Customer Satisfactionnh

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INTRODUCTION

Customer satisfaction, a business term, is a measure of how products and services

supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers,

customer satisfaction is seen as a key differentiator and increasingly has become a key

element of business strategy.

It's a well known fact that no business can exist without customers. In the

business of Website design, it's important to work closely with your customers tomake sure the site or system you create for them is as close to their requirements as

you can manage. Because it's critical that you form a close working relationship with

your client, customer service is of vital importance.

Customer satisfaction is the most common form of market research in

business-to-business markets and is often connected to quality and production

measurement, rather than as straight marketing based research.

Before setting up a customer satisfaction programme, it is necessary to ensure

that the organisation has the will to actually make changes for improvement,

otherwise you will simply be annoying customers by taking their time to collect

information, then not doing anything with it.

MEASURING CUSTOMER SATISFACTION

When customers rate their satisfaction with an element of the company's performance, say delivery, we need to recognize that customers will vary in how they

define good delivery: it could mean early delivery, on-time delivery, order

completeness, and so on, yet if the company had to spell out every element in detail,

customers would face a huge questionnaire. We must also recognize that two

customers can report being "highly satisfied" for different reasons. One way be easily

satisfied most of the time and the other might be hard to please but was pleased on

this occasion.



Companies should also note that manager and salespersons can manipulate

their ratings on customer satisfaction. They can be especially nice to customers just

before the survey. They can be especially nice to exclude unhappy customers from

being included in the survey.

One danger is that customer know that the company will go out of its way

to please customers, some customers may want to express high dissatisfaction (even if

satisfied) in order to receive more concessions.

Ways to satisfy customers

1. Encourage face-to-face dealings

2. Respond to messages promptly & keep your customers informed

3. Be friendly and approachable

4. Have a clearly-defined customer service policy

5. Attention to detail

6. Anticipate your customer‟s needs & go out of your way to help them out

7. Honors your promises

Consumer satisfaction can be measured using survey techniques and

questionnaires. Questions typically include an element of emotional satisfaction

coupled with an element of behavioral satisfaction, or loyalty to a particular product

or service.

Customer satisfaction, a term frequently used in marketing, is a measure of

how products and services supplied by a company meet or surpass customer

expectation. Customer satisfaction is defined as "the number of customers, or

percentage of total customers, whose reported experience with a firm, its products, or

its services (ratings) exceeds specified satisfaction goals."



It is seen as a key performance indicator within business and is often part of a

Balanced Scorecard. In a competitive marketplace where businesses compete for

customers, customer satisfaction is seen as a key differentiator and increasingly has

become a key element of business strategy.

Within organizations, customer satisfaction ratings can have powerful effects.

They focus employees on the importance of fulfilling customers‟ expectations.

Furthermore, when these ratings dip, they warn of problems that can affect

sales and profitability. These metrics quantify an important dynamic. When a brand

has loyal customers, it gains positive word-of-mouth marketing, which is both free

and highly effective."

Therefore, it is essential for businesses to effectively manage customer

satisfaction. To be able do this, firms need reliable and representative measures of

satisfaction.

"In researching satisfaction, firms generally ask customers whether their

product or service has met or exceeded expectations. Thus, expectations are a key

factor behind satisfaction. When customers have high expectations and the reality

falls short, they will be disappointed and will likely rate their experience as less than

satisfying. For this reason, a luxury resort, for example, might receive a lower

satisfaction rating than a budget motel-even though its facilities and service would be

deemed superior in 'absolute' terms."

The importance of customer satisfaction diminishes when a firm has increased

bargaining power. For example, cell phone plan providers, such as AT&T and

Verizon, participate in an industry that is an oligopoly, where only a few suppliers of

a certain product or service exist. As such, many cell phone plan contracts have a lot

of fine print with provisions that they would never get away if there were, say, a

hundred cell phone plan providers, because customer satisfaction would be way too

low, and customers would easily have the option of leaving for a better contract offer.

There is a substantial body of empirical literature that establishes the benefits

of customer satisfaction for firms.



NEED OF THE STUDY

It is buyer‟s market. Customer is an important person to the organization. We

have to fulfill the requirements of customer to survive in the global competitive

environment. The needs and demands of customers are constantly changing. So,

suppliers / organizations have to dance to the tune of customer. In this regard, the

organization must equip to demonstrate its power. The following information would

help the leaders or managers to understand the magnitude of customer satisfaction.

This present study of customer satisfaction is done in Berger paints at

Karimnagar. Customer satisfaction is a very good study. By this, we can know the

Quality and Product range in Berger paints. By the study of customer satisfaction, we

can know the opinions of customers regarding the products of Berger paints.

We can also know the products offered by the Berger paints.

OBJECTIVES OF STUDY

1. To know the satisfaction level of customers with the products of Berger paints.

2.

To know the customer perception towards the services of Berger paints.

3. To know the opinion on quality and product range in Berger paints.

4. To know the promotional activities implemented by Berger paints.

5. To bring awareness to the customers regarding the Berger paints.

6. To know the preference of customers regarding the products.

7. To know the opinion of customers on price rates in Berger paints.

SCOPE OF THE STUDY

The scope is very limited because attitude of the people change according to the time.

It is restricted to Karimnagar and that to among 100 respondents. It is conducted for

45 days and restricted to certain area.



RESEARCH METHODOLOGY

Research is the plan structure & strategy for investigation conceived to answer to

research question & control variance. It is the overall operation pattern to framework

of project that stipulated the information to be collected from which sources by word

procedure. What are the two possible sources of data for securing in the above

mentioned information in the primary & secondary data.

SOURCES OF DATA:

Information required for the project is mainly primary data. The information

was collected by sample survey method with the help of questionnaire by meting

various customers of Berger paints.

Secondary data is collected form the company journals, magazines, broachers

& websites.

Sample design:

The sampling unit was confined to consumers of the product i.e. Berger paints

to know there satisfaction level regarding performance of the company.

Sample universe:

The survey was done in Karimnagar only according to my convenience. It is

not giving the complete picture of Andhra Pradesh (or) India.

Sample frame/unit:

Sample frame for professionals, business people, employees etc, who are

using Berger paints.

Sample size:

The total sample size is 100 only.



Sample technique:

The information is planned to be collected by sample method, the sample method

followed is random sampling method. The sampling method is simple random

sampling.

Analytical Method: simple percentage method is used for the analysis purpose.

Data collection:

The information is collected through questionnaires and personal interviews. And the

information of customers is known by company‟s service sheet and the free service

sheet.

A Direct structure questionnaire has been asked to all the respondents in the

sample followed by direct personal interviews. Duration of study is 45 days.

Descriptive Studies:

In descriptive studies, when the researcher is interested in knowing the characteristics

of certain groups such as age. Sex, educational level occupation of income, a

descriptive study is necessary. Descriptive studies are well structured. It is therefore,

necessary that the researcher gives sufficient thought to framing research questions

and deciding the types of data to he collected and the procedure to be used for this

purpose. The objective of such a study is to answer the “who, what and how” of the

subject under investigation.



LIMITATION OF THE STUDY

1. The present research is restricted to Karimnagar only.

2.

The sample size taken is only 100 and as such is very small as compared tothe universe, this is due to the constraints of time and effort, and as such

may not be enough to generalize to the entire population, however it is

presumed that the sample represents the universe.

3. Respondents might have responded with the actual feelings of facts while

giving responses to the questionnaire.

4.

Time being a limiting factor was not sufficient to gather opinions frommajority of the respondents, who form part of the universal sample.

5. While every care as been taken to eliminate perceptual bias from the side

of the researcher and the respondents however certain element of bias

might have set in to the research in adverantly.



INDUSTRY PROFILE

Paint is defined as the group of emulsions , consisting of pigments suspended

in a liquid medium , for use as decorative or protective coatings . Today,

contemporary paints and coating consists of countless of hundred of thousands to

fulfill the varied requirements of hundreds of thousands of applications .”Paint”

ranges from the broad group of environmentally sound latex paints that many

consumers use to decorate and protect their homes and the translucent coating that

line the interior of food homes and the translucent coating that line the interior of food

containers, to the chemically complex , multi-component finishes that automobile

manufacturers apply on the assembly line.

Paint made its earliest appearance about 30,000 yeara ago . Cave dwellers

used crude paints to leave behind the graphic representations of their lives that even

today decorate the walls of their ancient rock dwellings.

The utility of paints has evolved from a decorative use to a surface protection

use. Also, know as surface coatings, paints can be classified on the basis of end use,

solvent system and solid content.

End use classification:

Under this heading, paints can be classified as decorative / architectural paints

and industrial paints .As the names suggest, decorative paints are mainly used for

household and construction purposes while industrial paints are used as coating for

industrial productions . Main types of decorative paints are enamels , acrylic

emulsions, distempers and exteriors and post a message primary types of industrial

paints are marine paints , anti corrosive metal coatings , ect .

Solvent based classification:

This includes paints, which use petro products or water as the main solvent.

Water based paints are gaining popularity due to their environment friendliness.

Solid content can be classified as liquid or solid (powder) paints .Powder

coating find application mainly in the white goods industry .



The decorative segment dominates the market in India with a 70% share with

the rest accounted for by industrial paints . This is compared to the developed

countries where the share is the reverse with the industrial segments the major one .

With increased industrialization segments the major one . With increased

industrialization the ratio in India is also likely to change in the favour of industrials

and both segments are likely to be equal partners by the end of five years.

Decorative Paints Segment Market Size (Rs mn)

Enamels 8600

Wall Finishes 4730

Primers 2150

Wood Finishes 430

Total 15910

INDIAN PAIN INDUSTRIES SECTOR REPORT

Products

Industrial Paints Segment Market Size (Rs mn)

Auto 4386

CRP 1075

Powder 860

Coil 94.6

Others 731

Total 7147



OVERVIEW OF PAINT INDUSTRY

The Indian paint industry is a Rs 49 Billion sector

The demand for paints is relatively price – elastic but is linked to the industrialand economical growth.

The per capita consumption of paints in India is very low at 0.5 kg per annum

if compared with 4kg in the South East Asian nations and 22 kgs in developed

countries . The global average per capita consumption is 15 kg.

In Indian the organized sector control 70 percent of the total market with the

remaining 30 percent being in the hands of nearly 2000 small – scale units.

In Indian the industrial paint segment account for 30percent of the paint

market while the decorative paint segment accounts for 70 per cent of paints

sold in Indian .

In most developed countries , the ration of decorative paints vis-à-vis

industrial paints is around 50:50.

All the industry major have a vast dealership network and are required to

maintain high inventory levels.

Most of the paint leaders have technical tie-ups with global paint leaders.

Sector comments

Paint is a mixture of four element – solvents, binders, pigments and additives .

Solvents give the paint a liquid flow while the binder binds it to the surface. Pigments

impart colour and opacity to the paint and the additives give it special resistance

properties.

Sector trends

The recession in the construction and automobile sector had throw in shades of

gray across the Industry spectrum , but the revival in these sectors is cause for cheer

for the paint industry as well. The balance sheets of the industry major are now painted with bright colors.



Sector specifics

On product lines, paints can be differentiated into decorative or architectural

paints and industrial paints. While the former caters to the housing sector , the

automotive segment is a major consumer of the latter .Decorative paints can future be

classified into premium, medium and distemper segments .Premium decorative paints

are acrylic emulsions used mostly in the metros .The medium range consists of

enamels , popular in smaller cities and towns . Distempers are economy products

demanded in the suburban and rural markets .Nearly 20perr cent of all decorative

paints sold in India are distempers and it is here that the unorganized sector has

dominance. Industrial paints include powder coatings , high performance coating and

automotive and marine paints .But two – thirds of the industrial paints produced in thecountry are automotive paints.

Market profile

The leaders in the organised paint industry are Asian Paints (India) Ltd.(APIL)

Goodlass Nerolac Paints Ltd.(GNPL), Berger Paints , Jenson & Nicholson Ltd.(J&N)

and ICI (India )Ltd.

Asian paint is the industry leader with and overall market share of 33 per cent

in the organised paints market .It has the largest distribution network among the

players and its aggressive marketing has earned it strong brand equity .The Berger

Group and ICI share the second slot in the industry with market shares of 17 per cent

each .GNPL has a market share of 15 percent in the organised sector.

The market can be further spilt into decorative paints and industrial paints.

The demand for decorative paints is highly price – sensitive and also cyclical .Monsoon is a slack season while the peak business period is Diwali festival time,

when most people repaint their houses. The industrial paints segment, on the other

hand, is a high volume-low margin business .In the decorative segment, it is the

distribution network that counts while in the industrial segment the deciding factor are

technological superiority and tie-up with automobile manufactures for assured

business.



APIL dominates the decorative segment with a 33 per cent market share. The

company has more than 15,000 retail outlets and its brands Tractor, Apcolite, Utsav,

Apex and Ace are entrenched in the marker. GNPL the number – two in the decorative

segment, with a 15 per cent market share too, has now increased its distribution

network to 10,700 outlets to compete with APIL effectively. Berger and ICI have 9

per cent and 8per cent shares respectively in this segment followed by J&N and

Shalimar with 1 and 6 per cent shares.

The share of industrial paints in the total paint consumption of the nation is

very low compared to global standards .It accounts for 30 per cent of the paint market

with 70 per cent of paints sold in India for decorative purposes. In most developed

countries, the ratio of decorative paints vis-à-vis industrial paints is around 50:50. But

with the decorative segment bottoming out, companies are increasingly focusing on

industrial paints .The future for industrial paints is bring .In the next few yeas, Its

share would go up to 50 per cent, in line with the global trend.

GNPAL dominates the industrial paints segment with 43 per cent market

share. It has a lion‟s share of 70 per cent in the OEM passenger car segment, 40 per

cent share of two wheeler OEM market and 20 per cent of commercial vehicle OEM

market .It supplies 70 per cent of the paint requirement of Maruti, India „s largest

passenger car manufacturer, besides supply to other customers like Telco, Toyota,

Hindustan Motors, Hero Honda, TVS- Suzuki, Mahindra & Mahindra, Ashok

Leyland, Ford India, Pal Peugeot and Bajaj Auto .GNPL also controls 20 per cent of

the consumer durables segment with client like whirlpool and Godrej Ge. The

company is also venturing into new area like painting of plastic, coli coating and cans.

APIL the leader in decorative paints ranks a poor second after Goodlass Nerolac in the industrial segment with a 15 per cent market share. But with its joint

venture Asian PPG Industries the company is aggressively targeting the automobile

sector .It has now emerged as a 100 per cent OEM supplier to Daewoo ,Hyundai ,

Ford and General Motors and is all set to ride on the automobile boom .Berger and

ICI are the other players in the sector with 10 per cent and 9 per cent shares

respectively .Shalimar too , has an 8 per cent share .



Price sensitivity factors

Various factors that have influenced the pricing of paints are summarized below:

The industry is raw – material intensive. Of the 300 odd raw materials, nearly half

of them are imported petroleum products. Thus, any deficit in global oil reserves

affects the bottomline of the players.

The major raw material titanium dioxide, pathalic anhydride and peutarithrithol

constitute 50 per cent of the total cost. Besides, this there are other raw materials

such as castor, linseed and soybean oils, turpentine .The raw materials cost sums

up to a whopping 70 per cent .Any increase in the prices of these raw materials

could adversely affect paint prices.

Most of the paint major have to import neatly 30 per cent of their raw material

requirement thus change in import policies can affect the industry.



COMPANY PROFILE

Berger Paints India Limited (BPIL) is one of India's foremost paint companies,

currently ranked as second largest on the basis of consolidated sales turnover in

Indian paint industry.

Established in 17th December, 1923, the company then known as Hadfiled's

(India) Limited; was a small paint company based in Kolkata having its only

manufacturing facility at Howrah, West Bengal to produce ready mixed stiff paints,

varnishes and distempers. Post independence, towards the end of 1947, British Paints

(Holdings) Limited, U.K acquired Hadfield's (India) Limited and thus British Paints

(India) Limited was incorporated. From a production capacity of 150 tonnes and salesturnover of around Rs. 25 lakhs in 1947, the company has come a long way to become

at one point of time; a part of the worldwide BERGER group in 1983 and thereby

acquiring its present name Berger Paints India Limited to having subsequently gone

through further ups & downs as well as ownership changes to gain its present status

wherein the majority stake is with Delhi based Dhingra brothers and business revenue

close to Rs.2000 crs.

Today Berger Paints India Limited, having solely used and developed the

name and trademark BERGER and all its variants in India, is a household name in

paint. With Head Office in Kolkata the company manufactures and markets a range of

decorative & industrial paint products under various product brands and has it

operations spread throughout the length & breath of the country; with seven

manufacturing facilities in India and more than 82 depots, several regional & area

offices, besides four facilities overseas. It has a workforce of over 2300 employees

and a countrywide distribution network of 12000 plus dealers.

Berger Paints has clearly demonstrated its commitment to Indian consumers

for over 85 years, by offering its varied range of high performing quality products

backed by highest level of customer service. Company's high ethical standards in

business dealings and its on-going efforts in community welfare make Berger Paints

India Limited a responsible corporate citizen.



While the company's decorative and Industrial paints continue to gain an

increasing market share, Berger as an organization has managed to achieve

sustainable competitive advantage through innovations in all spear of business, desire

to excel and by creating a winning culture & abiding faith in its values & philosophy

among all its stakeholders.

With Berger Paints you can now see your imagination of colour unfurl in front

of your eyes and watch your home come alive telling a thousand tales.

Transform you home with the POWER OF IMAGINATION.

Philosophy

History and Milestones

The name Berger or Lewis Berger is today synonymous with colour

worldwide. But actually the origin of the name dates back to over two & a half

centuries in England in 1760, when a young colour chemist named Lewis Berger,

started manufacturing in Europe, 'Prussian blue' using a secret process that every

designer and householder coveted.



Mr. Berger perfected this process & art of the blue colour, which was the

colour of most military uniform of that time. Enriched by the imagination of Lewis

Berger, the unending quest for creation and innovation in the world of colour & paints

still continues.

The history of Berger Paints India Limited as a company started in 1923 as

Hadfield's (India) Limited which was a small colonial venture producing ready-

mixed stiff paints, varnishes and distempers setup on a 2 acres of land in one of

India's first industrial towns close to Kolkata in Howrah, Bengal. Subsequently in

1947, British Paints (Holdings) Limited, an international consortium of paint

manufacturing companies bought over Hadfield's (India) Limited and thus the name

changed to British Paints (India) Ltd. The gentleman who took over, as its first

managing director was Mr. Alexender Vernon Niblet, an Englishman who was later

on followed by Mr. Alfred Godwin in 1962.

Further in the year 1965, the share capital of British Paints (Holdings) Limited

was acquired by Celanese Corporation, USA and the controlling interest of British

Paints (India) Ltd was acquired by CELEURO NV, Holland, a Celanese subsidiary.

Subsequently in 1969, the Celanese Corporation sold its Indian interests to

Berger, Jenson & Nicholson, U.K. Then onwards the company British Paints (India)

Ltd became a member of the worldwide BERGER group having its operations across

oceans in numerous geographies and this marked the beginning of Lewis Berger's

legacy in India – which the company would later take forward to enviable heights.

From 1973 the company entered into one of its dynamic phases of business with

introduction of new generation products in the industrial, marine and decorative

segments under the able leadership of it first Indian Managing Director Mr.Dongargaokar Madhukar.

Year 1976 was another turning point in the history of the company when the

foreign holding in the company was diluted to below 40% by sale of a portion of the

shares to the UB Group controlled by Mr. Vittal Mallya. The reins of the company

were taken over by Mr. Biji K Kurien as its Chief Executive & Managing Director in

the year 1980. Finally in the year 1983, the British Paints (India) Limited, changed its

name to Berger Paints India Limited.



The entire 80s & 90s saw the lunch of many new products from company's

stable such as premium emulsions and high quality acrylic distempers. The COLOUR

BANK tinting system was launched through which the consumer could select from a

range of over 5000 shades.

Again the fortunes of the company changed hands in 1991 with UB Group's

stake in the company bought over by the Delhi based Dhingra brothers, Mr.

K.S.Dhingra & Mr. G.S.Dhingra and their associates of the UK Paints Group.

Presently Dhingras' control a majority stake of almost 73% in Berger Paints India

Limited, which is a professionally managed organization, headquartered in Kolkata,

with the stewardship resting since 1994 with the current Managing Director Mr. Subir

Bose.

James Wilfred Adamson, founder of the British Paints Organization,

embarked on his career as a traveling salesman. Adamson bought his first Oil and

Colour business in 1909. By 1917 Adamson was owning paint manufacturing

companies in Rhodesia, Canada and the Caribbean. Elsewhere an Englishman, Mr.

Hadfield, set up Hadfield's (India) Limited on 17 December, 1923, ...a small paint

company in Calcutta. Towards the end of 1947 British Paints acquired Hadfield's

(India) Limited and thus British Paints (India) Limited was incorporated in the State

of West Bengal. What British Paints, (Holding), UK acquired was a company which

at that time produced 150 tonnes of ready mixed stiff paints, varnishes and

distempers. Our 1947 sales was a princely RS.25 lakhs, with a total employee strength

of 100. The first Managing Director of British Paints was Mr. A. V. Niblett.



BOARD OF DIRECTORS

Mr. Kuldip Singh Dhingra was born on 2nd September,

1947 and has been a director of the Company since 17th July,

1991. He was appointed as the Chairman of the Company on

17th June, 1994. Mr. Dhingra is a graduate, an industrilist, a

promoter of the Company and has a long standing experience

in the paints and related industries. Mr. Dhingra also received

an Alumni Award from the Delhi University for distinction in

the field of Industry.

Mr. Gurbachan Singh Dhingra was born on 9th April, 1950.

He has been the director of the Company since 14th May, 1993.

Mr. Dhingra is a graduate, an Industrialist, a promoter of the

Company and has considerable experience in the paint industry,

especially in its technical aspects. He holds the position of the

Vice-Chairman of the Company.

Mr. Subir Bose, the Managing Director of the Company, was

born on 10th December, 1949. He graduated in Chemical

Engineering from the Indian Institute of Technology, Kanpur

and the completed his post graduation in Business

Administration from the Indian Institute of management,

Ahmedabad. Mr. Bose joined the Company in 1984 and was

named the Managing Director of the Company in 1994.

Mr. Anil Bhalla was born on 14th September, 1946. He

graduated in Economics (Hons) from the University of Delhi

and is a Fellow Chartered Accountant. He is also the Managing

Partner of JC Bhalla and Co. His Career graph boasts of vast

experience in auditing, joint venture consultancy, strategic

business consultancy, business valuations, merger and



acquisitions.

Mr. Gerald Kenneth Adams was born on 17th June, 1953. He

has done his MBA from the Harvard Business School andthereafter was awarded a Bachelors Degree in Arts, Magna

Cum Laude, Phi Beta Kappa by the University of Washington.

Mr. Adams was the Managing Director of Orica Consumer

Products and held senior positions in Box USA, Amcor Limited

and the Boston Consulting Group.

Mr. Gureharan Das was born on 3rd October, 1943. He has been a director of Berger Paints India Limited since July, 2001.

Mr. Das is a Harvard graduate and was CEO of Proctor &

Gamble, India and Managing Director of Proctor & Gamble,

Worldwide. He is also a reputed author, a management

consultant and advises companies on sales & marketing and

global strategies.

Mr. Kamal Ranjan Das was born on 23rd February, 1932. A

science graduate with honours, he began his career in the year

1951. Mr. Das joined Berger Paints Indian Limited in 1975

after successful stints elsewhere and then after 20 years of

service, retired in 1994 as Executive Director. Mr. Das is now a

management consultant.

Mr. Naresh Gujral was born on 19th May, 1948. He has been

a Director of the Company since February, 2003. He is a fellow

member of the Institute of Chartered Accountants of India and

is the founder of Span India Group, which is one of the leading

exporters of high-end fashion garments to Europe from India.

He is an eminent industrialist.



Mr. Pulak Chandan Prasad was born on 27th May, 1968 and

has been Director of the Company since November, 2009. Mr.

Prasad is a B.Tech from IIT and an IIM Ahmedabad alumni. He

was the Managing Director and co-head of the India office of

Warburg Pincus and a Management Consultant with McKinsey

& Company, USA and South Africa prior to that. Currently he

holds the position of member in the Audit Committee in Bharti

Airtel Ltd. and is also a Director on the Company's Board.

Management Team

Mr. Subir Bose, Managing Director

Mr. Bose is a B.Tech (Chemical) from IIT, Kanpur & PGDM

from IIM, Ahmedabad having over 36 years of work

experience. He started his career with Asian Paints Limited &

prior to joining Berger was associated with Abukon Nigeria

Limited.

Mr. Abhijit Roy, Sr. Vice President - Sales & Marketing

Decorative / Retail Paints Division

Mr. Roy is a B.E (Mech) from Jadavpur University, Kolkata &

PGDM from IIM, Bangalore having over 19 years of work

experience. He started his career with Asian Paints Limited &

prior to joining Berger was associated with ICI (India) Limited.



Mr. Ashok Sharma, Sr. Vice President – Sales & Marketing

Automotive, GI & Powder Coatings Division

Mr. Sharma is a B.Sc (Hons) from Delhi University, B. Sc(Tech) in Technology of Paints, Pigments & Varnishes from

Bombay University & MBA from Faculty of Management

Studies (FMS), University of Delhi having over 37 years of

work experience. He started his career with Asian Paints

Limited and prior to joining Berger was associated with the

same organization.

Mr. Sandip Mitra, Sr. Vice President – Sales & Marketing

Protective Coatings Division

Mr. Mitra is a B.Sc (Hons), B.Tech & M.Tech (Chemical) from

Calcutta University having over 34 years of work experience.

He started his career with Shalimar Paints Limited and prior to

oining Berger was associated with Jenson & Nicholson (India)

Limited.

Mr. Srijit Dasgupta, Sr. Vice President – Finance & Accounts

Mr. Dasgupta is a B.Sc (Hons) from Calcutta University,

AICWA from Institute of Cost & Works Accountants of India

& Company Secretary from Institute of Company Secretaries of

India having over 27 years of work experience. He started hiscareer with Machinery Manufacturers Corporation Limited and

prior to joining Berger was associated with the same

organization.



Mr. Aniruddha Sen, Sr. Vice President & Company Secretary

Mr. Sen is a B.Sc (Hons) from Calcutta University, Diploma in

Management from IGNOU, Delhi, AICWA from Institute of Cost & Works Accountants of India & Company Secretary from

Institute of Company Secretaries of India having over 28 years

of work experience. He started his career with Indian

Aluminium Company Limited and prior to joining Berger he

was associated with the same organization.

Mr. Bhabesh Bera, Sr. Vice President – R & D

Mr. Bera is a B.Sc (Hons) & M.Sc (Chemistry) from Ranchi

University having over 34 years of work experience. He started

his career with C.S.I.R and prior to joining Berger he was

associated with the same organization in Regional Engineering

College, Durgapur.

Dr. Prosanta Kumar Ghosh, Vice President – Manufacturing

Dr. Ghosh is a B.Sc (Hons) from Burdwan University, M.Sc

(Physical Chemistry) & M.Tech (Material Science & Engg. –

Polymer) from IIT, Kharagpur & Ph.D (Polymer Science) from

IIT, Kharagpur having over 24 years of work experience. He

started his career with IVP Limited, and subsequently worked

for Rotomac Electricals Limited. Prior to joining Berger he wasassociated with ICI (India) Limited.

Mr. Subir Saha, Vice President - IT

Mr. Saha is a B.Stat (Hons.), M. Stat & Diploma in Computer

Science from Indian Statistical Institute (ISI), Kolkata having

over 32 years of work experience. He started his career with

National Informatics Centre and prior to joining Berger was



associated CESC Limited.

Mr. Subhashish Das, Vice President – Corp. HR & Personnel

Mr. Das is an M.Com & LL.B from Pt. Ravi Shankar Shukla

University, Raipur; PGDPM from National Institute of

Personnel Management (NIPM), Kolkata, SIMAP from IIT,

Kharagpur and PGDHRD from AIMA & NHRD, New Delhi

having over 15 years of work experience. He started his career

with Ambuja Cements Limited and prior to joining Berger was

associated with the same organization.

Vision

To endure an environmentally safe and secure future with a commitment from

the company and all its employee to practice and implement methods that help reduce

the harmful effects on our environment.

Mission

To conserve natural resources and ensure that protection of the environment

remains our top priority.

To take up the challenge and develop more advanced products which

consistently help reduce the harmful effects on our environment and conserve natural

resources.

We not only take the responsibility for environmental protection but also make

our employees aware and committed to the cause

We respect the needs and social implications of all communities and cultures

where our business operates.



A TOUCH OF GREEN IN OUR LIVES

We are committed to taking stringent measures to consistently reduce the

harmful effects on our environment. A few of them are as follows:

Our products are manufactuared keeping in mind stringent VOC limits along

with other environmental guidelines as per ithe industry.

Our products are compliant to all global and industrial green certifications

using renewable and sustainable raw materials in our formulations.

Installing energy efficient systems at all new plant facilities.

Launching green and envergy efficient products

Reducing waste and conserving natural resources in manufacturing facilities

SHADES OF GREEN IN ALL OUR COLORS

ECO PRO BREATHE EASY - Our first low VOC Paint

By reducing the VOC content in our paint considerably, we're offering a productsthat's not just low on emission but odourless as well. It's our flagship product that

leads the way to our Green Horizon. Mentioned below are a few of its propertise:

Low VOC

Negliglible aromatic content

Highest standard of indoor air quality

Global accreditation

Chemical components restriction

Zero health hazard

Maximum performance



ECO SAFE

We ensure that all our other household decorative products are environment

friendly and compliant to global environmental standards as well.

No added Lead, Mercury of Chromium

Minimal aromatic content

Acceptable levels of VOC

Landmark Projects

Structures new and old sometimes become distinct landmarks. While a

modern structure gives you a glimpse of the changing cityscape, an ancient building

makes you relive a slice of history. But both could be reflecting the same colours. The

colours from Berger Paints that are used to brighten up the landmarks across India.

Here‟s a quick look at some of the projects that have been touched by Berger.

Quality Policy

We at Berger Paints are committed to provide full satisfaction to our customers with

respect to Quality, Reliability and Delivery and attain Quality Leadership for all

products that are offered by us. We shall achieve this goal by:

Establishing a Quality Management System conforming to International

Standards.

Institutionalizing a culture of "Getting it Right, First Time."

Upgrading our Technology continuously to meet expectations of customers.

Planned and structured Training and Development Programmes for all

employees.

Creating an environment which encourages team effort and where each

individual's contribution is recognised and valued.



Products:

Interior Wall Coatings Silk

Breathe Easy

Rangoli Easy Clean

Rangoli Super Acrylic Emulsion



Bison Acrylic Emulsion

Designer Finishes

Illusions

Illusions Imagine

Metallica

Marble

Distempers

Bison Distemper

Jadoo Acrylic Distemper



Performance Berger Paints Corporate Social Responsibility

Conserve. Develop. Respect

Will the environment and those around us suffer as we profit? Are our

employees at Berger aware of their responsibility towards the environment? Are they

committed towards conserving natural resources?

These are just some of the questions raised at Berger before any decision is

taken. As a socially responsible corporate citizen, we at Berger ensure that the

stringent measures we take to reduce the adverse effects on the environment are taken

very seriously. At Berger growing is about creating a greener future alongside. These

measures include:

Reducing waste and conserving natural resources in manufacturing facilities

Developing green and energy efficient products

Installing energy efficient systems at all new plant facilities

Using renewable and sustainable raw materials in our formulations

Manufacturing products with the stringent VOC limits in mind along with

other environmental guidelines as per the industry

Ensuring every product is compliant to all global and industrial green

certifications



All because we at Berger respect the needs and aspirations of all communities

when our business operates.

The Berger Commitment

As a part of the commitment towards the stakeholders and the society at large,

Berger Paints is committed to discharge its responsibility for the cause of the society

through a variety of philanthropic and benevolent activities benefiting the society. The

company has donated medical equipments and has installed shallow pumps in villages

and water coolers at various locations in the vicinity of its factories. Initiatives have

been undertaken for a cleaner environment through involvement of agencies towards

conservation of greenery, spreading the awareness of a greener planet amongst the

people, recycling of waste paper and others. Donations have been given to the

charitable institutions and social welfare organizations working for the cause of the

upliftment of the poor and downtrodden.

Recruitment Philosophy & Process

What we look for

Berger has many things in common. Quest for excellence and unadulterated

passion for work are some of them. What we look for in an ideal candidate are:

Leadership

Leadership is an attribute that doesn't come with a designation or experience.

At Berger, all of us, irrespective of age or profile are leaders in own right. We are

faced with challenges every single day where we stumble but learn from each other.

We own up, take responsibility and get it done. And therefore, everyday is an

opportunity to make it what we want it to be.

Commitment

At Berger, apart from the body, mind and heart, people even get their soul to

work. And by choice. Work here is not a nine to five chore. It is what defines us and

we love what we do. This is important to belong and have fun and if this is your

philosophy of work culture, we would be glad to have you.



Solution provider

We understand that there is an efficient way out of every problem and that it

can be solved with strategy, action or advice. We, as an organization and as

employees, focus on the solution rather than the problem. And if this is your mindset,

then you belong here.

Energy

If there is one defining characteristic of all people working at Berger Paints

around the world, it is the energy. The vigor is infectious and is visible in our work, in

our interactions and in us. We live passionately. We work passionately. We solve

problems passionately. We are passionate. And if this defines you, Berger is meant for

you.

Integrity

Berger fosters a sense of responsibility in all its people who do what they do

with utmost honesty. You are not bundled under layers of management which ensures

that there is absolute transparency in the system. Integrity being high on your list of

priorities shows your application in a positive light.

Recruitment Philosophy

It is the policy of Berger to recruit appropriate candidate matching the

company‟s HR requirements in terms of necessary qualifications, experience,

attitudes and values. Our Company shall remain competitive and maintain a lean and

flat organization by recruiting in a planned way.

The Recruitment & Selection procedure takes place in two ways:

1. Recruitment and Selection excluding Campus Selection.

2. Campus Selection for MT‟s

All the employees joining the organization will undergo a thorough induction

process to familiarize themselves with the activities of the company. The detailed

planning will be done by HR Department for the new recruits.



Recruitment & Selection excluding Campus Selection is based on

advertisements, placement consultant, employee referral and job sites. Interested

candidates meeting Berger‟s requirements can apply online. Applications are then

scrutinized and checked for eligibility. The candidates meeting the criteria set by

Berger are then called for a written test. Based on their performance in the written

test, they are further called for Psychometric and Personal interview.

For Campus Selection for MT’’s, Berger recruits the management students

of Sales & Marketing stream for the job of Management Trainee- Retail Sales. We

look forward to students with consistent academic background, good communication

& analytical skills, having desire to kick start their career in Channel Sales of

Consumer Durable sector. Contrary to the conventional Campus Recruitment process

of Pre- Placement Talk, Written Assessment Tests and Personal Interviews in campus,

our selection process comprises a Virtual Campus Recruitment Program using our

company‟s website and satellite link communication system of Video Conferencing.

Interested students shall have to appear for Online Test. Candidates scoring a fixed

cutoff mark then need to appear for the Personal Interview through Video

Conferencing.

Training and Development

At Berger we value our people and understand their needs for personal growth

and career. Providing people with appropriate environment and resources for growth,

learning and confidence is our priority. A career at Berger offers a chance to touch

someone's life. There are extensive training and development programmes to enhance

and update the skills and knowledge of its human resources. Our commitment to

training and development is a core value. We believe in polishing the skills and

knowledge of an individual. Thus we have designed various development

programmes to train our people.

Employee Training & Development Programme

Job Related Programs

Career Related Programs



Employee Training & Development Programme

It is the Company‟s policy to provide appropriate learning opportunities to

assist employees in gaining job- related skills and knowledge that will contribute to

improved performance and career development. Thus there are two programme

designed for the employees of Berger Paints:

Job Related Programs

This Program is directly related to work assignments of the employee‟s

current position/ Job. An employee‟s immediate superior takes the lead by identifying

developmental objectives along with corresponding action plans. This is, generally,

done in conjunction with the performance / progress review process.

Career Related Programs

This Programme is related to development of skills, knowledge, and other

qualifications that prepare an employee for higher positions within the Company. In

this case the employee takes the lead by self-assessing skills, values, career, interests

and choices in consultation with his/her immediate superior.

SWOT ANALYSIS:-

Strengths

Imp of brand image as barriers to new entrants

Good technology backup.

Weaknesses

Raw materials ± scarcity

Requirement of high working capital

Real estate in a depression phase



Opportunities

Fiscal incentives provided by Government.

Commodity to fmcg

Rise in disposable income

Threats

Foreign companies entering as sole players



CUSTOMER SATISFACTION

Definition of Customer Satisfaction

Kotler (1997) defines customer satisfaction as “a person's feelings of pleasure

or disappointment resulting from comparing a Product‟s perceived performance (or

outcome) in relation to his or her expectations.”

Brown (1992) defines “the state in which customer needs, wants and

expectations throughout the product or service's life are met or exceeded resulting in

repeat purchase, loyalty and favorable worth-of mouth.”

According to Jones and Sasser (1995), four basic elements affect customer

satisfaction. They are the basic elements of the product or service, basic support

services, a recovery process for counteracting bad experiences, and extraordinary

service. There are many definitions of the key elements of the services, but this one is

considered appropriate in the context of care or after sales services.

Satisfaction is a function of perceived performance and expectation. If the

performance matches the expectations the customer is satisfied. If the performance

exceeds the expectation the customer is highly satisfied and delighted. If the

performance does not match the expectations the customer is dissatisfied. Satisfaction

is a person‟s feelings of pleasure of disappointment resulting for compar ing a

products perceived performance (out-come) in relation t his/her expectation. The link

between customer satisfaction and customer loyalty is proportional. Suppose customer

satisfaction is rated on a scale from 1 – 5. At a very low levels of customer

satisfaction.

Level-1, customers are likely to abandon.

Level-2 to 4, customers are fairly satisfied but still find tit easy to switch when a

better offer comes along.

Level-5, the customer is very likely to repurchase an even spread good word of mouth

about the company.



The key to generating high customer loyalty is to deliver high customer value.

A company‟s value proposition is much more than it‟s positioning on a single

attribute. Most of the successful companies are raising expectations and delivering

performances to match. These companies are aiming for TCS – Total Customer

Satisfaction. Customer satisfaction is both a goal and a marketing tool. Companies

that achieve high customer satisfaction ratings make sure that their target market is

known.

After sales support management system is apart of ERP Enterprise Resource

Planning solution dealing with the support module after the sales of product. It creates

an advanced environment to the organization, which are in to technical support after

sales e.g. Companies offering electronic goods and motor vehicles etc.

Measuring customer satisfaction

Organizations need to retain existing customers while targeting non-

customers;. Measuring customer satisfaction provides an indication of how successful

the organization is at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the

state of satisfaction will vary from person to person and product/service to

product/service.



The state of satisfaction depends on a number of both psychological and

physical variables which correlate with satisfaction behaviors such as return and

recommend rate. The level of satisfaction can also vary depending on other factors the

customer, such as other products against which the customer can compare the

organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985

and 1988 delivered SERVQUAL which provides the basis for the measurement of

customer satisfaction with a service by using the gap between the customer's

expectation of performance and their perceived experience of performance. This

provides the researcher with a satisfaction "gap" which is semi-quantitative in nature.

Cronin and Taylor extended the disconfirmation theory by combining the

"gap" described by Parasuraman, Zeithaml and Berry as two different measures

(perception and expectation) into a single measurement of performance relative to

expectation.The usual measures of customer satisfaction involve a survey with a set of

statements using a Likert Technique or scale. The customer is asked to evaluate each

statement in terms of their perception and expectation of performance of the service

being measured.

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of

customer satisfaction. Academic research has shown that the national ACSI score is a

strong predictor of Gross Domestic Product (GDP) growth, and an even stronger

predictor of Personal Consumption Expenditure (PCE) growth. On the

microeconomic level, research has shown that ACSI data predicts stock market

performance, both for market indices and for individually traded companies.

Increasing ACSI scores has been shown to predict loyalty, word-of-mouth

recommendations, and purchase behavior. The ACSI measures customer satisfaction

annually for more than 200 companies in 43 industries and 10 economic sectors. In

addition to quarterly reports, the ACSI methodology can be applied to private sector

companies and government agencies in order to improve loyalty and purchase intent.



Two companies have been licensed to apply the methodology of the ACSI for

both the private and public sector: CFI Group, Inc.applies the methodology of the

ACSI offline, and Foresee Results applies the ACSI to websites and other online

initiatives. ASCI scores have also been calculated by independent researchers, for

example, for the mobile phones sector.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer

preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent,

Reverse. The Kano model offers some insight into the product attributes which are

perceived to be important to customers. Kano also produced a methodology for

mapping consumer responses to questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been

incorporated into customer-satisfaction surveys (e.g., the revised Norwegian

Customer Satisfaction Barometer) to indicate the gap between customer expectations

and experience.

J.D. Power and Associates provides another measure of customer satisfaction,

known for its top-box approach and automotive industry rankings. J.D. Power and

Associates' marketing research consists primarily of consumer surveys and is publicly

known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as

well. These include A.T. Kearney's Customer Satisfaction Audit process, which

incorporates the Stages of Excellence framework and which helps define a company‟s

status against eight critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box. This has

been used internationally since 1989 on more than 110,000 surveys (Nov '09) with an

average response rate of 72.74%. The box is targeted at "the most important"

customers and avoids the need for a blanket survey.



Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of

customer satisfaction. The International Customer Service Institute (TICSI) has

released The International Customer Service Standard (TICSS). TICSS enables

organizations to focus their attention on delivering excellence in the management of

customer service, whilst at the same time providing recognition of success through a3rd Party registration scheme. TICSS focuses an organization‟s attention on

delivering increased customer satisfaction by helping the organization through a

Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People,

Premises, Product/Services, as well as performance measurement. The

implementation of a customer service standard should lead to higher levels of

customer satisfaction, which in turn influences customer retention and customer

loyalty.

The functional features include:

1. Customer complaints tracking

2. Service engineers information tracking

3. Job scheduling for the complaints



4. Spares management

5. Online support

6.

Reports

Customer complaints tracking

Complaint is the start point of any technical support system. With out a client request

the technical support is not initiated. Complaint tracking is done as follows:

1. Client may come down or make a phone call or complaint online

2. The client is validated. The client may have an annual maintenance

contract or may have a product in warranty or of warranty.

3. The intensity of the complaint is to be estimated to allocate resources.

4. Expected service type has to be finalized. It may be online assistance

indoor or onsite assistance.

Service Engineers information tracking:

Information about the engineers is inevitable in job scheduling. Information

about the engineers has to be added, deleted or modified in the database. It may

contain the following: the name, id of the engineer; the skill set of the manager; the

status of the engineer.

Job scheduling for the complaints:

Job scheduling means sequencing the request to its intensity, assignment of a

service engineer and creating a job card. It is done to optimize the technical resources

and to render the best service to the customer. Minor problem are processed by

technicians requests are handled by the expert team.



The job card includes the following:

The compliant id, the assigned engineer id, the data and time of service, the

spare details, no. of man hours required etc.

1. The spare part name and serial number

2. The available quantity of each spare part

3. The prize, warranty and other specifications

4. The supplier information.

Online support:

The service is done online also. The client may visit the website to obtain

basic support information about the product and FAQ. He can chat with the service

engineer on phone or online.

Report:

The report reflects the current status of the system. The reports that can be

generated are as follows:

1. Customer request report status of the system. The reports that can be requests.

2. Service engineer report provides the information about the skills and strengths

of the support team.

3. Job scheduling report states the allotment of engineers to jobs.

4. Spares report discloses the availability of all the shapes in the system.

5. Receipts and payments report gives information about the cash flow in the

system.

6. Bills generation.



Customer satisfaction tracking:

Customer satisfaction is the key concept to dictate the future of the

organization. In order to maximize the customer satisfaction along with quick

response and efficient service some other activities are to be performed.

They may be as follows:

1. Reception of the customer with hospitality.

2. Entertaining environment to the customer.

3. Providing guidance about the usage and maintenance of the product.

4. Offering gift and discounts.



Operationalization of Customer Satisfaction

As customer needs and expectations are changing all the time, this will lead to

a situation whereby customers keep setting ever higher standards, and therefore to

achieve perfection is impossible. Markets should be seen as a group of individual

companies, and each of them must be treated individually with different requirements,

experiences, commitments, and relationships. Implementing customer satisfaction

philosophy means identifying customers, then identifying their needs and expectations

and finally, measuring their perceptions. Knowing the needs of the customer makes it

easier to anticipate the ideal set of products and services. A major flaw for all the

companies has proved to be their inability to understand other ways that customers

can be satisfied. By implementing direct and continuous employee contacts with the

customers, the customers' requirements and expectations can be determined. This

employee-customer connection additionally conveys the message that the company

cares about their customers.

Customer needs can be determined through marketing research, customer

interviews, reading customer concerns, or involving customers in the design of

services and service deliveries. In order to decide if the service can be provided at a

profit, it is necessary to link value equation to the strategic service vision. Working

together with both supplier and customer can increase profitability by expanding

margin potential.

A customer satisfaction study should begin by asking about the factors

affecting customer satisfaction, how important those factors are for the whole, and the

level of customer satisfaction. A problem with customer satisfaction surveys

(Naumann, 1994) is that a poor customer satisfaction programme yields vague dataand raises customer expectations. If customer expectations are raised and a company's

performance remains the same, the customer's overall satisfaction will decrease.



Business Definition for: After-sales Service

In some cases, after-sales service can be almost as important as the initial

purchase. The manufacturer, retailer, or service provider determines what is included

in any warranty (or guarantee) package. This will include the duration of the warranty

traditionally one year from the date of purchase, but increasingly two or more year‟s

maintenance and/or replacement policy, items included/excluded, labor costs, and

speed of response. In the case of a service provider, after-sales service might include

additional training or helpdesk availability. Of equal importance is the customer's

perception of the degree of willingness with which a supplier deals with a question or

complaint, speed of response, and action taken.

After Sales Excellence

After Sales Excellence is a key driver for customer satisfaction and loyalty but

also a very important source of revenues and profits throughout a vehicle lifecycle.

Our after sales experts support our clients in all relevant areas of after sales service to

improve the internal cost base, the retail attractiveness as well as customer

satisfaction. Our results are measurable - significant improvements on key indicators

such as warranty costs, service quality, and fixed first visit rate.

Supply Chain Excellence

Our Supply Chain Excellence service enables you to realize substantial

improvements in your supply chain performance in terms of cost, efficiency, lead

times, demand management, customer service and working capital requirements. We

measure, improve and qualify supply chain organizations and processes and support

our clients by identifying and rapidly implementing cost and efficiency savings in the

entire supply chain. This can be achieved with the comprehensive, cross-functional

redesign of all logistics processes leveraging the entire supply chain including

customers and suppliers. With our proven Integrated Supply Chain Excellence Audit

we quickly identify gaps to proven best practices and benchmarks within, and beyond,

the Automotive Industry.



Value Chain Design

Constantly reviewing the companies‟ value chain in a rapidly evolving

environment; deriving required core competencies and partnerships is a key

management responsibility. We help our clients design their value chain in terms of a

global engineering footprint, production and service network, thereby improving

efficiency and customer satisfaction in alignment with corporate strategy.

Customer Contacts and Relationships

In all cases, the supplier had been involved with the customer since the

beginning of the network building. It is difficult to distinguish whether some of the

changes in customer-supplier relationship were due to the duration of the relationship

between the two parties and whether some of the changes were caused by changes in

the customer's needs resulting from the customer's new position in the network life

cycle curve. For the results of this research, that question in terms of the underlying

factors has not addressed, but for future studies, it would be relevant to clarify which

of these two factors is the more significant or in fact, whether they can be

distinguished.

Relation of the Care to Customer Satisfaction

Innis and La Londe (1994) discovered that several customer satisfaction

variables significantly affect a customer's total customer satisfaction. Customer

service attributes received high ratings for the importance of customer satisfaction.

Attributes for physical distribution of customer service were rated higher than many

marketing attributes.

Most Important Services

Barsky (1995) proposed that what is important for one customer may not be

important for another. Barsky proposes this in the area of priority marketing, and the

idea was applied to different services in general. When a buyer considers closer

integration with a supplier, they may consider that it will most likely limit the number

of potential suppliers and fear that the partner may take advantage of this by

increasing prices or delivering poorer quality or poorer service.



Interlocking with the supplier can limit the opportunity to acquire innovations

if the supplier lacks the capability of being a leading-edge supplier. Research has

shown that there are frequently differences between the views of the supplier's

management on customer value and the customers' views on what they say they value.

This was studied in the present study as well.



Q. No.3. Is the price of the Vehicle is?

Table No-3

Figure no.3

Interpretation:

From the above graph it is observed that 85% of the people feel that the price

of vehicle is affordable, and 15% of people feel that the price of vehicle is not

affordable.

85%

15%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Affordable Not Affordable

P e r c e n

t a g e o

f r e s p o n d e n t s

Price

Percentage of respondents

S.No PriceNo. of

Respondents

Percentage of

respondents

1 Affordable 85 85%

2 Not Affordable 15 15%

Total 100 100%



Q. No.4.What is the purpose of buying this BIKE?

Table No-4

Figure no.4

Interpretation:

From the above graph it is observed that 87% of the customers use their

vehicle for personal use, 13 % of the buyers use for other use.

87%

13%

0%

10%

20%30%

40%

50%

60%

70%

80%

90%

100%

Personal use Other use

P e r c e n

t a g e o


Pupose of buying


S.No Purpose of buyingNo. of

Respondents

Percentage of

respondents

1 Personal use 87 87%

2 Other use 13 13%

Total 100 100%



Q. No.5. Who influenced in buying this BIKE?

Table No-5

Figure no.5

Interpretation:

From the above graph it is observed that 48% is influenced by themselves,

32% feel that the family place a vital role to purchase their vehicle, and then comes to

friends 12% and then advertisement 8%.

48%

32%

12%8%

0%

20%

40%

60%

Your self Family Friends Advertisement P e r c e n t a g e o

f r e

s p o n d e n t s

Influenced by


S.No Influenced byNo. of

Respondents

Percentage of

respondents

1 Your self 48 48%

2 Family 32 32%

3 Friends 12 12%

4Advertisement 8 8%

Total 100 100%



Q. No.6. What does this BIKE convey?

Table no.6

Figure no.6

Interpretation:

From the above graph it is concluded that 24% of the consumers purchase the

vehicle to maintain the status, where as 54% of the consumers purchase the vehicle

because of their necessity. 18% of the consumer‟s purchases as it give comfort, 4% of

the consumer purchase the vehicle for other reason.

24%

54%

18%

4%

0%

10%

20%

30%

40%

50%

60%

Status Necessity Comfort Other P e r c e n t a g e o

f r e s p o n

d e n t s

Bike conveys


S. No bike ConveysNo. of

Respondents

Percentage of

respondents

1 Status 24 24%

2 Necessity 54 54%

3 Comfort 18 18%

4 Other 04 04%

Total 100 100%



Q. No.7. What are the reasons for buying this BIKE?

Table no.7

Figure no.7

Interpretation:

From the above graph it is concluded from the study that 34% of them say that

price is crucial, 53% of them say mileage and 7% & 6% of them say service and

brand image.

34%

53%

7% 6%

0%

20%

40%

60%

Price Mileage Service Brand Image p e r c e n t a g e o

f r

e s p o n d e n t s

Crucial


S.No CrucialNo. of

Respondents

Percentage of

respondents

1 Price 34 34%

2 Mileage 53 53%

3 Service 7 7%

4 Brand Image 6 6%

Total 100 100%



Q. No.8. You use your BIKE mostly for?

Table no.8

Figure no.8

Interpretation:

From the above graph it was observed that 44% of the respondents use their

vehicle for going to office, 45% of the respondents use their vehicle to take their

family out and 2% and 9% of the respondents use their vehicle of shopping and long

drives.

44% 45%

9%

2%

0%

5%

10%

15%

20%

25%

30%

35%40%

45%

50%

Office Family Long Drives Shopping

P e r c e n t a g e o

f r e s p o n d

e n t s

Bike used for


S.No Bike used forNo. of

Respondents

Percentage of

respondents

1 Office 44 44%

2 Family 45 45%

3 Long Drives 9 9%

4 Shopping 2 2%

Total 100 100%



Q. No.9. How long you will use this vehicle?

Table no.9

Figure no.9

Interpretation:

From the above graph it is observed that 5% and 15% of the consumer keep

their vehicle 1-2 years and 2-4 years and 68% and 12% of consumers keep their

vehicle for 4-8 years and 8 years &above.

5%

15%

68%

12%

0%

10%

20%

30%

40%

50%60%

70%

80%

1-2 years 2-4 years 4-8 years 8 years &

above


f r e s p o n

d e n t s

How long you will use


S. NoHow long you will

use

No. of

Respondents

Percentage of

respondents

1 1-2 years 5 5%

2 2-4 years 15 15%

3 4-8 years 68 68%

48 years & above 12 12%

Total 100 100%



Q. No.10. Rate your satisfaction for the service provided by the Organization?

Table no. 10

Figure no.10

Interpretation:

From the above graph it is concluded that satisfied level at service center show

at X-axis and No. of Respondents at Y-axis. 7 % of the consumers said excellent, 61%

said good and 24% and 8% of the consumers said ok and poor.

7%

61%

24%

8%

0%

10%

20%

30%

40%

50%

60%

70%

Excellent Good OK Poor P e r c e n t a g e o

f r e s p o n

d e n t s

Satisfaction level at service station


S.NoSatisfaction

level at serviceNo. of

Respondents

Percentage of

respondents

1 Excellent 7 7%

2 Good 61 61%

3 OK 24 24%

4Poor 8 8%

Total 100 100%



Q. No.11. Are you satisfied with mileage give by your bike?

Table no.11

Figure no.11

Interpretation:

From the above graph it is observed that 81% of the respondents are satisfied

with mileage given by there bike and 19% are not satisfied with mileage given by

their BIKES.

81%

19%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Yes NO



Satisfaction with mileage


S.NoSatisfied with

mileage

No. of

Respondents

Percentage of

respondents

1 Yes 81 81%

2 NO 19 19%

Total 100 100%



Q. No.12. Express your satisfaction level on performance of your Vehicle?

Table no.12

Figure no.12

Interpretation:

From the above graph it was observed that 80% of customers are satisfied on

the overall performance of the vehicle and 20% of the customers are Neutral.

80%

20%

0%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Satisfied Neutral Not satisfied


f

r e s p o n d e n t s

Performance of your vehicle


S.NoPerformance of your

vehicle

No. of

Respondents

Percentage of

respondents

1 Satisfied 80 80%

2 Neutral 20 20%

3 Not satisfied 0 0%

Total 100 100%



Q. No.13. Comment on the prices charged at service station?

Table no.13

Figure no.13

Interpretation:

From the above graph it was observed that 8% of the respondents feel that the

prices charged at service station was high and 36% feel it is medium and 54% of the

respondents feel that the prices are reasonable cost and 2% feel that the prices are low.

8%

36%

54%

2%

0%

10%

20%

30%

40%

50%

60%

High Medium Reasonable Low


f r e s p o n d e

n t s

Comment on prices


Percentage of

respondents

S.No Comment on pricesNo. of

Respondents

Percentage of

respondents

1 High 8 8%

2 Medium 36 36%

3 Reasonable 54 54%

4 Low 2 2%

Total 100 100%



Q. No.14. How is the performance of the executives?

Table no.14

Figure no.14

Interpretation:

From the above graph it is observed that 8% of the respondents feel that performance

of executives is excellent, 62% of the respondents said that performance of the

executives is good, 23% the respondents said the performance of the executives is ok

and 7% of the respondents said that performance of the executives is poor.

8%

62%

23%

7%

0%

10%

20%

30%

40%

50%

60%

70%

Excellent Good O.K Poor

Percentage of

respondents

Performance of executives

Percentage of Respondents

S.NoPerformance

of

Executives

No. of

Respondents

Percentage of

Respondents

1 Excellent 8 8%

2 Good 62 62%

3 O.K 23 23%

4 Poor 7 7%

Total 100 100%



Q. No.15. Would you like to change your bike?

Table no.15

S.NO

CHANGING BIKE NO. OFRESPONDENTS

PERCENTAGE OFRESPONDENTS

1 Yes 98 98%

2 No 2 2%

100 100%

Figure no.15

Interpretation:

From the above graph it is conclude that 2% of the customers wanted to

change their bike and 98% of the customers said not regarding the idea to change their

choice from Hero to other‟s competitors .

98%

2%

0%

20%

40%

60%

80%

100%

120%

Yes No



changing bike

PERCENTAGE OF RESPONDENTS



Q. No.16. If YES, What is your rating factor for Bike which you will give

Table no.16

RATING GOOD FAIR BAD

Quality 62 4 1

Price 46 20 1

Longevity 55 12 0

figure no.16

Interpretation:

From the above graph it know that out of 100 respondents 67% have used the

Hero. Out of 67% respondents 62% people rated good quality, 4% respondent‟s rated

fair quality and remaining 1% respondents rated bad quality.

Out of 67% respondents 46% respondents rated good price, 20% respondents

rated fair quality and remaining 1% respondents rated bad price.

Out of 67% respondents‟ 55% of respondents rated good longevity and 12%

respondent‟s rated fair longevity.

0

10

20

30

40

50

60

70

GOOD FAIR BAD

Rating factor for reliance products

QUALITY

PRICE

LONGEVITY



Q. No.17. If YES, how do you heard about HERO Products

Table no.17

Response Electronic

media

Print media Sales person others TOTAL

No. of

respondents

17 56 16 11 100

Percentage

of

respondents

17% 56% 16% 11% 100%

Figure no.17

Interpretation:

From the above graph we can analyze that most of response came from news paper

promotion is 56%,

Through electronic media is 17%, sales persons is 16% and 11% by others, by this we

known that paper ads are best than others.

17%

56%

16%11%

0%

10%

20%

30%

40%

50%

60%

Electronic

media

Print media Sales person others



Response


Percentage of

respondents



Q. No.18.What way you think promotion of HERO MOTO CORP Products

Should be done

Table no.18

Promotions

to be done

No. of

respondents

Percentage of

respondents

Offers 8 8%

Advertisement

and offers10 10%

Advertisement 19 19%

Free Service 52 52%

Free service

and offers5 5%

All the above 6 6%

Total 100 100%

Graph no.18

Interpretation:

From the above graph we know that the promotions should be done by free service

and advertisement.

8% 10%19%

52%

5% 6%

0%

10%

20%

30%

40%

50%

60%

P e r c e n t a

g e s o f r e s p o n d e n t s

Promotions to be done




Q. No.19.Is the appointment system useful to you?

Table no.19

S. No Options No. Of respondentsPercentage of

respondents

1 Completely 25 25%

2 Useful 73 73%

3 Not useful 2 2%

TOTAL 100 100%

Figure no.19

Interpretation

From the above graph it is know that among the 100 customers when a

question was raised regarding the usefulness of service appointment system 25% of

the respondent said completely useful, 73% said useful and 2% said not useful.

25%

73%

2%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Completely Useful Not useful


f r e s p

o n d e n t s

Options




Q. No.20. Do you get the information from service advisor on the services to be

performed?

Table no.20

S. NoInformation from

service advisorNo. of Respondents

Percentage of

respondents

1 Completely 37 37%

2 Adequately 54% 54%

3 Partially 9 9%

TOTAL 100 100%

Figure no.20

Interpretation:

From the above graph we come to conclusion that 37% of the customers are

getting complete information from service advisor and 54% are getting adequately

37%

54%

9%

0%

10%

20%

30%

40%

50%

60%

Completely Adequately Partially



Information from service advisor




and 9% of the customers are getting partial information regarding the services to be

performed.

FINDINGS

1. Most of the buyers are professionals and business people using the Hero

MotoCorp Ltd bikes.

2. 94% of the respondents purchase new bikes only.

3. Nearly about 85% of the customers feel that the price of vehicle is affordable.

4. About 87% of the respondents use Hero MotoCorp Ltd bikes for their

personal use.

5. The reason for purchase only Hero MotoCorp Ltd is necessity for 54% of the

customers, 24% of the consumers feels status and 18% feel comfortable.

6. Many of the respondents are satisfied with regard to mileage, price.

7. 45% of the respondents use their vehicle to take their family out and 44% use

for going to office.

8. 61% of the respondents were satisfied with service provided by the dealer at

the service center, 24% and 7% of the respondents said ok and excellent, and

8% of the respondents were not satisfied with service at service station.

9. Above 56% of the respondents feel the prices are reasonable at the service

center. Where 8% and 38% of the respondents feel that the prize are high and

medium respectively.

10. 62% of the respondents feel that the overall performance of the vehicle is

good, 8% and 23% of the respondents feel that the performance of the vehicle

is excellent and o.k.



SUGGESTIONS

1. It is suggested that some more place should be provided for luggage.

2. To provide better service to customers at work shop

3. To make the vehicle more spacious inside

4. To improve the comfortness in the vehicle

5. Skilled and experienced persons should be provided at service center, so that

problems of the vehicle should be resolved completely.

6. Engine capacity should be increase, this leads to increase mileage and pickup

7. To increase the place of parking at work shop.



CONCLUSION

“The global business environment is buzzing with the single most important

issue of Building a competitive edge by creating and retaining a large number of

customers than their goods and services every organization is therefore seized of the

task of establishing sustaining its worth to the customer, who has been rendered

unpredictable by com petition”

Therefore every business is making a continuous effort for achieving customer

effort for achieving customer loyalty

In short it is total organizational culture and brand equity, which face

challenge. So that there is a perennial struggle amongst organizations to sustain their

existence in the market place, and hence in order to sustain the stiff competition the

company has to take up market Research frequently to know the changing needs &

preference of the customers.

This helps the company to reframe the policies in providing cutting edge

technology to satisfy the customer & retain him for a life time.



BIBLIOGRAPHY

REFERENCES

BOOKS

Principles of Marketing : Philip Kotler & Gary Armstrong

Marketing Research : G.C.Beri

Consumer Behavior : Leon G. Shiftman

Services Marketing : Adlarian Palmer

MAGAZINES

Auto India

Business Today

JOURNALS

ICFAI General of Marketing

Retail Marketing

WEB SITES

www.hero.com

www.autofinlimited.com

www.google.com

http://www.hero.com/

http://www.autofinlimited.com/

http://www.google.com/

http://www.google.com/

http://www.autofinlimited.com/

http://www.hero.com/



QUESTIONNAIRE

Name of Respondent: ___________________________________________________

Designation:________________________ Income: ___________________________

Address: _____________________________________________________________

Phone No._________________ Email id: ___________________________________

1) What is the model of bikes used by customers?

a. SPLENDER + b. PASSION +

c. GLAMOUR d. CBZ X-TREME

e. KARIZMA

2) Which type of bike have you bough

a. New b. Pre Owned

3) Whether the price of the Vehicle is?

a. Affordable b. Reasonable

4) What is the purpose of buying this bike?

a. Personal use b. Rental use

c. Other use d. None

5) Who influenced in buying this bike?a. Yourself b. Family

c. Friends d. Advertisement

6) What does this bike convey?

a. Necessity b. Comfort

c. Status d. Other

7) What are the reasons for buying this biker?

a. Price b. Mileage

c. Service d. Brand Image

8) You use your bike mostly for?

a. Office b. Family

c. Long drives d. Shopping

9) How long you will use this vehicle?

a. 1-2 years b. 2-4 years

c. 4-8 years d. 8 years & above

10) Rate your satisfaction for the service provided by the Organization?



a. Excellent b. Good

c. Average d. Poor

11) Are you satisfied with mileage give by your bike?

a. Yes b. No

12) Express your satisfaction level on performance of your Vehicle?

a. satisfied b. Average

c. Not satisfied

13) Comment on the prices charged at service station?

a. High b. Medium

c. Reasonable d. Low

14) How is the performance of the executives?

a. Excellent b. Good

c. Average d. Poor

15) Would you like to change your bike?

a. Yes b. No

16) YES, What is your rating factor for Bike which you will give

17) If YES, how do you heard about Hero MotoCorp Ltd Products

a. Electronic media b. Print media

c. Sales person d. others

18) What way you think promotion of Hero MotoCorp Ltd Products Should be done

a. Offers b. Advertisement

c. Free Service d. others

19) Is the appointment system useful to you?

a. Completely b. Useful

RATING

FACTOR GOOD FAIR BAD

Quality

Price

Longevity

Others (_)



c. Not useful

20) Do you get the information from service advisor on the services to be performed?

a. Completely b. Adequately

c. Partially

21) Suggestions for the company?

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Documents

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