76563408 dealers perception

CHAPTER-I

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

Retailing

The word retailing has originated from the French word "Retailers" which means, "To

cut off the small price". Evidently the retailer trade was viewed as one that cuts off small

portions from large lumps of goods. Thus retailing consists of all the activities involved in

the sale of commodities to the final users who generally buy in smaller quantities for the

consumption.

Retailing can be defined as the process of uniting consumers and market. It is the

culmination point of the efforts of the supply chain partners to meet the demand of the

consumers. The purchase process carried to completion requires consumers to react with

retailers of some type. Definition by American marketing Association [A.M.A]*

According to A.M.A, "Retailing consists of all the activities involved in selling

directly to the ultimate consumer for personnel, non business use"1.

A retail store means any business enterprise whose sales volume comes primarily

from retailing.

Importance of retailing

The object of distribution is to place the goods in the hands of the final users.

Retailing occurs in all the marketing channels for consumer.

The object of distribution is to place the goods in the hands of the final users. Retailing

occurs in all the marketing channels for consumer goods, as it consists of the activities

involved in selling directly to the ultimate consumers. Thus, retailing is the last link in the

chain of distribution. A few it consists of the activities involved in selling directly to the

ultimate consumers. Thus, retailing is the last link in the chain of distribution. A few

1 MARKETING MANAGEMENT, DR.RADHA, P.T.OOMMEN AND N.S.NAIR

1

manufacturers, of course, handle their own retail distribution but most of them rely on

separately owned retail institutions

Meaning and Definition of Retailers*2

The term "Retailing" has its origin in the French word "Retailers" which means

"to cut off a small piece". Evidently, the retail trade was viewed as one that cuts off small

portions from large lumps of goods. Thus, retailing consists of the activities involved in the

sale of commodities to the final user who generally buy in smaller quantities for consumption.

Basic Characteristics of the Retailers

o The retailer generally sells in small quantities. However, he is not prohibited in selling

large quantities

o He is the last link in the chain of distribution. In other words, he sells only to the

persons for their personal use and not for the purpose of resale. o He may buy the

goods from the wholesalers or manufacturers either on his own account or as an agent for

them. o Since he deals in smaller quantities, his sales volume is less when compared to

the wholesaler whereas, his profit margin is high.

Functions of the Retailers

1) Just like the wholesaler, the retailer also performs all functions involved in the process of marketing. They are:

2) Buying and assembling of goods from various producers or wholesalers.

3) Storing of the goods so assembled.

4) Risk-bearing.

5) Transportation of goods from the godown of wholesalers.

6) Grading and packaging.

7) Providing market information.

8) Extension of credit facilities to the consumers.

9) Selling.

2 MARKETING MANAGEMENT, DR.RADHA, P.T.OOMMEN AND N.S.NAIR

2

Services of the Retailers

The functions of a retailer clearly reveal his importance in the distribution channel.

While performing such functions he renders the following valuable services to producers,

wholesalers and also to the consumers.

1.2 INDUSTRY PROFILE

STEEL

Steel is an alloy consisting mostly of iron, with a carbon content between 0.2 and

1.7 or 2.04% by weight (C:1000–10,8.67Fe), depending on grade. Carbon is the most cost-

effective alloying material for iron, but various other alloying elements are used such as

manganese, chromium, vanadium, and tungsten.[1] Carbon and other elements act as a

hardening agent, preventing dislocations in the iron atom crystal lattice from sliding past

one another. Today, steel is one of the most common materials in the world and is a major

component in buildings, tools, automobiles, and appliances. Modern steel is generally

identified by various grades of steel defined by various standards organizations.

CASTING

Casting is a manufacturing process by which a liquid material is (usually) poured

into a mold, which contains a hollow cavity of the desired shape, and then allowed to

solidify. The solid casting is then ejected or broken out to complete the process. Casting

may be used to form hot liquid metals or various materials that cold set after mixing of

components (such as epoxies, concrete, plaster and clay). Casting is most often used for

making complex shapes that would be otherwise difficult or uneconomical to make by

other methods.

Casting is a 6000 year old process. The oldest surviving casting is a copper frog

from 3200 BC.

The casting process is subdivided into two distinct subgroups: expendable and non-

expendable mold casting.

3

STEEL CASTING

Steel casting is a manufacturing process in which molten metal is poured into a

mold, allowed to solidify within the mold, and then the mold is broken and the solid piece

is taken out. Casting is used for making parts of complex shape that would be difficult or

uneconomical to make by other methods.

Steel Castings are especially adapted for parts that must withstand wear, shocks or

heavy loads. They are stronger than wrought iron, cast iron or malleable iron and are very

tough.

Types of Casting Plain Carbon steel Castings

High Alloy Steel Castings

Manganese Steel Castings

Hi Chrome Castings

Ni-Hard Castings

SG Iron Castings

Stainless steel Castings

Heat Resistant Cast Steel

Pod Castings

1.3 COMPANY PROFILE

Company profile and product profile

Paragon steel is one of the largest established private companies in south India

Paragon steel is a specialist re-rolling company engaged in the production of TMT bars for

the construction industry. The company is an integral part of renowned MPS group which

has built a reputation as proved of quality steel products.

4

The speed of MPS group were sown over 2 decade ago with its entry into the

ferrous and non-ferrous scrap trade-in 1992 saw the group venture into steel production

with the establishment of 2 Induction melting furnaces for the manufacture of MS ingots.

The next logical step forward was the production of steel production of steel product with a

unit to manufacture CTD bars. The foray into value added steel products including TMT

bars, Flats, Squares, rounds, and angles. The product has played an important role in driving

the construction boom in the south Indian States.

The MPS Group's production infrastructure today encompasses 6 units with a

capacity to produce 2.5 million lakh TPA of MS Ingots & Steels products. The Group

("Raja' m 'Paragon' represent the strength and traditions of the company from its

pioneering origins. Today these brands as the market leaders providing high levels of

trusted and inspired steel solution to its customers.

In conjunction with 'Paragon', the brand have been the leading name in the building

and construction industry which is synonymous with quality.

The product is BIS certified and the group is in the process of gaining ISO

certification for all its units. Quality apart, what has differentiated the MPS groups has

been its strong environment consciosness. AII its production facilities are fully in

conformance with environment norms and the Group endeavor to continuously enhance its

commitment to green manufacturing.

Paragon steel stand in side of technology and in quality to bring the best over the

year's .It has evolved to become one of most reliable and excellent rolling mill. Paragon

promises and fulfills safety, quality, reliability and strength in the steel industry.

The company runs with the fully networking system in its administration with the

latest infrastructural facility and machinery which handles up to an average of 450 tones in

loading and unloading dock. It also handles its own production of Fe415/500.Worrking in

5

tandem with company enables production from raw materials\to end-product with a strong

focus on superior quality and reliable delivery.^

The paragon strictly follows the BIS standards in manufacturing and produces 6mm

to 32mm of CTD & TMT bars which are^ in tested by UTM, in physical laboratory. The

company has achieved the certificate of ISI-1786-CM/L-647387 and ISO 9001-2000 for

installation of pollution control devices and meeting the latest standard in the industrial

area.

Near about 85% of the scraps are imported from countries like U.S, U.K, Middle -

East and Africa The company with its mega structure has two melting divisions and also

handles up to 60,000 tones per annum. The Thermo Mechanical treatment process consists

of an online heat treatment in two successive phases.!

TMT Technology

The TMT process imparts high strength to the bars using the latest

technology .TMT is produced by thermo-mechanical treatment and not by cold

twisting .therefore there are no torsional residual stress in the bar .which result in corrosion

resistance characteristics.

WELDABILITY

Paragon steel due its low carbon equivalent, has weldability which is superior to

conventional cold twisted bars. It can be Butt-Welded or Lap-Welded using ordinary rutile

coated electrodes of matching strength.

Achievements & Awards

Achieved the certificate of ISI—1786-CM/L6487387 and ISO 9001-2000.

Installation of pollution control devices meeting the latest standards in the Industrial area.

Received the prestigious DHATU NAYAK award 2004 for excellence in

performance and development work in steel industry in South India.

6

Salient features of paragon steel

1. SOLE Entrepreneur with a land structure of 25 acres.

2. An overview Central Workshop of 5000 sq.feet.

3. Well qualified and experienced staff and management with timeless effort and

services.

4. Stock yard cell with storing capacity up to 10000 Tones (One of its mega kind in the

district).

1.4 THEORETICAL BACKGROUND

Retailer satisfaction

Retailer satisfaction is a retailers' feeling of pleasure or disappointment resulting

from comparing a company's perceived performance or outcome in relation to his or her

expectations. If the performance exceeds expectations, retailers are highly satisfied or

delighted. Every manufacturers or producers are aiming for the sky scraping satisfaction of

retailers, because they are the core players in their businesses. Retailers who are just satisfied

still find it easy to switch when a better offer comes along. While those who are highly

satisfied are much less ready to switch. High satisfaction create retailer an emotional bond

with the brand; not just rational preference. The result is high retailer loyalty.

Essential Requisites for Success in Retailing

The success of the retailer depends upon his ability in attending to the varying needs and

tastes of the customers. In fact; building up the customer's satisfaction is more vital than

making a sale. A satisfaction customer is the retailers' best advertiser. Effective retailing

requires a number of qualities and personal traits on the part of the retailers. Personal

aptitude, enthusiasm, foresight, tactics, patience, business morality, firmness and courage

are the basic qualities of a successful retailer. Besides, there are certain other requirements

for an efficient retailing. They are:

• Selection of Goods: The retailer must be up -to-date in the selection of goods to be stocked

by him. Mere heavy stock would not attract the customers if they are out of date or

unsaleable. The existence of such dead stock shall even ruin the retailer's business.

7

• Effective Buying: Effective buying means buying of goods in the right market, at the right

time and at the right place. This alone will enable the retailer to offer competitive prices and

thereby attract more customers.

• Proper Location: The volume of sales is largely influenced by the location of the shop. The

retail unit must be situated at places of attraction. The best location is one where similar

shops already exist.

• Display of Goods: The goods must be orderly arranged and effectively displayed to draw

the attention of the customers. Counter displays and window displays are very effective in

appealing to the shopping public and securing soling business.

• Employment of Trained Salesmen: The volume of sales of the retailer is also determined by

the efficiency of the salesmen of the retailers. Only a trained salesman shall remain balanced,

polite, attentive and disciplined in his work. Hence, the retailer must employ only properly

trained salesmen.

• Advertising: Though the manufactures undertake the task of advertising their products,

the retailers must also undertake advertising. They must make suitable advertising so

that the customers may be persuaded to visit their shops. However, he need not indulge in

intensive advertising campaigns.

Merits of Independent Stores: There is a greater flexibility and freedom of action in

the independent stores. There is no need for procedural formalities in the management

process because they are generally owned by individuals or partnership. Operational expenses

are generally low. Besides, the retailer can offer the following advantages to the customers:

• Personal relationship with the customers.

• Convenience of being located nearer to the customers' houses.

• Catering for more to the individual needs.

• Greater flexibility in offering credit.

• Low overhead charges.

8

• More flexibility in providing delivery services.

1.5 LITERATURE BACKGROUND

According to Kapferer (1997), four factors combine in the mind of the consumer

to determine the perceived value of the brand: brand awareness; the level of perceived

quality compared to competitors; the level of confidence, of significance, of empathy, of

liking; and the richness and attractiveness of the images conjured up by the brand. The

relationships between the different concepts of brand analysis are summarized in this

study.

Kapferer (1997) mentions that before the 1980’s there was a different approach

towards brands. “Companies wished to buy a producer of chocolate or pasta: after 1980,

they wanted to buy KitKat or Buitoni. This distinction is very important; in the first case

firms wish to buy production capacity and in the second they want to buy a place in the

mind of the consumer” (p. 23). In other words, the shift in focus towards brands began

when it was understood that they were something more than mere identifiers. Brands,

according to Kapferer (1997) serve eight functions shown in Table 2.1: the first two are

mechanical and concern the essence of the brand: “to function as a recognized symbol in

order to facilitate choice and to gain time” (p. 29); the next three are for reducing the

perceived risk; and the final three concern the pleasure side of a brand. He adds that brands

perform an economic function in the mind of the consumer, “the value of the brand comes

from its ability to gain an exclusive, positive and prominent meaning in the minds of a

large number of consumers” (p. 25). Therefore branding and brand building should focus

on developing brand value.

Before the shift in focus towards brand s and the brand building process, brands

were just another step in the whole process of marketing to sell products. “For a long time,

the brand has been treated in an off-hand fashion as a part of the product” (Urde 1999,).

Kotler (2000) mentions branding as “a major issue in product strategy” (p. 404). As the

brand was only part of the product, the communication strategy worked towards exposing

the brand and creating brand image.

9

According to the brand orientation model, “the starting point for a process of brand

building is to first create a clear understanding of the internal brand identity. The brand

then becomes a strategic platform that provides the framework for the satisfaction of

customers’ wants and needs” (Urde 1999). The point of departure for a brandoriented

company is its brand mission.

Urde’s Brand Hexagon (1999), shown in Figure 2.2, integrates brand equity and

brand identity with a company’s direction, strategy and identity. The right side of the

model reflects the reference function -product category and product, which are analyzed

rationally-, while the left side of the model reflects the emotional function –corporate and

brand name, which are analyzed emotionally. “A brand is experienced in its entirety” (p.

126), which means that both emotions and rational thought are involved. The lower part of

the model -mission and vision- reflects the company’s intentions towards the brand, while

the upper part reflects the way that target consumers interpret the brand. At the center of

the model lies the core process of brand meaning creation, which includes the positioning

and core values.

Urde (1999) presents Brand Orientation as another brand building model that

focuses on brands as strategic resources. “Brand Orientation is an approach in which the

processes of the organization revolve around the creation, development, and protection of

brand identity in an ongoing interaction with target customers with the aim of achieving

lasting competitive advantages in the form of brands” (p. 117-118). Brand orientation

focuses on developing brands in a more active and deliberate manner, starting with the

brand identity as a strategic platform. It can be said that as a consequence of this

orientation the brand becomes an “unconditional response to customer needs and wants”

(p. 120). This should be, however, considered carefully given that “what is demanded by

customers at any given moment is not necessarily the same as that which will strengthen

the brand as a strategic resource” (p. 121). Following this reasoning, “the wants an needs

of customers are not ignored, but they are not allowed to unilaterally steer the development

of the brand and determine its identity” (p. 122).

The central concern of brand building literature experienced a dramatic shift in the

10

last decade. Branding and the role of brands, as traditionally understood, were subject to

constant review and redefinition. A traditional definition of a brand was: “the name,

associated with one or more items in the product line, that is used to identify the source of

character of the item(s)” (Kotler 2000, p. 396). The American Marketing Association

(AMA) definition of a brand is “a name, term, sign, symbol, or design, or a combination of

them, intended to identify the goods and services of one seller or group of sellers and to

differentiate them from those of competitors” (p. 404). Within this view, as Keller (2003a)

says, “technically speaking, the n, whenever a marketer creates a new name, logo, or

symbol for a new product, he or she has created a brand” (p. 3). He recognizes, however,

that brands today are much more than that. As can be seen, according to these definitions

brands had a simple and clear function as identifiers.

Aaker and Joachimsthaler (2000) mention that within the traditional branding

model the goal was to build brand image ; a tactical element that drives short-term results.

Kapferer (1997) mentioned that “the brand is a sign -therefore external- whose function is

to disclose the hidden qualities of the product which are inaccessible to contact” (p. 28).

The brand served to identify a A Brand Building Literature Review product and to

distinguish it from the competition. “The challenge today is to create a strong and

distinctive image” (Kohli and Thakor 1997, p. 208).

Concerning the brand management process as related to the function of a brand as

an identifier, Aaker and Joachmisthaler (2000) discuss the traditional branding model

where a brand management team was responsible for creating and coordinating the brand’s

management program. In this situation, the brand manager was not high in the company’s

hierarchy; his focus was the short-term financial results of single brands and single

products in single markets. The basic objective was the coordination with the

manufacturing and sales departments in order to solve any problem concerning sales and

market share.

With this strategy the responsibility of the brand was solely the concern of the

marketing department (Davis 2002). In general, most companies thought that focusing on

11

the latest and greatest advertising campaign meant focusing on the brand (Davis and Dunn

2002). The model itself was tactical and reactive rather than strategic and visionary (Aaker

and Joachimsthaler 2000). The brand was always referred to as a series of tactics and never

like strategy (Davis and Dunn 2002).

Doyle (2001) Kapferer’s view of brand value is monetary, and includes intangible

assets. “Brands fail to achieve their value-creating potential where managers pursue

strategies that are not orientated to maximizing the shareholder value”.

Aaker and Joachimsthaler (2000) leave behind the traditional branding model

and introduce the brand leadership model, “which emphasizes strategy as well as tactics”.

In this model, the brand management process acquires different characteristics: a strategic

and visionary perspective; the brand manager is higher in the organization, has a longer

time job horizon, and is a strategist as well as communications team leader; building brand

equities and developing brand equity measures is the objective; and, brand structures are

complex, as the focus is on multiple brands, multiple products, and Target Audience,

Product, Vision & Mission, Brand name, Product Category, Company Name,

Positioning:Core Values, Personality Quality, Communication, multiple markets. In short,

brand identity and creating brand value become the drivers of strategy.

1) Awareness, 2) Associations, 3) Loyalty

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1.6 STATEMENT OF THE PROBLEM

Constructional and Structural products market in Kanjikode has got various

players. Every seller should be competitive and offers quality products in the market.

Distribution network established determines the sale of the product to a greater extent. Due

to the prevailing heavy competition in the market, an effort has been made to survey the

dealer’s perception and satisfaction for Paragon Steel Products. A study with consistency is

required to comprehend the level of dealer’s survey. The survey depends on the perception

of the respondents.

Hence, a comparative study was made to identify the satisfaction and dealers

attitude towards Paragon Steel in Kanjikode District. The factors for satisfaction were

identified by analyzing the data collected and suggested suitable measures to the company

so as to improve the attitude to stock Paragon Steel and to realize much more satisfaction

of the dealers.

13

1.7 OBJECTIVES OF THE STUDY

1. To study the dealer’s perception towards the services offered by Paragon products.

2. To know the grievances of the dealers, if any.

3. To suggest measures to improve the services of Paragon products..

14

1.8 LIMITATIONS OF THE STUDY

The following are the limitations of the study.

The findings are based on the data furnished by the respondents.

This study is confined to the geographical limits of Palakkad District.

15

CHAPTER-II

RESEARCH METHODOLOGY

2.1 RESEARCH DESIGN

The methodology of research work provides an outline and a frame work of how

the work is conducted. It is a systematic and scientific way of solving the research

problems. The research design chosen is descriptive as the study reveals the state of facts

existing.

Descriptive research studies are those studies which are concerned with describing

the characteristics of a particular individual, or a group. The study is concerned whether

certain variables are associated with the study. And also the study is concerned with

specific predictions, with narration of facts and characteristics concerning an individual,

group or situation.

2.2 Nature of Data

In the study primary data and secondary data was administered.

Primary Data

Primary data was collected from dealers. Primary data was collected through a

survey.

Secondary data

Secondary data are those data that already exists. Secondary data was collected

through company profile, magazines and websites.

2.3 Area of the study

Direct dealers, real estate people, constructional companies existing in Palakkad

district are considered as the area of the study.

16

2.4 Sampling Method

Sample size

Sample size refers to the selected number of units from the population to collect

data. In this study a sample of 110 dealers are selected.

Sampling Technique

Convenience sampling method (Non-probability sampling) was used to select

samples.

2.5 Data Collection Method

The data-collecting instrument used for obtaining the desired information was a

questionnaire. The questionnaire was structured and directed so as to make the

respondents understand it easily.

17

CHAPTER-III

ANALYSIS AND INTERPRETATION

Table No.3.1

Brands dealt by the retailers

Multi Response Table

Sl. No.

Brands No. of Respondents Percentage

01. Prince TMT Bars 79 72

02. Metrola Steels 45 41

03. Minar TMT 56 51

04. South Malabar Steels TMT 92 84

05. Paragon 110 100

Source : Primary Data

Interpretation

The above table shows that majority (84%) of the respondents deal with South

Malabar TMT’s, whereas 72% of the respondents deals with Prince TMT Bars, 51% of the

respondents deals with Minar TMT and the remaining 41% of the respondents deals with

Metrola steels. All (100%) of the respondents are Paragon steel dealers.

Inference

Majority (84%) of the respondents deal with South Malabar TMT’s and all (100%)

of the respondents are Paragon steel dealers.

18

72

41

51

84

100

0

20

40

60

80

100

120

Prince TMT Bars Metrola Steels Minar TMT South MalabarSteels TMT

Paragon

Products

Per

cent

age

Chart No. 3.1

Brands dealt by the retailers

19

Table No. 3.2

Years of experience in dealership

Sl. No.

Experience No. of Respondents Percentage

01. 0 to 5 years 22 20

02. 5 to 10 years 21 19

03. 10 to 15 years 24 22

04. 15 to 20 years 21 19

05. More than 20 years 22 20

Total 110 100


Interpretation

It is clear from the above table that 22% of the respondents have 10 to 15 years

experience, 20% of the respondents had more than 20 years experience another 20% of the

respondents had less than 5 years experience and 19% of the respondents had 5 to 10 years

and 15 to 20 years experience respectively.

Inference

22% of the respondents have 10 to 15 years experience.

20

20

19

22

19

20

17.5

18

18.5

19

19.5

20

20.5

21

21.5

22

22.5

0 to 5 years 5 to 10 years 10 to 15 years 15 to 20 years More than 20years

Experience in steel industry

Per

cent

age

Chart No. 3.2

Years of experience in dealership

21

Table No. 3.3

Dealership with paragon steels

Sl. No.

Experience in dealing paragon steels

No. of Respondents Percentage

01. 0 to 5 years 31 28

02. 5 to 10 years 24 22

03. 10 to 15 years 32 29

04. More than 15 23 21

Total 110 100


Interpretation

It is understood from the above table that 29% of the respondents have 10 to 15

years experience in dealing with paragon steels, 28% of the respondents have less than 5

years experience, 22% of the respondents have 10 to 15 years experience and the

remaining 21% of the respondents have more than 15 years experience.

Inference

29% of the respondents have 10 to 15 years experience in dealing with paragon

steels.

22

28

22

29

21

0

5

10

15

20

25

30

35

0 to 5 years 5 to 10 years 10 to 15 years More than 15

Experience in Handling Paragon Steel

Per

cent

age

Chart No. 3.3

Dealership with paragon steels

23

Table No. 3.4

Preference for paragon brand

(Multi Response Table)

Sl. No.

Preference No. of Respondents Percentage

01. Price 96 87

02. Prompt supply 84 76

03. Availability 90 82

04. Convenience 66 60


Interpretation

The above table shows that majority (87%) of the respondents stated price as the

major factor for preferring paragon steel, 82% indicated availability at all times, 76% of

the respondents opined prompt supply and the remaining 60% of the respondents

expressed convenience.

Inference

Majority (87%) of the respondents stated price as the major factor for preferring

paragon steel.

24

87

76

82

60

0

10

20

30

40

50

60

70

80

90

100

Price Prompt supply Availability Convenience

Preference

Per

cent

age

Chart No. 3.4

Preference for paragon brand

25

Table No. 3.5

Handling other companies dealership

Sl. No.

Opinion No. of Respondents Percentage

01. Yes 110 100

02. No 0 0

Total 110 100


Interpretation

The above table shows that all (100%) of the respondents stated that other

companies are also included along with paragon steel.

Inference

All (100%) of the respondents stated that other companies are also included along

with paragon steel.

26

100

0

0

10

20

30

40

50

60

70

80

90

100

Per

cent

age

Yes NoOpinion

Chart No. 3.5

Handling other companies dealership

27

Table No. 3.6

Opinion on selling paragon products as an easy task with other products

Sl. No.


01. Strongly agree 66 60

02. Agree 28 25

03. Neutral 16 15

04. Disagree 0 0

05. Strongly Disagree 0 0

Total 110 100


Interpretation

The above table reveals that most (60%) of the respondents strongly agree that

selling paragon products as an easy task when compared to other brands, 25% of the

respondents agree and the remaining 15% of the respondents do not have any opinion.

Inference

Most (60%) of the respondents strongly agree that selling paragon products as an

easy task when compared to other brands

28

60

25

15

0 00

10

20

30

40

50

60

70

Strongly agree Agree Neutral Disagree StronglyDisagree

Opinion

Per

cent

age

Chart No. 3.6

Opinion on selling paragon products as an easy task with other products

29

Table No. 3.7

Distance between the shop and the nearest whole sale depot

Sl. No.

Distance No. of Respondents Percentage

01. 5 to 10 kms. 68 62

02. 10 to 15 kms 24 22

03. 15 to 20 kms. 18 16

04. More than 20 kms. 0 0

Total 110 100


Interpretation

It is understood from the above table that most (62%) of the respondents stated that

their shop and the nearest whole sale depot is available in 5 to 10 kms. distance, 22% of the

respondents indicated between 15 to 20 kms. distance and the remaining 16% of the

respondents expressed that their shop and depot is between 15 and 20 kms. distance.

Inference

Most (62%) of the respondents stated that their shop and the nearest whole sale

depot is available in 5 to 10 kms. distance

30

62

22

16

00

10

20

30

40

50

60

70

5 to 10 kms. 10 to 15 kms 15 to 20 kms. More than 20 kms.

Distance

Per

cent

age

Chart No. 3.7

Distance between the shop and the nearest whole sale depot

31

Table No. 3.8

Opinion on relationship with the nearest dealer

Sl. No.



02. Agree 48 44

03. Neutral 27 25

04. Disagree 0 0


Total 110 100


Interpretation

It is clear from the above table that less than half (44%) of the respondents agree

about the best relationship with the nearest dealer, 32% of the respondents strongly agree

and the remaining 25% of the respondents opined neutral.

Inference

Majority (76%) of the respondents agree that they have good relationship with the

nearest dealer.

32

32

44

25

0 00

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree Neutral Disagree StronglyDisagree

Opinion

Per

cent

age

Chart No. 3.8

Opinion on relationship with the nearest dealer

33

Table No. 3.9

Time of high demand for constructional steel products

Sl. No.


01. January-March 37 34

02. April-June 24 22

03. July-September 21 19

04. October-December 28 25

Total 110 100


Interpretation

The above table shows that 34% of the respondents indicated that the time of high

demand for constructional steel products is during January-March, 25% of the respondents

opined during October-December, 22% stated during April-June and the remaining 19% of

the respondents expressed during July-September.

Inference

34% of the respondents indicated that the time of high demand for constructional

steel products is during January-March

34

34

22

19

25

0

5

10

15

20

25

30

35

40

January-March April-June July-September October-December

Periods

Per

cent

age

Chart No. 3.9

Time of high demand for constructional steel products

35

Table No. 3.10

Services offered by Paragon Steels

Sl. No.


01. Excellent 30 27

02. Good 57 52

03. Average 23 21

04. Bad 0 0

Total 110 100


Interpretation

The above table shows that more than half (52%) of the respondents feel that the

company offers good services to its retailers, 27% of the respondents stated excellent and

the remaining 21% of the respondents opined average.

Inference

More than half (52%) of the respondents feel that the company offers good services

to its retailers

36

27

52

21

00

10

20

30

40

50

60

Excellent Good Average Bad

Opinion

Per

cent

age

Chart No. 3.10

Services offered by Paragon Steels

37

Table No. 3.11

Sales target set by the company to its dealers

Sl. No.


01. High 23 21

02. Medium 71 65

03. Low 16 15

Total 110 100


Interpretation

The above table shows that most (65%) of the respondents feel that the company

sets medium targets to its dealers, 21% of the respondents felt high and the remaining 15%

of the respondents felt low about the sales target set by the company to its dealers.

Inference

Most (65%) of the respondents feel that the company sets medium targets to its

dealers

38

21

65

15

0

10

20

30

40

50

60

70

High Medium Low

Opinion

Per

cent

age

Chart No. 3.11

Sales target set by the company to its dealers

39

Table No. 3.12

Achieving the sales target as an easy task

Sl. No.



02. Agree 15 14

04. Disagree 42 38


Total 110 100


Interpretation

It is evident from the above table that 38% of the respondents disagree that

achieving the sales target as an easy task, 32% of the respondents strongly disagree, 16%

of the respondents strongly agree and the remaining 14% of the respondents agree that

achieving the sales target as an easy task.

Inference

Majority (70%) of the respondents disagree to the statement that achieving sales

target is an easy task

40

16

14

38

32

0

5

10

15

20

25

30

35

40

Strongly agree Agree Disagree Strongly Disagree

Opinion

Per

cent

age

Chart No. 3.12

Achieving the sales target as an easy task

41

Table No.3.13

Sales promotional activities of Paragon Steels

Sl. No.


01. Highly Satisfied 48 44

02. Satisfied 24 22

03. Neutral 15 14

04. Dissatisfied 12 11

05. Highly Dissatisfied 11 10

Total 110 100


Interpretation

The above table shows that less than half (44%) of the respondents are highly

satisfied towards the sales promotional activities carriedout by Paragon Steel, 22% of the

respondents are satisfied, 14% of the respondents had neutral opinion, 11% of the

respondents are dissatisfied and the remaining 10% of the respondents are highly satisfied

towards the sales promotional activities carried out by Paragon steel.

Inference

Majority (66%) of the respondents are satisfied towards the sales promotional

activities carried out by Paragon Steel

42

44

22

14

1110

0

5

10

15

20

25

30

35

40

45

50

Highly Satisfied Satisfied Neutral Dissatisfied HighlyDissatisfied

Opinion

Per

cent

age

Chart No. 3.13

Sales promotional activities of Paragon Steels

43

Table No. 3.14

Customer complaints about the grade

Sl. No.


01. Yes 7 6

02. No 103 94

Total 110 100


Interpretation

The above table shows that most (94%) of the respondents stated there is no

complaints about the grade of the product and 6% of the respondents had some complaints

about the grade of the product.

Inference

All Most (94%) of the respondents stated there is no complaints about the grade of

the product

44

6

94

0

10

20

30

40

50

60

70

80

90

100

Per

cent

age

Yes NoOpinion

Chart No. 3.14

Customer complaints about the grade

45

Table No. 3.15

Satisfaction about remedial measures by the company to handle the grievance

Sl. No.


01. Highly Satisfied 18 16

02. Satisfied 43 39

03. Neutral 39 35

04. Dissatisfied 10 9

05. Highly Dissatisfied 0 0

Total 110 100


Interpretation

The above table shows that 39% of the respondents are satisfied towards the

remedial measures taken by the company to handle the grievance of its customers, 35% of

the respondents had neutral opinion, 16% of the respondents are highly satisfied and the

remaining 9% of the respondents are dissatisfied towards the remedial measures taken by

the company to handle the grievance of its customers.

Inference

Only (55%) of the respondents are satisfied towards the remedial measures taken

by the company to handle the grievance of its customers

46

16

39

35

9

00

5

10

15

20

25

30

35

40

45

Highly Satisfied Satisfied Neutral Dissatisfied HighlyDissatisfied

Opinion

Per

cent

age

Chart No. 3.15

Satisfaction about remedial measures by the company to handle the grievance

47

Table No. 3.16

Time frame to process the order by the company

Sl. No.


01. Very Fast 74 67

02. Medium 20 18

03. Slow 16 15

Total 110 100


Interpretation

The above table shows that most (67%) of the respondents stated as very fast about

the time frame to process the order by the company, 18% of the respondents indicated

medium and the remaining 15% of the respondents reported as slow to process the order by

the company.

Inference

Most (67%) of the respondents stated as very fast about the time frame to process

the order by the company

48

67

18

15

0

10

20

30

40

50

60

70

80

Very Fast Medium Slow

Opinion

Per

cent

age

Chart No. 3.16

Time frame to process the order by the company

49

Table No. 3.17

More advertisement needed to overcome the competition

Sl. No.


01. Yes 42 38

02. No 68 62

Total 110 100


Interpretation

It is understood from the above table that most (62%) of the respondents do not

feel that more advertisement needed to overcome the competition and 38% of the

respondents felt more advertisement is needed to overcome the competition.

Inference

Most (62%) of the respondents do not feel that more advertisement needed to

overcome the competition

50

38

62

0

10

20

30

40

50

60

70P

erce

ntag

e

Yes NoOpinion

Chart No. 3.17

More advertisement needed to overcome the competition

51

Table No. 3.18

Medium preferred for promotion

Sl. No.


01. Television 18 43

02. Internet 3 7

03. Radio 15 36

04. Newspaper 6 14

05. Magazine 0 0

Total 42 100


Interpretation

The above table shows that 43% of the respondents preferred television as the

medium preferred for promotional activities, 36% of the respondents preferred Radio, 14%

preferred Radio and the remaining 7% of the respondents preferred internet.

Inference

43% of the respondents preferred television as the medium preferred for

promotional activities.

52

43

7

36

14

00

5

10

15

20

25

30

35

40

45

50

Television Internet Radio Newspaper Magazine

Medium

Per

cent

age

Chart No. 3.18

Medium preferred for promotion

53

Table No. 3.19

Selection of product based on the attributes

Sl. No.


01. Better Fatigue Strength 72 65

02. High Creep Resistance 11 10

03. Corrosion Free 14 13

04. Fire Resistance & Retention 7 6

05. Malleability 6 5

Total 110 100


Interpretation

The above table shows that most (65%) of the respondents rated better fatigue

strength for selection of paragon products, 13% of the respondents rated corrosion free

attribute for selection of the product, 10% of the respondents opined high creep resistance,

6% of the respondents indicated fire resistance and retention and the remaining 5% of the

respondents selected paragon steel for its Malleability.

Inference

Most (65%) of the respondents rated better fatigue strength for selection of paragon

products

54

65

10

13

65

0

10

20

30

40

50

60

70

Better FatigueStrength

High CreepResistance

Corrosion Free Fire Resistance& Retention

Malleability

Rating

Per

cent

age

Chart No. 3.19

Selection of product based on the attributes

55

Table No. 3.20

Level of satisfaction based on the attributes

Attributes 5-HS 4-S 3-N 2-DS 1-HDS SCORE RANK

Availability 15 12 78 4 1 3.33 5

Quality 62 11 31 3 3 4.15 1

Price of the product 28 41 38 1 2 3.84 2

Product Delivery 18 33 37 12 10 3.34 4

Affordability 24 30 36 14 6 3.47 3


Interpretation

From the above table it is clear that with the high score of 4.15 quality stands first,

whereas with the score of 3.84 price of the product obtained second position, with the score of

3.47 affordability secured the third position, while with the score of 3.34, product delivery

gained fourth position and finally affordability with the score of 3.33 got the fifth position.

56

3.33

4.15

3.84

3.34

3.47Availability

Quality

Price of the product

Product Delivery

Affordability

Chart No. 3.20

Level of satisfaction based on the attributes

57

Table No. 3.21

Level of satisfaction of Paragon steels when compared with other products

Attributes 5-HS 4-S 3-N 2-DS 1-HDS SCORE RANK

Brand image68 15 24 2 1 4.34 2

Service Satisfaction51 54 2 2 1 4.38 1

Discount / Incentives11 59 23 11 6 3.53 4

Supply44 28 30 5 3 3.95 3


Interpretation

From the above table it is understood that with the high score of 4.38 service satisfaction

stands first, whereas with the score of 4.34 brand image of the product obtains second position,

whereas with the score of 3.95 supply of the product secured the third position, and finally

discount / incentives with the score of 3.53 got the fourth position.

58

27%

27%22%

24%

Brand image

Service Satisfaction

Discount / Incentives

Supply

Chart No. 3.21

Level of satisfaction of Paragon steels when compared with other products

59

CHAPTER-IV

FINDINGS AND SUGGESTIONS

4.1 FINDINGS

Majority (84%) of the respondents deal with South Malabar TMT’s and all (100%) of

the respondents are Paragon steel dealers.

22% of the respondents have 10 to 15 years experience.

29% of the respondents have 10 to 15 years experience in dealing with paragon steels.

Majority (87%) of the respondents stated price as the major factor for preferring

paragon steel.

All (100%) of the respondents stated that other companies are also included along with

paragon steel.

Most (60%) of the respondents strongly agree that selling paragon products as an easy

task when compared to other brands

Most (62%) of the respondents stated that their shop and the nearest whole sale depot is

available in 5 to 10 kms. distance

Majority (76%) of the respondents agree that they have good relationship with the

nearest dealer.

34% of the respondents indicated that the time of high demand for constructional steel

products is during January-March

More than half (52%) of the respondents feel that the company offers good services to

its retailers

Most (65%) of the respondents feel that the company sets medium targets to its dealers

60

Majority (70%) of the respondents disagree to the statement that achieving sales target

is an easy task

Majority (66%) of the respondents are satisfied towards the sales promotional activities

carried out by Paragon Steel

Most (94%) of the respondents stated there is no complaints about the grade of the

product

Majority (55%) of the respondents are satisfied towards the remedial measures taken

by the company to handle the grievance of its customers

Most (67%) of the respondents stated as very fast about the time frame to process the

order by the company

Most (62%) of the respondents do not feel that more advertisement needed to

overcome the competition

43% of the respondents preferred television as the medium preferred for promotional

activities.

Most (65%) of the respondents rated better fatigue strength for selection of paragon

products

It is clear that with the high score of 4.15 quality stands first, whereas with the score of 3.84

price of the product obtained second position, with the score of 3.47 affordability secured the

third position, while with the score of 3.34, product delivery gained fourth position and

finally affordability with the score of 3.33 got the fifth position.

It is understood that with the high score of 4.38 service satisfaction stands first, whereas with

the score of 4.34 brand image of the product obtains second position, whereas with the score

of 3.95 supply of the product secured the third position, and finally discount / incentives with

the score of 3.53 got the fourth position.

61

4.2 SUGGESTIONS

Few retailers suggested that the reduction in price of the product is a must and need

of the hour.

Some of the retailers stated that the product needs improvement in availability

Least of the retailers suggested that they need improvement in quality of the

product.

Some customers suggested that the company should acquire necessary information

and asses the feedback about the market potential, positives / negatives and gather

the fruitful suggestions contributed by the dealers and apply the same for further

enhancement of the business strategies.

The market potential should be analysed and tapped regularly by providing extra

incentives as a sales promotional strategy to further boost the company’s sales.

Product quality demonstration, seminars and newspaper advertisement are effective

promotional tools. If the frequencies of these are increased it will increase the sales.

The sub-dealers are not rewarded as that of the dealers for their sales. So the

company should reward the sub-dealers for the work they are doing.

62

CONCLUSION

Retailing can be defined as the process of uniting consumers and market. It is the

culmination point of the efforts of the supply chain partners to meet the demand of the

consumers. This project entitled “A STUDY ON DEALER’S PERCEPTION

TOWARDS CONSTRUCTIONAL STEELS WITH SPECIAL REFERENCE TO

PARAGON STEELS,KANJIKODE” was carried out.

PARAGON STEEL is one among the leading players in the Steel industry in

Kanjikode, Kerala has an excellent product potential. The study revealed that majority of

the dealers are satisfied with the product and its services of the company. There are certain

complaints from customers about the availability and price reduction that required to be

rectified with immediate effect. The quality of the product should be improved .The market

potential should be analyzed and tapped regularly by providing extra incentives as a sales

promotional strategy to further boost the sales. The company can adopt suitable measure to

overcome these drawbacks and their services.

63

76563408 dealers perception

Documents

casting casting

casting process

steel casting steel

word retailing

solid casting

term retailing

process of marketing

consumer goods