CHAPTER-I INTRODUCTION1.1 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 few1
MARKETING MANAGEMENT, DR.RADHA, P.T.OOMMEN AND N.S.NAIR1
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) the 2) 3) 4) 5) 6) 7) 8) 9)2
Just like the wholesaler, the retailer also performs all
functions involved in process of marketing. They are: Buying and
assembling of goods from various producers or wholesalers. Storing
of the goods so assembled. Risk-bearing. Transportation of goods
from the godown of wholesalers. Grading and packaging. Providing
market information. Extension of credit facilities to the
consumers. Selling.
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:100010,8.67Fe),
depending on grade. Carbon is the most costeffective 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 nonexpendable 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
ISI1786-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. More
flexibility in providing delivery services. 8
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 1980s 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. Urdes
Brand Hexagon (1999), shown in Figure 2.2, integrates brand equity
and brand identity with a companys 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 companys
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 brands management program. In this situation, the
brand manager was not high in the companys 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) Kapferers 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
12
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 dealers perception and satisfaction for Paragon Steel Products.
A study with consistency is required to comprehend the level of
dealers 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 dealers 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 METHODOLOGY2.1 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 INTERPRETATIONTable No.3.1 Brands dealt
by the retailers Multi Response Table Sl. No. 01. 02. 03. 04. 05.
Brands Prince TMT Bars Metrola Steels Minar TMT South Malabar
Steels TMT Paragon No. of Respondents 79 45 56 92 110 Percentage 72
41 51 84 100
Source : Primary Data Interpretation The above table shows that
majority (84%) of the respondents deal with South Malabar TMTs,
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 TMTs and all (100%) of the
respondents are Paragon steel dealers.
18
120
Chart No. 3.1 Brands dealt by the retailers
10019
Table No. 3.2 Years of experience in dealership Sl. No. 01. 02.
03. 04. 05. 0 to 5 years 5 to 10 years 10 to 15 years 15 to 20
years More than 20 years Total Source : Primary Data 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. Experience No. of
Respondents 22 21 24 21 22 110 Percentage 20 19 22 19 20 100
20
22.5
22Chart No. 3.2 Years of experience in dealership
21.521
Table No. 3.3 Dealership with paragon steels Sl. No. 01. 02. 03.
04. Experience in dealing paragon steels 0 to 5 years 5 to 10 years
10 to 15 years More than 15 Total Source : Primary Data
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. No. of Respondents 31 24
32 23 110 Percentage 28 22 29 21 100
22
35
Chart No. 3.3 Dealership with paragon steels
30
2823
Table No. 3.4 Preference for paragon brand (Multi Response
Table) Sl. No. 01. 02. 03. 04. Price Prompt supply Availability
Convenience Preference No. of Respondents 96 84 90 66 Percentage 87
76 82 60
Source : Primary Data 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
100
90Chart No. 3.4 Preference for paragon brand
8
8025
Table No. 3.5 Handling other companies dealership Sl. No. 01.
02. Yes No Total Source : Primary Data 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. Opinion No. of Respondents 110 0
110 Percentage 100 0 100
26
100Chart No. 3.5 Handling other companies dealership
9027
Table No. 3.6 Opinion on selling paragon products as an easy
task with other products Sl. No. 01. 02. 03. 04. 05. Opinion
Strongly agree Agree Neutral Disagree Strongly Disagree Total
Source : Primary Data 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 No. of Respondents 66 28 16 0 0 110 Percentage 60
25 15 0 0 100
28
70
60Chart No. 3.6 Opinion on selling paragon products as an easy
task with other products
60
29
Table No. 3.7 Distance between the shop and the nearest whole
sale depot Sl. No. 01. 02. 03. 04. 5 to 10 kms. 10 to 15 kms 15 to
20 kms. More than 20 kms. Total Source : Primary Data
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 Distance No. of
Respondents 68 24 18 0 110 Percentage 62 22 16 0 100
30
70
62 60Chart 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. 01. 02. 03. 04. 05. Opinion Strongly agree Agree Neutral
Disagree Strongly Disagree Total Source : Primary Data
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. No. of Respondents 35 48 27 0 0 110
Percentage 32 44 25 0 0 100
32
50
45Chart No. 3.8 Opinion on relationship with the nearest
dealer
4033
Table No. 3.9 Time of high demand for constructional steel
products Sl. No. 01. 02. 03. 04. Opinion January-March April-June
July-September October-December Total Source : Primary Data
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
No. of Respondents 37 24 21 28 110 Percentage 34 22 19 25 100
34
40
35Chart No. 3.9 Time of high demand for constructional steel
products
3
35
Table No. 3.10 Services offered by Paragon Steels Sl. No. 01.
02. 03. 04. Excellent Good Average Bad Total Source : Primary Data
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 Opinion No. of Respondents 30 57 23
0 110 Percentage 27 52 21 0 100
36
60
Services offered by Paragon Steels
5037
Chart No. 3.10
Table No. 3.11 Sales target set by the company to its dealers
Sl. No. 01. 02. 03. High Medium Low Total Source : Primary Data
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 Opinion No. of
Respondents 23 71 16 110 Percentage 21 65 15 100
38
70
Chart No. 3.11 Sales target set by the company to its
dealers
60
39
Table No. 3.12 Achieving the sales target as an easy task Sl.
No. 01. 02. 04. 05. Opinion Strongly agree Agree Disagree Strongly
Disagree Total Source : Primary Data 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 No. of Respondents 18 15 42 35 110 Percentage 16 14 38 32
100
40
40
35Chart 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. 02. 03. 04. 05. Opinion Highly Satisfied Satisfied Neutral
Dissatisfied Highly Dissatisfied Total Source : Primary Data
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 No. of Respondents 48 24 15
12 11 110 Percentage 44 22 14 11 10 100
42
50
45Chart No. 3.13 Sales promotional activities of Paragon
Steels
44
4043
Table No. 3.14 Customer complaints about the grade Sl. No. 01.
02. Yes No Total Source : Primary Data 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 Opinion No. of Respondents 7 103 110
Percentage 6 94 100
44
100Chart No. 3.14 Customer complaints about the grade
9045
Table No. 3.15 Satisfaction about remedial measures by the
company to handle the grievance Sl. No. 01. 02. 03. 04. 05. Opinion
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Total Source : Primary Data 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 No. of Respondents 18 43 39 10 0 110 Percentage 16 39 35
9 0 100
46
45
40Chart No. 3.15 Satisfaction about remedial measures by the
company to handle the grievance
3547
Table No. 3.16 Time frame to process the order by the company
Sl. No. 01. 02. 03. Very Fast Medium Slow Total Source : Primary
Data 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 Opinion No. of Respondents 74 20 16 110 Percentage 67
18 15 100
48
80
70Chart 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. 02. Yes No Total Source : Primary Data
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 Opinion No. of Respondents 42 68 110
Percentage 38 62 100
50
70Chart No. 3.17 More advertisement needed to overcome the
competition
6051
Table No. 3.18 Medium preferred for promotion Sl. No. 01. 02.
03. 04. 05. Television Internet Radio Newspaper Magazine Total
Source : Primary Data 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. Opinion No. of
Respondents 18 3 15 6 0 42 Percentage 43 7 36 14 0 100
52
50
45Chart No. 3.18 Medium preferred for promotion
43
4053
Table No. 3.19 Selection of product based on the attributes Sl.
No. 01. 02. 03. 04. 05. Opinion Better Fatigue Strength High Creep
Resistance Corrosion Free Fire Resistance & Retention
Malleability Total Source : Primary Data 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 No. of Respondents 72 11 14 7 6 110
Percentage 65 10 13 6 5 100
54
70 65
60Chart No. 3.19 Selection of product based on the
attributes
55
Table No. 3.20 Level of satisfaction based on the attributes
Attributes Availability Quality Price of the product Product
Delivery Affordability Source : Primary Data 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. 5-HS
15 62 28 18 24 4-S 12 11 41 33 30 3-N 78 31 38 37 36 2-DS 4 3 1 12
14 1-HDS 1 3 2 10 6 SCORE 3.33 4.15 3.84 3.34 3.47 RANK 5 1 2 4
3
56
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 Brand image Service
Satisfaction Discount / Incentives Supply Source : Primary Data
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. 5-HS 68 51 11 44 4-S 15
54 59 28 3-N 24 2 23 30 2-DS 2 2 11 5 1-HDS 1 1 6 3 SCORE 4.34 4.38
3.53 3.95 RANK 2 1 4 3
58
Chart No. 3.21 Level of satisfaction of Paragon steels when
compared with other products
59
CHAPTER-IV FINDINGS AND SUGGESTIONS4.1 FINDINGS
Majority (84%) of the respondents deal with South Malabar TMTs
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
61
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. 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 companys 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
CONCLUSIONRetailing 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 DEALERS 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