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

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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.

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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.

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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

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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.

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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.

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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

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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

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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

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1.6

STATEMENT OF THE PROBLEM Constructional and Structural products market in Kanjikode has got various

players. Every seller should be competitive and offers quality products in the market. Distribution network established determines the sale of the product to a greater extent. Due to the prevailing heavy competition in the market, an effort has been made to survey the 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.

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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..

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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.

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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.

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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.

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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.

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120

Chart No. 3.1 Brands dealt by the retailers

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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

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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

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Chart No. 3.3 Dealership with paragon steels

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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.

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100

90Chart No. 3.4 Preference for paragon brand

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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

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100Chart No. 3.5 Handling other companies dealership

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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

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70

60Chart No. 3.6 Opinion on selling paragon products as an easy task with other products

60

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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

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70

62 60Chart No. 3.7

Distance between the shop and the nearest whole sale depot

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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

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45Chart No. 3.8 Opinion on relationship with the nearest dealer

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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

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35Chart No. 3.9 Time of high demand for constructional steel products

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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

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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

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70

Chart No. 3.11 Sales target set by the company to its dealers

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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

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40

35Chart No. 3.12 Achieving the sales target as an easy task

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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

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45Chart No. 3.13 Sales promotional activities of Paragon Steels

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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

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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

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40Chart No. 3.15 Satisfaction about remedial measures by the company to handle the grievance

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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

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70Chart No. 3.16 Time frame to process the order by the company

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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

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70Chart No. 3.17 More advertisement needed to overcome the competition

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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

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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

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70 65

60Chart No. 3.19 Selection of product based on the attributes

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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

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Chart No. 3.20 Level of satisfaction based on the attributes

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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

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Chart No. 3.21 Level of satisfaction of Paragon steels when compared with other products

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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

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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

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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.

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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.

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