary Data
I!/ere!*e'
:his states K>.>>O dealers of sell 9mm( 9.?mm( =mm( Gmm( ?mm( >mm( Kmm(
;<mm and ;9mm thic/ float glasses( and ;=.==O of respondents sell all the above thic/ness
as per the order they get from customers and rarely sell ;=mm( ;?mm and ;Fmm which are
mainly imported brands.
CHART 6.5
-6.66
0 0
13.33
0
10
20
30
40
50
60
#0
-0
.0
100
22212 13215 1. All the above
3
n

%

TABLE 6.:
$O2OURS *REFERED B4 $USTOMER
#.o
-OLOURS O OF +$#4OD$:# 4$C$:)@$
;
-"ear
9< ==.==
9
!ronEe G >.>>
=
@rey 9 =.==
G
!lue < <
?
@reen < <
>
)ll the above =G ?>.==
:O:)& >< ;<<
Source : Primary Data
I!/ere!*e'
:he above table states from the >< respondents =G of them says customers prefer all
the above colors( where as 9< of them suggest only clear( four of them says bronEe and two
say grey color.

CHART 6.:
Gre4
3%
Green
0%
5ron(e
#%
5lue
0%
/lear
33%
All the above
5#%
TABLE 6.8
DEA2ER8S IMMEDIATE SU**2IERS
S.N0
SU**2IERS NO OF
RESPONDENTS
PECENTAGE
1
Manuacturer-
95 58
7
C=F 7 9.99
9
W%0-e,a-er, 15 75.55
4
Reta-er, 5 18
TOTAL 58 188
#ource 3 4rimary Data
I!/ere!*e'
:his table concludes ><O of suppliers are 5anufacturers( 9>.>>O of suppliers are
Hholesalers( ;<O of them are retailers and =.==O of suppliers are C2F.

CHART 6.8
TABLE 6.3
PROMOTIONAL ACTIVITIES FOLLOWED BY THE SUPPLIERS
S.N0
*ROMOTIONA2
A$TI5ITIES
NO OF RESPONDENTS PECENTAGE
;
O=er$
;> 9>.>>
9
@ifts 9 =.==
=
4romotional novelties < <
G
Others ;G 9=.==
?
)ll the above ;< ;>.>>
>
one ;K =<
:O:)& >< ;<<
Source : Primary Data

I!/ere!*e3
:his table shows the promotional activities carried down by the suppliers and their
effort in promoting their sales.9>.>>O of suppliers promote their customers by giving offers(
9=.==O of suppliers conduct meeting( get together( parties and give awards to the customers
to ma/e them loyal(;>.>>O of them do all the above activities to promote the customer to
buy only their product( where =.==O of them give only gifts to increase their sales.
CHART 6.3
26.66
3.33
0
23.33
16.66
30
0 10 20 30 40 50 60 #0 -0 .0 100
!))ers
Gi)ts
6ro$otional novelties
!thers
All the above
None
in %
TABLE 6.18
SERVICE PROVIDED BY THE SUPPLIERS
#.o
SER>I-E PRO>IDED O OF +$#4OD$:# 4$C$:)@$
;
Tra$&ortatio
G >.>>
9
Immediate order fulfillment ;K =<

=
#cratch warranty 9 =.==
G
)ll the above 9G G<
?
o such service ;9 9<
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
:his table gives an idea about the various services provided by the suppliers to their
customers. early G<O of the suppliers provide all the above services( where =<O provide
only immediate order fulfillment service( >.>>O give :ransportation service( =.==O give
#cratch Harranty but 9<O of dealers say #uppliers does not provide such services.
CHART 6.18
6.66
30
3.33
40
20
0
10
20
30
40
50
60
#0
-0
.0
100
rans"ortation !rder
)ul)ill$ent
S*art*h
%arrant4
All the above No su*h
servi*e
3
n

%
TABLE 6.11
RESPONDENTS FEELING REGARDING THE SERVICE
PROVIDED
BY THE SUPPLIERS

#.o
SER>I-E PRO>IDED O OF
+$#4OD$:#
4$C$:)@$
;
>er% +ood
9< ==.==
9
@ood =< ?<
=
)verage ;< ;>.>>
G
4oor < <
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
From the table it is inferred that ?<O of respondents says the service provided by the
suppliers is good and ==.==O of the says their service is very good( where ;>.>>O of them
say the service given is average but no one responded as the service is poor.
CHART 6.11
33.33
50
16.66
0
0
5
10
15
20
25
30
35
40
45
50
7er4 'ood Good Avera'e 6oor
In O

TABLE 6.17
RES*ONDENTS FEE2ING REGARDING T%E $AS% DIS$OUNTS
GI5EN
B4 SU**2IERS
#.o
DIS-OUNT FA-ILIT.
SATISFA-TION
O OF +$#4OD$:# 4$C$:)@$
;
.e$
=G ?>.>>
9
o 9> G=.==
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
)bove table states ?>.>>O of suppliers give cash discount when the amount is
paided before the due date( these respondents are mostly wholesalers( they even included(
manufacturers give cash discount when they order more than two truc/s and generally all
the imported brands give discount. !ut G=.==O of the respondents say they do not provide
discount facilities( these respondents are mainly retailers.

CHART 6.17
56.66
43.33
0
10
20
30
40
50
60
#0
-0
.0
100
8es No
3
n

%
TAB2E 7'1(
RES*ONDENTS O*INION REGARDING T%E *RI$E FI9ED
#.o
PRI-E FI?ED O OF +$#4OD$:# 4$C$:)@$
;
>er% hi+h
K ;=.==
9
%igh ;9 9<
=
5oderate => ><
G
&ow < <
?
o response G >.>>
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'

:his table shows how the customers feel about the price fixed by the suppliers.><O
of the respondents feel the price fixed is moderate and affordable. 9<O of them feel the
price is high( ;=.== of them says the price is very high. )nd >.>>O of them do not respond
to this 1uestion since feel the price fluctuates often because of competitive pricing.
CHART 6.19
13.33
20
60
0
6.66
0
10
20
30
40
50
60
7er4 hi'h 0i'h Moderate 9o% No
res"onse
In O
TABLE 6.14
RES*ONDENTS SATISFA$TION ON T%E $REDIT DUES
FA$I2IT4
#.o
-REDIT DUE SATISFA-TION O OF
+$#4OD$:#
4$C$:)@$
;
.e$
G9 J<
9
o ;K =<
:O:)& >< ;<<
Source : Primary Data

I!/ere!*e'
)bove table shows the satisfactory response of the customers for the credit dues
given by the customers.J<O of the customers are satisfied with the present credit dues(
where the payment as to be made in >< days( whereas the =<O of the customer are not
satisfied with credit dues( these unsatisfied customers are mainly retailers they wish F<days
credit dues.
CHART 6.14
#0
30
0
10
20
30
40
50
60
#0
-0
.0
100
8es No
3
n

%
TABLE 6.16
DEA2ER8S O*INION REGARDING T%E
$OM*2AINTS
#.o
-OMPLAINTS
RE-EI>ED
O OF +$#4OD$:# 4$C$:)@$
;
.e$
;< ;>.>>

9
o GF >>.>>
=
#ometimes ;< ;>.>>
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
From the above table its clear that ;>.>>O of dealers receive complaints and >>.>>O
of respondents says they do not receive complaints( where ;>.>>O of them replied they
receive complaints sometimes.
CHART 6.16
16.66
66.66
16.66
0
10
20
30
40
50
60
#0
8es No So$eti$es
In O
TABLE 6.15
RESPONDENTS OPNION ON CORRECTIVE ACTIONS OF
>UALITY PROBLEMS = COMPLAINTS

#.o
-ORRE-TI>E A-TIONS
TAKEN
O OF +$#4OD$:# 4$C$:)@$
;
.e$
=K >=.==
9
o ;K =<
=
+are G >.>>
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
)bove table shows whether the supplier ta/e corrective actions immediately
regarding the complaints and 1uality problems.>=.==O of the respondents say the suppliers
ta/e immediate action regarding the problems( >.>>O of them says the rarely ta/en
corrective action but =<O of the respondents says they do not ta/e corrective action( the
suppliers tend delay the action as the problem get dilute after a long period.
CHART 6.15
63.33
30
6.66
0
10
20
30
40
50
60
#0
-0
.0
100
8es No :are
3
n

%

TABLE 6.1:
COMMUNICATION SYSTEM BETWEEN SUPPLIERS AND CUSTOMERS
#.o
-OMMUNI-ATION
S.STEM
O OF +$#4OD$:# 4$C$:)@$
;
Hi+h"% e=e!ti#e
;9 =>.>>
9
$ffective =9 ?=.==
=
ot very effective < <
G
ot at all effective > ;<
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
:his table shows how customers feel about the communication system with the
suppliers.?=.==O of the dealers say they have effective communication with
suppliers.=>.>>O of customers feel their communication with suppliers is very effective(
these respondents are mainly wholesalers. !ut ;<O of respondents feel their communication
is not at all effective( these respondents are mainly retailers. :his table infers the
manufacturers ta/e extra effort to maintain customer relationship.
CHART 6.1:

Not ver4 e))e*tive
0%
E))e*tive
53%
Not at all e))e*tive
10%
0i'hl4 e))e*tive
3#%
TABLE 6.18
RESPONDENTS ATTITUDE IN GIVING RIGHT INFORMATION
AT RIGHT TIME TO THE SUPPLIERS
#.o
SUGGESTIONS GI>EN O OF +$#4OD$:# 4$C$:)@$
;
.e$
99 =>.>>
9
o =9 ?=.==
=
o response > ;<
:O:)& >< ;<<
#ource 3 4rimary Data
I!/ere!*e'
)bove table infers =>.>>O of the customers give right information to their suppliers
at the right time( mainly the information given by the customers are regarding the demand
for the product and the improvement needed in the product( these respondents are mainly
Hholesalers. ?=.==O of the customers say suppliers( do not get suggestions from them(
these respondents are mainly retailers.

CHART 6.18
36.66
53.33
10
0 10 20 30 40 50 60 #0 -0 .0 100
8es
No
No res"onse
in %
TABLE 6.13
PROFIT MARGIN OF DEALERS
#.o
4+OFI: 5)+@I in O O OF +$#4OD$:# 4$+C$:)@$
;
@;6A
9G G<
9
;;C9< ;> 9>.>J
=
9;C=< G >.>>
G
above =< > ;<
?
o response ;< ;>.>>
:O:)& >< ;<<
#ource 3 4rimary Data
Inference3
:he above table shows the selling profit margin of the respondents in O. G<O of the
respondents fix ?C;< O of profit margin( these respondents are mainly retailers.9>.>>O of

the respondents say get profit of ;;C9<O( >.>>O of them get 9;C=<O and ;<O of them get
profit above =<(these respondents are mostly wholesalers. Hhereas ;>.>>O of the
respondents refused to reveal their profit margin
CHART 6.13
40
26.6#
6.66
10
16.66
0
5
10
15
20
25
30
35
40
52210 112220 21230 ; 30 No
res"onse
In O
ANALYSIS OF MARKET PLAYERS COMMUNICATION SYSTEM
HUSING CHI1S>UARE TEST 1
2
I
ull %ypothesis3
$xisting mar/et players are independent to the effectiveness of communication system.
A-ter!ate H&#0t%e,,'
$xisting mar/et players are dependent to the effectiveness of communication system.
TABLE 6.78
EKISTING PLAYERS AND THEIR EFFECTIVE COMMUNICATION
SYSTEM

#.O
CO55.#A5
5)+-$:
4&)6$+#
7$+6
$FF$C:I7$ $FF$C:I7$
O:
$FF$C:I7$
O: ):
)&&
$FF$C:I7$ :O:)&
; #aint@obain F ;= < < 99
9 %@ &td. ; J < < K
= 5odi@auard J F < < ;>
G :riveni < 9 = ; >
? Others < 9 9 G K
:O:)& ;J == ? ? ><
#ource 3 4rimary Data
FORMULA'
,OC$.
9

9 V
$
O V Observed fre1uency
$ V $xpected fre1uency
TABLE 6.71
COMPUTATION OF CHI1S>UARE TESTH
2
I
#.O O $ OC$ ,OC$.
9
,OC$.
9
A$
; F >.9= 9.J> J.>? ;.99
9 ; 9.9> C;.9> ;.>< <.J<
= J G.?= 9.G> >.<K ;.=G
G < ;.J C;.J 9.KF ;.J
? < 9.9> C9.9> ?.;= 9.9>

> ;= ;9.; <.F <.K; <.<>
J J G.G 9.> >.J> ;.?=
K F K.K <.9 <.<G <.<;
F 9 =.= C;.= ;.>F <.?;
;< 9 G.G C9.G ?.J> ;.=;
;; < ;.K= C;.K= =.=> ;.K=
;9 < <.>> C<.>> <.GG <.>>
;= < ;.== C;.== ;.JJ ;.==
;G = <.? 9.? >.9? ;9.?
;? 9 <.>> ;.== ;.JJ 9.>>
;> < ;.K= C;.K= =.=> ;.K=
;J < <.>> C<.>> <.GG <.>>
;K < ;.== C;.== ;.JJ ;.==
;F ; <.? <.? <.9? <.?
9< G <.>> =.== ;;.;; ;>.>J
:O:)& ?<.>J
Calculated value V?<.>J
Degree of freedom V ,+C;.,CC;. V ,?C;.,GC;. V ;9
&evel of #ignificance V ?O
:able value ;9 of D@F at ?O level of significance V 9;.<9>
Calculated 7alue 9;.<9> is greater than :abulated value ?<.>J

%ence( ull %ypothesis is rejected.
Re,.-t'
From the above calculation( it is inferred that the existing players dependent on the
effectiveness of communication system i.e. from the survey it is clear that to survive in this
mar/et the manufactures must have effective communication with the customersAdealers.
TO FIND T%E $USTOMERS *REFEREN$E REGARDING T%E
FA$I2ITIES *RO5IDED B4 T%E SU**2IERS TO MAINTAIN
$USTOMER RE2ATIONS%I*
:USING ;EIG%TED A5ERAGE MET%OD<
:he respondentDs preferences to the facilities provided by the suppliers to promote
sales and maintain customer relationship.
TABLE 6.77
FACILITIES PROVIDED BY SUPPLIERS TO MAINTAIN
CUSTOMER RELATIONSHIP
#.O F)CI&I:I$# 6$# #O5$:I5$# O
; Di$!out =G < 9>
9 Credit Dues G9 < ;K
= Corrective actions =K G ;K
G InfoA#uggestion 99 > =9
#ource 3 4rimary Data
TABLE 6.79
WEIGHTED AVERAGE CALCULATION
4OI:
H$I@%:)@$ = 9 ;

#.O
F)CI&I:I$# 6$# #O5$:I5$# O
:O:)& )7$+)@$ +)-
; Discount ;<9 < 9> ;9K 9.;===== =
9 Credit Dues ;9> < ;K ;GG 9.G ;
= Corrective actions ;;G K ;K ;G< 9.====== 9
G InfoA#uggestion >> ;9 =9 ;;< ;.K===== G
I!/ere!*e'
:he above table infers that the customers give more weight age to credit dues
facilities rather than discount facilities and corrective actions ta/en by the suppliers for any
complaints.
ANALYSING THE DIFFERENCE BETWEEN THE SERVICES PROVIDED
BY THE EKISTING PLAYERS HUSING ONE C WAY ANOVAI
N.-- H&#0t%e,,'
:here is no significant difference between the services provided by the existing
mar/et players.
A-ter!ate H&#0t%e,,
:here is a significant difference between the services provided by the existing
mar/et players.
TABLE 6.74
SERVICES FROM EKISTING MARKET PLAYERS
#.o #)I:
@O!)I
%@ &:D. 5ODI@")+D :+I7$I O:%$+#
; F = G < ;
9 ;; G J 9 ?
= G ; 9 = <
#ource 3 4rimary Data

:; V F8;;8G V 9G
:9 V =8G8; V K
:= V G8J89 V ;=
:G V <898= V ?
:? V ;8?8< V >
: V :;8:98:=8:G8:? V ?>
; ,:
;
.
9
; ,:
9
.
9
; ,:
=
.
9
; ,:
G
.
9
; ,:
?
.
9
; ,:.
9
,##:r. V 8 8 8 8 C
n
;
n
9
n
=
n
G
n
?
n
,:.
9
##: V #um#um
9
C
n
W#um of s1uares errors ,##$. V##: Q ##:r
;,?>
9
.
##: V =?9 Q V ;G=
;?
##:r V K;
##$ V ;G= Q K; V >9
ONE1WAY ANOVA CALCULATION
TABLE 6.76
#O"+C$# OF
7)+I)C$
D$@+$$# OF
F+$$DO5
#"5 OF
#*")+$#
5$) #"5
OF #*")+$#
F
EBi$ti+
&"a%er$
G ;G= =?.J?
?.J>
$rror ;< >9 >.9

Degrees of freedom ,G(;<. V =.GK X ?O &evel of significance
Calculated value is greater than :abulated value
%ence ull %ypothesis is rejected.
Re,.-t'
:here exist a significant difference between the services provided by the existing
players.
TO FIND T%E $ORRE2ATION BET;EEN T%E SER5I$E AND *RI$E OF
T%E SU**2IERS
TAB2E 7'2=
A STUDY ON MUTUAL RELATIONSHIP BETWEEN THE PRICES
AND THE SERVICES PROVIDE BY THE SUPPLIERS
#.o
#$+7IC$
,M.
4+IC$
,6. r
x
r
y
dVr
x
Cr
y
d
9
; 9< K 9 = C; ;
9 =< ;9 ; 9 C; ;
= ;< => = ; 9 G
G < G G G < <
d
9
>
#ource 3 4rimary Data
FORMULA'

> x d
9
r
c
V

; C
n
=
Q n
> x >
r
c
V ;

C V <.G
G
=
Q G
RESULT'
:he respondents feel the price fixed by the suppliers is less positively correlated with
the service provide by the suppliers.
$%A*TER 1 5I
FINDINGS OF T%E STUD4
From the study it is observed that( most of the respondent sell ;<<C?<< pieces of
float glasses per year. :hey cover sales in all the places of -ol/ata . )nd they deals with
all the available brands in the mar/et including the imported float glasses from
Indonesia( China( :hailand( @ujarat and 4a/istan.
:his study says respondentsD last year sales O as K?O of the #aint@obain glasses(
><O of %@ &td. glasses( J?O of 5odi@uard glasses( 9?O of :riveni glasses. :he
respondent of >=O prefer to #aint@obain glasses( ;JO want to sell 5odi@uard and 9=O
prefer to sell all the brands. :he respondents major suppliers are >< O manufactures(
9JO Hholesalers and ;<O of +etailers.
:he respondents thin/ the prices fixed by the #uppliers are moderate. :he
respondents says the receive complaints rarely. 5ost of respondents conclude the
suppliers do not ta/e corrective actions immediately. :he respondents feel they have

effective communication with the suppliers. +espondents feel price fluctuation is a
major problem in this mar/et.
:he respondents ran/ed the attributes according to customer preference as first ran/
to !rand name( followed by thic/ness( colours and price. 5ost respondents say they fix
profit margin of ?C;<O. :he respondents ran/ed the existing players as follows
;
st
ran/ Q #aint@obain
9
nd
ran/ C 5odi@uard
=
rd
ran/ Q %@ &td.
G
th
ran/ Q :riveni
:he existing players adopt level= distribution channel( which is suppliers to
wholesalers( wholesalers to retailers( retailers to endCusers. :he existing mar/et players
ma/e their product aware to the public through advertisement and they directly approach
the dealers to do business. 5ost #uppliers give Offers and gifts and conduct get together
parties and meeting to encourage their customers. #uppliers provide services li/e
immediate order fulfillment and :ransportation facilities where they included the
transportation charges in the bills. #uppliers allow cash discount if payment is made
immediately and if they order for more than two truc/s of goods. #uppliers provide
Credit dues for >< days.=<O of the Dealers are unsatisfied with credit dues.
:he major users of float glasses are %ome "sers( !uilders 2 )rchitects( Commercial
$nterprises and Institutions. :he customers mostly prefer ;9mmI ?mm( >mm( Gmm(
G.?mm( =.?mm( Kmm and ;<mm thic/ness float glasses. :he customers mostly buy
clear( bronEe and @rey colour float glasses.
4rice structure for the product ,in +s. for last year based on the thic/ness ,in mm.
In mm
!rands
=.=F G.G.F ? > K ;< ;9 ;F
#aintC 99 9J =; GJ ?F >>

@obain
%@ &td. ;?.?< ;J.?< 9;.?< 9>.9? =J GJ ?> 99<
5odiguard 9= =K ?? J?
$%A*TER - 5II
SUGGESTION > RE$OMMENDATION

:his study conveys maintaining customer relationship is very essential to survive in
this mar/et so the company can have effective communication system to attract and
retain customers.
:he existing mar/et players give cash discount to the customers who pay their bills
immediately and for those who order more than two truc/s of products( the company
can give discount to all the consumers.
:he credit dues date increment is the major expectation from the consumers( so the
company can concentrate more in credit due dates.
:he company can create trust among the consumer by ta/ing immediate corrective
actions for the problems li/e shortage( brea/age and incorrect thic/ness.

:he company can use advertisement as a tool to ma/e aware of their product to the
public.
:he company can adapt suitable measures to reduce price fluctuation( which is
considered to the major problem in this mar/et.
$ON$2USION
:his study on mar/et potential of float glasses in -ol/ata region infers the
opportunity for %@ &:D. to enter into the Float glass mar/et in the year 9<<F. It gives
clear information to company regarding the existing mar/et players and the consumers
buying behavior of float glasses. Hith the available data the company can ta/e necessary
steps to position its brand in the target mar/et.

$%A*TER 1 5III
2IMITATIONS
:he study is made on small population of sample siEe ><.
:he time duration of the study is less than the expected.
:he few respondents do not reveal their true sales volume( purchase price and selling
price of the glasses.
$xisting mar/et players after sales services is un/nown.

SCOPE FOR THE FURTHER STUDY
:he project throws light on the opportunities for any OrganiEation who tends to enter
into the Float @lasses mar/et.
:his study can be basic for mar/et potential analysis.

:his study is done only in -ol/ata region that can be extended to various other
regions( #tates and ations.
:his project will be helpful for the students who do project in the related area.
ANNEKURE1I
>UESTIONNAIRES
D$)&$+D# )5$3YYYYYYYYYYYYY..
)DD+$##3YYYYYYYYYYYYYYYYY.
YYYYYYYYYYYYYYYYYYYYYY
YYYYYYYYYYYYYYYYYYYYYY

Contact 4h3YYYYYYYYY..
T*k t%e a##r0#rate 0!e.
;. Hhich area A part do you cover in the -ol/ata regionT
a. orth b. #outh c. Hestd. $ast e. )ll the )bove

9. Hhat are the different brands of @lass that are available at your showroomT
#aint @obain
%@ &td. Z%@ &td. India @lass &td.[
:riveni
5odi @uard
Others
Imported glass( ,a. Country ameYYYYYYY,b. !rand ameYYY.
)ll the above
=. :hrough which media you got most awareness aboutT
In no
!rands
)dvertisement
5anufacturesA
Dealers
Friends
ewspaper
and
magaEines
)ll
the
media
o
response
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

G. Hhich is A are the brand of Float @lasses you prefer to sellT HhyT
a. #aint @obain
b. %@ &td.
c. 5odi @uard
d. :riveni
e. Others specify( YYYYYYY.

f. )ll the above
?. Hhat is your last year sales volume in nosT
a. ;<<C?<< b. ?<;C;<<< c. ;<<;C;?<< d. ;?<;C9<<<
>. Hhich brand of @lass sells maximum 2 if possible what is the O of sales for last yearT
Brand na"e Ran) Sa+e-?

#aint @obain CCCCCC CCCCCC
%@ &td. CCCCCC CCCCCC
5odi @uard CCCCCC CCCCCC
:riveni CCCCCC CCCCCC

J. Hho are your major CustomersT
a. Commercial enterprises ,i.e.. O$5 units( Industries and Distributors
b. !uilders and )rchitect
c. @overnment agencies
d. Institutions
d. %ome users
e. !an/s and Insurance companies
g. Others YYYYYYY.
h. )ll the above
K. Hhat is the thic/ness( which most of the customers preferT :ic/ the appropriate one.

In mm
!rands
9C;9 ;=C;? ;F )ll the above
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

F. Hhat colour( do most of the customers preferT
a. Clear b. bronEe c. grey d. blue e. green f. )ll the above
;<. 4lease ran/ the following attributes of Float @lass( on the basis of importance( which the
customerDs prefer to buy.
,; is most aware( ? is least aware.
Attr(.te Ra!k
a. !rand name CCCCCCC
b. +ate CCCCCCC
c. :hic/ness CCCCCCC
d. Colour CCCCCCC
e. )ny other CCCCCCC
;;. Hho is A are your immediate suppliersT
a. 5anufacturer
b. C 2 F
c. Hhole #ale dealer
d. +etailer

;9. :hrough what way,s. your suppliers motivate youT
Factors Offers @ifts 4romotional

!rands
ovelties
Others )ll the
above
one
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

;=. Hhat /ind of services do suppliers provideT
In nos
!rands
:ransportations
Immediate
order
fulfillment
#cratch
Harrant
)ll the
above
o service
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

;G. %ow is the service providedT
In nos
!rands
7ery
@ood
@ood )verage 4oor
#aint @obain
%@ &td.
5odiguard
:riveni
Imported

;?. Do your suppliers provide any discount facilities to youT
Factor
!rands
6es o
#aint @obain
%@ &td.
5odi @uard

:riveni
Imported
;>. %ow do you feel about the price fixed by your suppliersT
Factors
!rands
7ery %igh %igh 5oderate &ow o response
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

;J. )re you satisfied with the present credit due date provided by themT
In nos
!rands
6es o
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

;K. Do you receive complaints from Customer regarding the @lass you supplyT
Factors
!rands
6es o #ometimes
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported
If &e,(

i. Hhich brand,s. of @lass receives more complaintsT
a. #aintC@obain
b. %@ &td.
c. :riveni
d. 5odiguard
e. Others
ii. %ow many complaints do you receive monthlyT :ic/ the appropriate one in all the
!rands.
In nos
!rands
+are ;C ? ? C;<
5ore than
;<
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported
iii. Hhat type,s. of complaints do you receive from customersT
a. CCCCCCCCCCCCCCC
b. CCCCCCCCCCCCCCC

;F. Does your supplier immediately ta/e corrective actions regarding the 1uality problem
and complaintsT
Factors
!rands
6es
No
+are
#aint @obain
%@ &td.
5odiguard
:riveni
Imported

9<. %ow do you feel about the Communication system between you and your suppliers
regarding the mar/eting and complaintsT
Facto
rs
!rands
%igh
$ffective
$ffective
ot 7ery
$ffective
ot at all
effective
#aint
@obain

%@ &td.
5odiguard
:riveni
Imported

9;. Do you give information on product features( price( customer expectation( and
mar/eting demand to your supplier Zat right time[T
Factors
!rands
6es
o
o
response
#aint
@obain

%@ &td.
5odiguard
:riveni
Imported
99. 4urchase 4rice of the !rands
In mm
!rands
<C;.F 3;3.2 =C=.F GCG.F ? > K ;< ;9
;=C
;?
;F Others
Sait
Gobai
%@ &td.
5odi @uard
:riveni
Imported

9=. 4rofit margin of customers



9=. If any suggestions please feel free to pen it below.
CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC
ANNE9URE 1 II
BIBILIOGRAPHY
BOOKS'
;. -othari( C.+.( +esearch 5ethodologyC5ethods 2 :echni1ues( ew Delhi( ew )ge
International ,4. &td.( #econd $dition( 9<<G.
4rofit margin in O
!rands
<C? O ?C;<O ;<C;? O ;?C9<O
#aint @obain
%@ &td.
5odi @uard
:riveni
Imported

9. @upta( #.4.( #tatistical 5ethods( ew Delhi( #ultan Chand 2 #ons 4ublishers( :hirty
Fourth $ditions( 9<<?.
=. 4hilip -otler( -evin &ane -eller( )braham -oshy( 5ar/eting 5anagement( ew
Delhi( :welfth $dition( 9<<>.
WEBSITES'
;. www.%@ &td..com
9. www.msn.comAmar/et potential
=. www.wi/ipedia.comAdistribution channel
G. www.tutorialGu.comAconsumer behavior