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CUSTOMER FOCUS ON SUPPLY CHAIN
MANAGEMENT IN PONLAIT, PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
R.NITHYAN
REGISTER NO: 27348326
Under the Guidance of
Mrs. R.HEMALATHA, M.B.A.,
Faculty, Department of Management Studies
in partial fullfilment for the award of the degree
of
This to certify that the project work entitled CUSTOMER FOCUS ON SUPPLY
CHAIN MANAGEMENT is a bonafide work done by R.NITHYAN [REGISTER NO:
27348326] in partial fulfilment of the requirement for the award of Master of Business
Administration by Pondicherry University during the academic year 2007 2008.
GUIDE
EXTERNAL EXAMINER
HEAD OF DEPARTMENT
First and foremost, I thank the God for his substantial blessing and mercy at all stages
in the completion of the project.
I
take this
Shri.
M . DHANASEKARAN, Managing
Director and Shri. S .V . SUGUMARAN, Vice-Chairman of our college for their good
wishes for this project.
I
express
my
immense
gratitude
to
our
Principal
valuable
and
unflinching
requital
support
in
this
Endeavor
ABSTRACT
The Project has been done in The Pondicherry Co-operative Milk Producer Union
Ltd. The title of the project is Customer Focus on Supply Chain Management.
The study starts with an Companys profile and also the need for study, review of
literature and objectives are set out for the study. Research methodology, Data analysis &
Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are
analyzed & interpreted, to find out the Supplier Performance. Some of the tools used
in Supply Chain analysis are regarding to:
Percentage Method.
And then conclusions, limitations & scope for further study were discussed.
CONTENTS
CHAPTER
TITLES
PAGE NO.
LIST OF TABLES
LIST OF CHARTS
INTRODUCTION
II
REVIEW OF LITERATURE
10
III
21
IV
RESEARCH METHODOLOGY
22
24
39
41
CONCLUSION
42
43
44
QUESTIONNAIRE
45
VI
VII
VIII
BIBILIOGRAPHY
47
LIST OF TABLES
TABLE NO.
5.1.1
PAGE NO.
24
5.1.2
25
5.1.3
26
28
5.1.6
MILK CONSUMPTION
PURCHASE MILK MADE FROM
5.1.7
30
5.1.8
31
5.1.9
PRICE OF PRODUCT
OTHER THAN MILK WHICH PRODUCT DO YOU
5.1.10
RESPONDENTS PREFERENCE
33
5.1.11
34
5.1.12
5.1.13
36
5.1.14
37
5.1.15
ANALYSIS BY CORRELATION
38
5.1.4
5.1.5
27
29
32
35
LIST OF CHARTS
CHART NO.
PAGE NO
5.1.1
24
5.1.2
25
5.1.3
26
28
5.1.6
MILK CONSUMPTION
PURCHASE MILK MADE FROM
5.1.7
30
5.1.8
31
5.1.9
PRICE OF PRODUCT
OTHER THAN MILK WHICH PRODUCT DO YOU
5.1.10
RESPONDENTS PREFERENCE
33
5.1.11
34
5.1.12
5.1.13
36
5.1.14
37
5.1.4
5.1.5
27
29
32
35
CHAPTER- I
INTRODUCTION
SUPPLY CHAIN MANAGEMENT
History tells us that Ponlait came to existence as Pondicherry Milk Supply Society
registered as 1st Co-operative Society in the Union Territory of Pondicherry on
07-02-1955. Started in a tiny shed its primary objective and focus was to supply
milk to the urban consumers
As time passed the supply society has diversified its activity from consumer to
producers, and concentrated in increasing the milk production by giving various
assistance / incentives to the milk-producing farmers.
The Union started procuring milk from the village producers on quality basis from
1970 onwards. To keep pace with the milk production, the Milk Union has also
set up a Dairy Plant with 10,000 ltrs capacity for processing on 12.04.1971.
During the year 1973 the supply society was converted to co-operative milk
producers Union with objective of shifting its focus on the milk producing
community and its welfare.
With the success of the Amul, the National Dairy Development Board has
programmed to replicate the Anand pattern (collecting the quality milk from the
members and payment of remunerative price in cash regularly and providing milk
production enhancement) all over the nation. The Pondicherry Co- operative Milk
Producers Union has also taken up the worlds largest Dairy Expansion
Programme, the Operation Flood during the year 1982-1985. With the
launching of Operation flood Programme the Dairy Plant was expanded to 50,000
ltrs capacity per day. All the milk primary co-operative societies were converted
to Anand pattern societies.
Ponlait has entered the MNEMONIC club conceived, implemented, promoted and
popularized by the NDDB for the entire Dairy Co-operative of the Nation, with
effect from 30.03.2002.
Thus Ponlait was committed to improve the economic and social uplift of the
rural farming / milk producing community and supplying the urban consumers
with good quality milk
The only institution in Pondicherry is extending more than a crore every month to
rural economy in cash for the benefit of farming community, by way of Milk
Purchase.
From the August 2002, the Dairy is supplying 15,000 liters of standardised milk
to school children in the morning under Sri Rajiv Gandhi School Children Break
fast scheme, 1st of its kind in the nation organized by the government of
pondicherry. Besides at present the union is 28,500 liters if milk supplying to the
students both in the morning and evening. The Evening milk supply effected from
20-10-2005 as desired by the government of pondicherry.
Besides milk processing and grading, the Dairy is equipped to produce 15 MTS of
ghee and 1500 kgs of Khoa (milk peda) monthly. The Ponlait ghee and khoa are
much sought after products in the pondicherry town.
The Dairy is producing 1000-1500 pockets of flavoured milk and 500-1000 of
butter milk every day and sells in pondicherry town.
The Dairy is also producing Paneer and Curd as per the requirement of the
consumer as and when needed.
C. QUALITY ASSURANCE BY MAKING PROPER MILK TESTING IN
LABORATORY AT DAIRY
Since the milk is highly perishable commodity, proper care is taken to maintain
quality of the milk right from the point of production to the point of consumption.
At the village level, the milk poured by the individual member producer are tested
at the primary society.
The milk tested for the quality at society level reaches the Dairy Plant. The raw
milk is tested organoleptically at the Dairy reception dock for its quality and then
the individual society sample are tested for its fat content and other microbial
standards.
Apart form this, the processed milk is sampled at every point of storage during the
process and proper care is taken to maintain quality standards.
Finally the different varieties of milk are graded and kept ready for packing to the
consumers. The pouched milk samples are randomly taken and tested for its shelf
life after dispatch of the consumers. Presently the milk is dispatched to the market
at 5 degree centigrade in three varieties viz Toned milk 3.0% Fat 8.5% SNF,
Standardised milk 4.5% Fat 8.5% SNF and the Premium milk 5.0% Fat 9.0%
SNF. (SNF- Solids Not Fat)
Day in and Day out maintaining the quality of milk receives the top priority.
D. MARKETING
The Pondicherry Co-operative Milk Producers Union is operating in the
Pondicherry market, selling three different varieties of milk catering to the
different segments of the market, under its brand name Ponlait.
Ponlait is the number one milk brand in the Pondicherry town. Though there are
many private players in the market, Ponlait is the major market shareholder. A
market survey finding indicates that the present market share of Ponlait is around
52%.
The present average market throughput is 62,000 ltrs per day and the sales is in
the uptrend. It is anticipated that the sales curve may touch its peak (60,100 ltrs
monthly average) during January 2006.
To cater the urban population, 180 retail outlets are operated by retail sales
agents. The retail outlets are supplied with milk through a network 10 milk
distribution routes daily in the morning and the evening.
Besides, the Union is also running 9 milk parlours to sell milk and ilk products.
Milk is made available to the urban consumers. 24 hours a day through 5 such
parlours.
E. CATTLE FEED
Ponlait owns a Cattle Feed Plant of 5 MT per day capacity in Thattanchavady
Industrial Estate, Pondicherry-9
Compounded Cattle Feed is produced with cost effective ingredients and supplied
to the members through Dairy Co-operative Societies on non profit motive.
Ponlait is extending subsidy of Rs.100/- as provided by the Government of
Pondicherry to each bag containing 50 Kgs of Feed out of the total cost of
Rs.312/- per bag
- Chairman
- Members
- Members
At present 173 permanent employees in various cadres are working in the Union.
MILESTONES
YEARS
1955
1968
1971
1971
1973
1984
1991
1992
10
1996&1997
11
2000&2001
12
2002
13
2002
14
Inaugrated Sofy ice cream sales at Bus stand Parlour (Atchaya Thiruthai)
2005
1987&1988
D.Helper/AI
Driver
Fodder
Dev.Asst
D.Helpers
Tech./
Sr.Asst
Supdt
(Store/
Prodct/Tech
)
Supdt (P&I)
Extn (Asst)
Sr.
Asst/Typist
DM (P&O)
DM (P&I)
Helpers
Clerical
Assts
Sales
Supervisor
Supdt
(Mktg)
AM (Mktg)
D.Helpers
Senior
Assts
AM (CFU)
D.Helpers
DA
(Bact/chem)
AM (QC)
Managing Director
ADMINISTRATOR
Cashier
Sr. Assts
Supt.
DM
(Accts)
D.Helpers
Driver
Sr.Assts
Supdt
(Adm)
AM
(BMC)
Steno
PA to MD
DEO /
Asst.
MIS (O)
CHAPTER-II
REVIEW OF LITERATURE
SUPPLY CHAIN MANAGEMENT
Supply chain management (SCM) is the process of planning, implementing, and
controlling the operations of the supply chain as efficiently as possible. Supply Chain
Management spans all movement and storage of raw materials, work-in-process
inventory, and finished goods from point-of-origin to point-of-consumption.
The definition one American professional association put forward is that Supply
Chain Management encompasses the planning and management of all activities involved
in sourcing, procurement, conversion, and logistics management activities. Importantly, it
also includes coordination and collaboration with channel partners, which can be
suppliers, intermediaries, third-party service providers, and customers. In essence, Supply
Chain Management integrates supply and demand management within and across
companies.
Some experts distinguish Supply Chain Management and logistics, while others consider
the terms to be interchangeable.
Supply Chain Management is also a category of software products.
Supply chain event management (abbreviated as SCEM) is a consideration of all possible
occurring events and factors that can cause a disruption in a supply chain. With SCEM
possible scenarios can be created and solutions can be planned.
Information: Integrate systems and processes through the supply chain to share valuable
information, including demand signals, forecasts, inventory and transportation etc.
Inventory Management: Quantity and location of inventory including raw materials,
work-in-process and finished goods.
Cash-Flow: Arranging the payment terms and the methodologies for exchanging funds
across entities within the supply chain.
Supply chain execution is managing and coordinating the movement of materials,
information and funds across the supply chain. The flow is bi-directional.
Activities/functions
Supply chain management is a cross-functional approach to managing the movement of
raw materials into an organization and the movement of finished goods out of the
organization toward the end-consumer. As corporations strive to focus on core
competencies and become more flexible, they have reduced their ownership of raw
materials sources and distribution channels. These functions are increasingly being
outsourced to other corporations that can perform the activities better or more cost
effectively. The effect has been to increase the number of companies involved in
satisfying consumer demand, while reducing management control of daily logistics
operations. Less control and more supply chain partners led to the creation of supply
chain management concepts. The purpose of supply chain management is to improve
trust and collaboration among supply chain partners, thus improving inventory visibility
and improving inventory velocity.
Several models have been proposed for understanding the activities required to manage
material movements across organizational and functional boundaries. SCOR is a supply
chain management model promoted by the Supply Chain Management Council. Another
model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply
chain activities can be grouped into strategic, tactical, and operational levels of activities.
Strategic
Strategic network optimization, including the number, location, and size of warehouses,
distribution centers and facilities.
Strategic partnership with suppliers, distributors, and customers, creating communication
channels for critical information and operational improvements such as cross docking,
direct shipping, and third-party logistics.
Product design coordination, so that new and existing products can be optimally
integrated into the supply chain, load management
Information Technology infrastructure, to support supply chain operations.
Where to make and what to make or buy decisions
Align overall organizational strategy with supply strategy
Tactical
Sourcing contracts and other purchasing decisions.
Production decisions, including contracting, locations, scheduling, and planning process
definition.
Inventory decisions, including quantity, location, and quality of inventory.
Transportation strategy, including frequency, routes, and contracting.
Benchmarking of all operations against competitors and implementation of best practices
throughout the enterprise.
Milestone payments
Operational
Daily production and distribution planning, including all nodes in the supply chain.
Production scheduling for each manufacturing facility in the supply chain (minute by
minute).
Demand planning and forecasting, coordinating the demand forecast of all customers and
sharing the forecast with all suppliers.
Sourcing planning, including current inventory and forecast demand, in collaboration
with all suppliers.
Inbound operations, including transportation from suppliers and receiving inventory.
Production operations, including the consumption of materials and flow of finished
goods.
Physical
distribution
Outsourcing/partnerships
Performance
measurement
a) Customer service management process
Customer Relationship Management concerns the relationship between the organization
and its customers.Customer service provides the source of customer information. It also
provides the customer with real-time information on promising dates and product
availability through interfaces with the company's production and distribution operations.
Successful organizations use following steps to build customer relationships:
determine mutually satisfying goals between organization and customers
establish and maintain customer rapport
produce positive feelings in the organization and the customers
b) Procurement process
Strategic plans are developed with suppliers to support the manufacturing flow
management process and development of new products. In firms where operations extend
globally, sourcing should be managed on a global basis. The desired outcome is a winwin relationship, where both parties benefit, and reduction times in the design cycle and
product development is achieved. Also, the purchasing function develops rapid
communication systems, such as electronic data interchange (EDI) and Internet linkages
to transfer possible requirements more rapidly. Activities related to obtaining products
and materials from outside suppliers. This requires performing resource planning, supply
sourcing, negotiation, order placement, inbound transportation, storage and handling and
effort. It is also through the physical distribution process that the time and space of
customer service become an integral part of marketing, thus it links a marketing channel
with its customers (e.g. links manufacturers, wholesalers, retailers).
f) Outsourcing/partnerships
This is not just outsourcing the procurement of materials and components, but also
outsourcing of services that traditionally have been provided in-house. The logic of this
trend is that the company will increasingly focus on those activities in the value chain
where it has a distinctive advantage and everything else it will outsource. This movement
has been particularly evident in logistics where the provision of transport, warehousing
and inventory control is increasingly subcontracted to specialists or logistics partners.
Also, to manage and control this network of partners and suppliers requires a blend of
both central and local involvement. Hence, strategic decisions need to be taken centrally
with the monitoring and control of supplier performance and day-to-day liaison with
logistics partners being best managed at a local level.
g) Performance measurement
Experts found a strong relationship from the largest arcs of supplier and customer
integration to market share and profitability. By taking advantage of supplier capabilities
and emphasizing a long-term supply chain perspective in customer relationships can be
both correlated with firm performance. As logistics competency becomes a more critical
factor in creating and maintaining competitive advantage, logistics measurement becomes
increasingly important because the difference between profitable and unprofitable
operations becomes more narrow. A.T. Kearney Consultants (1985) noted that firms
engaging in comprehensive performance measurement realized improvements in overall
productivity. According to experts internal measures are generally collected and analyzed
by the firm including Cost Customer Service Productivity measures Asset measurement,
and Quality.
External performance measurement is examined through customer perception measures
and "best practice" benchmarking, and includes 1) customer perception measurement,
and 2) best practice benchmarking.
Bowersox and Closs states that the emphasis on cooperation represents the
synergism leading to the highest level of joint achievement (Bowersox and Closs, 1996).
A primary level channel participant is a business that is willing to participate in the
inventory ownership responsibility or assume other aspects financial risk, thus including
primary level components (Bowersox and Closs, 1996).
A secondary level participant (specialized), is a business that participates in channel
relationships by performing essential services for primary participants, thus including
secondary level components, which are supporting the primary ones. Also, third level
channel participants and components may be included, that will support the primary level
channel participants, and which are the fundamental branches of the secondary level
components.
Consequently, Lambert and Cooper's framework of supply chain components, does
not lead us to the conclusion about what are the primary or secondary (specialized) level
supply chain components ( see Bowersox and Closs, 1996, p.g. 93), that is what supply
chain components should be viewed as primary or secondary, and how should these
components be structured in order to have a more comprehensive supply chain structure
and to examine the supply chain as an integrative one (See above sections 2.1 and 3.1).
Baziotopoulos reviewed the literature to identify supply chain components.
Based on this study, Baziotopoulos (2004) suggests the following supply chain
components (Fig.8):
For customer service management: Includes the primary level component of
customer relationship management, and secondary level components such as
benchmarking and order fulfillment.
For product development and commercialization: Includes the primary level
component of Product Data Management (PDM), and secondary level components such
as market share, customer satisfaction, profit margins, and returns to stakeholders.
For physical distribution, Manufacturing support and Procurement: Includes
the primary level component of enterprise resource planning (ERP), with secondary level
components such as warehouse management, material management, manufacturing
planning, personnel management, and postponement (order management).
CHAPTER-III
OBJECTIVES OF THE STUDY
To identify the communication needs of supply chain.
To increase supplier performance
To improve and gain better control of supply chain.
To increase the role of technology in supply chain
Consumer in
CHAPTER IV
RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
The research design which was selected was narrative one. It narrates the
PONDICHERRY
Percentage method
Chi-square test
Weighted average
In this project Percentage method test was used. The following are the
formula
No of Respondent
Percentage of Respondent =
x 100
(X-Xi) (Y-Yi)
(X-Xi) 2 (Y-Yi) 2
Where
X- Reason for repurchase
Y-Preference of respondent
CHAPTER V
5. DATA ANALYSIS AND INTERPRETATION
5.1 PERCENTAGE METHOD - GENERAL INFORMATION
TABLE: 5.1.1
SEX OF THE RESPONDENT
S.NO
OPTIONS
MALE
FEMALE
NO OF
RESPONDENTS
PERCENT
35
70.0
15
30.0
50
100.0
TOTAL
Inference:
From the above table it is inferred that out of 50 employees, 70% of the
CHART: 5.1.1
Sex
60
Percent
40
20
0
male
female
Sex
TABLE 5.1.2
OCCUPATION OF THE RESPONDENTS
S.NO
1
OPTIONS
Business
NO OF
RESPONDENTS
PERCENT
10.0
Employee
21
42.0
Student
22
44.0
Farmer
4.0
Total
50
100.0
Inference: From the above table it is inferred that out of 50 employees, 44% of the
Respondent occupations are students 42 % of the respondents occupations are Employee
CHART 5.1.2
Occupation
50
40
30
Percent
20
10
0
Business
Employee
Occupation
Student
Farmer
TABLE: 5.1.3
DO U CONSUME PONLAIT MILK
S.NO
1
2
NO OF
RESPONDENTS
PERCENT
40
80.0
No
10
20.0
TOTAL
50
100.0
OPTIONS
Yes
Inference ; From the above table it is inferred that out of 50 employees, 80% of the
Respondents consume ponlait milk , 20 % of the Respondents consume ponlait milk.
CHART: 5.1.3
80
60
Percent
40
20
0
Yes
No
TABLE: 5.1.4
S.NO
OPTIONS
1
2
3
4
TOTAL
Weekly Once
Weekly Twice
Weekly Thrice
Regularly
NO OF
RESPONDENT
S
PERCEN
T
15
4
6
25
50
30.0
8.0
12.0
50.0
100.0
Inference;
From the above table it is inferred that out of 50 employees, 50% of the
CHART: 5.1.4
60
50
40
Percent
30
20
10
0
Weekly Once
Weekly Twice
Weekly Thrice
TABLE: 5.1.5
Regularly
MILK CONSUMPTION
S.NO
OPTIONS
NO OF
RESPONDENTS
PERCENT
23
46.0
20
40.0
14.0
TOTAL
50
100.0
Inference: From the above table it is inferred that out of 50 employees, 46% of the
Respondents search for preferred brand regularly, 40 % of the Respondents consume
What ever brand available
CHART 5.1.5
MILK CONSUMPTION
50
40
Percent
30
20
10
0
Wheather you will go in search
Of your preferred brand.
MILK CONSUMPTION
TABLE: 5.1.6
PURCHASE MILK
S.NO
OPTIONS
2
3
4
NO OF
RESPONDENTS PERCENT
15
30.0
11
22.0
17
34.0
14.0
Total
50
100.0
Inference:
From the above table it is inferred that out of 50 employees, 30% of the
Respondents purchase milk from grocery shop, 22 % of the Respondents purchase milk
from parlour
CHART: 5.1.6
PURCHASE MILK
40
30
Percent
20
10
0
From grocery shop
PURCHASE MILK
TABLE: 5.1.7
LEADING SUPPLIER
S.NO
1
OPTIONS
Yes
NO OF
RESPONDENTS
PERCENT
44
88.0
12.0
50
100.0
No
TOTAL
Inference:
the Respondents are leading supplier, 22 % of the Respondents are not leading supplier
CHART 5.1.7
LEADING SUPPLIER
100
80
Percent
60
40
20
0
Yes
No
LEADING SUPPLIER
TABLE: 5.1.8
PRICE
S.NO
OPTIONS
Low
3
4
NO OF RESPONDENTS
PERCENT
13
26.0
15
30.0
Normal
20
40.0
Very low
4.0
TOTAL
50
100.0
High
Inference:
CHART: 5.1.8
PRICE
40
30
Percent
20
10
0
High
Low
PRICE
Normal
Very low
TABLE: 5.1.9
OTHER THAN MILK WHICH PRODUCT DO YOU LIKE TO CONSUME
S.NO
OPTIONS
Ghee
NO OF RESPONDENTS
PERCENT
18
36.0
Khoa
14
28.0
Flower milk
18.0
Curd
18.0
TOTAL
50
100.0
Inference: From the above table it is inferred that out of 50 employees,36% of the
Respondents consume Ghee, 28 % of the Respondents consume Khoa.
CHART: 5.1.9
40
30
Percent
20
10
0
Ghee
Khoa
Flower milk
Curd
TABEL: 5.1.10
WHY DO PREFER PONLAIT BECAUSE OF ITS
NO OF
RESPONDENTS
PERCENT
10
20.0
24
48.0
Brand name
14.0
18.0
TOTAL
50
100.0
S.NO
OPTIONS
Quality
3
4
Price
Inference:
CHART: 5.1.10
50
40
30
Percent
20
10
0
Price
Quality
Brand name
TABLE: 5.1.11
S.NO
1
2
OPTIONS
Yes
No
TOTAL
NO OF
RESPONDENTS
PERCENT
39
78.0
11
22.0
50
100.0
Inference:
CHART: 5.1.11
80
60
Percent
40
20
0
Yes
No
TABLE: 5.1.12
OPTIONS
NO OF RESPONDENTS
PERCENT
15
30.0
19
38.0
Neutral
14.0
Dissatisfied
18.0
TOTAL
50
100.0
Highly satisfied
Satisfied
3
4
Inference: From the above table it is inferred that out of 50 Respondents.38% of the
Respondents are satisfied, 30 % Respondents are highly satisfied.
CHART: 5.1.12
CUSTOMER FOCUS ON SATIFACTION LEVEL
40
30
Percent
20
10
0
Highly satisfied
Satisfied
Neutral
Dissatisfied
TABLE: 5.1.13
S.NO
1
2
OPTIONS
NO OF RESPONDENTS
PERCENT
30
60.0
Russi
20
40.0
TOTAL
50
100.0
Arokiya
Inference:
CHART: 5.1.13
60
50
40
Percent
30
20
10
0
Arokiya
Rusi
TABLE: 5.1.14
S.NO
1
2
NO OF
RESPONDENTS
PERCENT
19
38.0
No
31
62.0
Total
50
100.0
OPTIONS
Yes
Inference: From the above table it is inferred that out of 50 Respondents.62% of the
Respondents have no defects, 38 % Respondents have defects.
CHART: 5.1.14
60
Percent
40
20
0
Yes
No
X-Xi
Y-Yi
(X-Xi)
(Y-Yi)
(Y-Yi)2
Yes
30
19
-6
-30
25
36
No
20
31
-5
-30
25
36
Total
50
50
-60
50
72
Xi = 50/2= 25
Yi = 50/2 =25
Formula:
r = (X-Xi) (Y-Yi)
(X-Xi)2 (Y-Yi)2
Calculation:
r = -60
60
= -1
Inference:
The value of r is -1. it indicates that there is a negative correlation between the
health and defects.
CHAPTER VI
FINDINGS OF THE STUDY, SUGGESSTION AND
RECOMMENDATION
88% of the Respondents responds that leading supplier are ponlait milk, 22 %
of the Respondents are other leading supplier
40% of the respondents price are normal, 30 % of the respondents price are
low.
Other than milk, 36% of the respondents consume Ghee, 28 % of the
respondents consume Khoa.
48% of the respondents prefer Quality of ponalait, 20 % of the Respondents
prefer Price.
CHAPTER VII
CONCLUSION
Customer Focus will help to learn customer buying attitude. In Ponlait not get
much more awareness from public, so kindly to improve the advertisements and other
improvements process such as to introduce new size of packs than the normal size (i.e.,
200ml to 300ml packs) and improve the protein level.
The study has been conducted at PONLAIT. The company has become a
leading in milk products in puducherry..
The researcher has conducted the study for 30 days. A survey was conducted
with 50 respondents in the company by using questionnaire to collect the
informations from the respondents. After gathering the informations, the researcher
has analysis the data by interpreting the various tools. Based on the analysis, the
researcher has given some suggestions to the management to develop customer focus.
CHAPTER-VIII
Due to lack of time, unable to collect more information from the Customers.
Some customers may afraid to give informations.
Illiterate customers are also given informations.
The whole population cannot be studied due to Selection of limited Samples
The project throws on the needs for learning buying behavior for successfull
marketing.
It will be helpful for the management to identify the needs and benefits of the
consumer and to take decision-making to promote marketing status.
This project can be base for the students who are doing the project in the related
area and to the organization in viewing the worth of the consumer and attitude of
the buying decision making.
CHAPTER IX
QUESTIONAIRE
01. Name of the customer
02. Place
04. Sex
05. Occupation
:
:
:
:
Yes/No
a) Weekly once
b) Weekly twice
c) Weekly thrice
d) regularly
Male/Female
Yes/No
Yes/No
b)General
: Yes/No
e) Highly dissatisfied
20. What do you prefer other than the ponlait ?
a)Arokiya
b)Russi
21. Does ponlait milk is good your health?
22. Do you find any defects in ponlait milk?
23. How is the Packing of the product is it?
a) Good
b) bad
BIBILIOGRAPHY
Books:
[1] Leon G. Sehiffman ., Consumer Behavior.
[2] Philip Kotler .,Marketing Management
[3] Kothari, C.R., Research Methodology
[4] Gupta, S.P., Statistical Methods,
Web Sites:
[1] www.bpotimes.com
[2] www.managementorg.com
[3] www.answers/topic/consumerbehavior.com
:
: Yes/No
: Yes/No