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CHAPTER 1
INTRODUCTION
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1.1 ABOUT CERAMIC INDUSTRY
History of ceramic tiles:-
Rumours have it that the first clay tiles were produced seven to eight thousand years ago in the area now known as the Holy Land. Many sources independently verify that the actual known history of Tiles (and the known usage of wall and floor tile coverings) can be traced back as far as the fourth Millennium BC (4000 BC) to Egypt. In the early days, the tiles were hand-made, each tile was hand-formed and hand painted, thus each was a work of art in its own right. Ceramic tile was used almost everywhere on walls, floors, ceilings, fireplaces, in murals, and as an exterior cladding on buildings. Today Ceramic tile throughout the world is not hand-made or hand-painted for the most part. Automated manufacturing techniques are used and the human hand does not enter into the picture until it is time to install the tile. They are used in an almost infinite number of ways and you don’t have to consider yourself wealthy to own them. In commercial buildings, where both beauty and durability are considerations, ceramic tiles will be found, particularly in lobby areas and restrooms. In fact most modern houses throughout use Ceramic tiles for their bathrooms and kitchens and in every vital area of the premise. Ceramic tiles are also the choice of industry, where walls and floors must resist chemicals. And the Space Shuttle never leaves without its protective jacket of high tech, heat resistant tile.
Overall picture of the industry:-
Ceramic tiles as a product segment have grown to a sizeable chunk today at 340 Millions Square meters production per annum. However, the potential seems to be great, particularly as the housing sector, retail, IT & BPO sectors have been witnessing an unprecedented boom in recent times. The ceramic tiles sector has been clocking a robust growth of 12-15% consistently over the last few years. Today, India figures in the top 5 countries in the world manufacturing ceramic tiles. The key drivers for the ceramic tiles in India are the boom in housing sector coupled by government policies fuelling strong growth in housing sector. The retail boom in the Indian economy has also influenced the demand for higher end products. Overall the bullish growth estimates in the Indian economy has significantly influenced the growth of the Indian Ceramic tile industry. The main product segments are the Wall tile, Floor tile, Vitrified tile and Porcelain tile segments. The market shares are 35%, 53% and 12% respectively for Wall, Floor & Vitrified/Porcelain tiles. The tiles are available in a wide variety of designs, textures and surface effects. They cater to tastes as varied from rustics to contemporary marble designs in super glossy mirror finishes.
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Current status of the industry:-
The ceramic tiles industry in India has followed similar trends internationally which have been characterized by excess capacities and falling margins. Countries like Malaysia, Thailand, Indonesia, Sri Lanka and Vietnam are setting up their own plants. China has emerged as a major competitor. Producers from Spain and Italy have the advantage of lower transportation costs while exporting to USA and Germany. In India, the per capita consumption is as low as 0.30 square meters per person compared to China (2 square meters per person), Europe (5 to 6 square meters per person) or Brazil (2.5 square meters per person). Rising disposable incomes of the growing middle class and 40 million units of housing storage hold out a great potential. A major change that took over the ceramic tiles industry, was the introduction of vitrified and porcelain tiles. These new entrant product types are said to be the tiles of the future. Internationally these tiles are already the major sellers. This category of products account for 13% of all organized sales in this industry.
Members in ceramic tile industry:-
Name of Member
Anant Raj Industries Ltd.
Antiqu Granito Pvt. Ltd.
Asian Granito (India) Ltd.
City Tiles Ltd.
Century Tiles Ltd.
Euro Ceramics Ltd.
Gokul Ceramics Pvt. Ltd.
H. & R. Johnson(India) Ltd
Jalaram Ceramics Ltd.
Kajaria Ceramics Ltd.
Lorenzo Vitrified Tiles Pvt. Ltd.
Murudeshwar Ceramics Ltd.
Oracle Granito Ltd.
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Orient Ceramics and Industries Ltd.
Radiant Floor Tiles Pvt. Ltd.
RAK Ceramics India Pvt. Ltd.
Regent Granito (India)Ltd
Restile Ceramics Ltd.
Sentini Cermica Pvt. Ltd
Silica Ceramica (P) Ltd.
Vrundavan Ceramics Ltd.
Varmora Granito (P) Ltd.
Sogo Ceramics Pvt. Ltd.
Somany Ceramics Limited
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1.2 COMPANY PROFILE
The Company was incorporated on 20th December 1985 at Kanpur. It manufactures glazed and unglazed wall & floor tiles. The company obtained the certificate of commencement of business on 20th January 1986. It was promoted by Shri Ashok Kumar Kajaria, his associate and Kajaria Exports Ltd.
Kajaria Ceramics Limited is the largest manufacturer and exporter of ceramic wall and floor tiles in India. Kajaria is the first tile company to win the Super brand Status.Kajaria`s distribution network comprises of about 600 dealers. Kajaria Ceramics is the largest manufacturer of ceramics tiles in India. It has an annual capacity of 21 mn. Sq.mtr. Distributed across two plant – Sikandrabad at Uttar Pradesh (capacity 6.90 mn. Sq.mtrs) and Gailpur at Rajasthan (capacity 14.10 mn. Sq. mtrs.).
The Company is in advance stage of commissioning 2.5 mn sq mtr vitrified tile facility at Sikandrabad (Uttar Pradesh), adding a margin-accretive product vertical to the business model. After this, the aggregate capacity of the Company would become 23.50 mn sq mtr of tile production per annum.
The company has received the ISO 9001 (for quality management), ISO 14001(Environment management), OHSAS 18001 (for safety and health management) andSA-8000 (for commitment to society) certifications across its plant. ), These plants also fulfill international norms.It is a continuous process, which allows us to express through tiles what words can't say and provide our consumers with new and innovative options. The new range of tiles released this year adds to the already impressive Kajaria Collection. Certificate in Recognition of Export achievement in respect of Glazed Ceramic Tiles for the year 2008-2009.
CORPORATE INFORMATION
Board of directors
Mr. Ashok Kajaria (Chairman & Managing Director)Mr. D.D.Rishi (Joint Managing Director)Mr. Chetan Kajaria (Whole Time Director)Mr. Rishi Kajaria (Whole Time Director)Mr. R.P.Goyal (Independent Director)Mr. R.K.Bhargava (Independent Director)Mr. D.P.Bagchi (Independent Director)Mr. R.R.Bagri (Independent Director)Mr. R.C. Rawat VP (F&A) & Company Secretary
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COMMITTEE OF THE BOARD
Audit Committee
Mr. R.P.Goyal - ChairmanMr. R.K.Bhargava - MemberMr. R.R.Bagri – Member
Share Transfer and Investors Grievances Committee
Mr. R.R.Bagri - ChairmanMr. Ashok Kajaria - MemberMr. D.D.Rishi – Member
Project Management Committee
Mr. Ashok Kajaria - ChairmanMr. D.D. Rishi - MemberMr. Chetan Kajaria - MemberMr. Rishi Kajaria – Member
REGISTERED OFFICE
A-27 & 28, Sikandrabad Industrial Area,Sikandrabad, Dist. Bulandshahr, (U.P.)
CORPORATE OFFICE
J-1 / B-1 (Extn.), Mohan Co-operative Industrial Estate,Mathura Road, New Delhi 110044
WORKS
1. A-27 & 28, Sikandrabad Industrial Area,Sikandrabad, Distt. Bulandshahr, (U.P.)2. 19 km Stone, Bhiwadi- Alwar Road,Village Gailpur, Dist. Alwar (Rajasthan)
AUDITORS
M/s O.P.BAGLA & CO.,Chartered Accountants
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BANKERS
State Bank of IndiaCanara BankState Bank of MysoreOriental Bank of CommerceHDFC Bank LimitedState Bank of Indore
REGISTRAR & SHARE TRANSFER AGENT
M/s MCS LimitedF-65, 1st Floor, Okhla Industrial Area, Phase-1New Delhi 110020
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1.3 DEFINITION AND OBJECTIVES OF THE PROJECT
TITLE OF THE PROJECT:-
The title of project report is “to study the awareness and purchasing behaviour of customers for kajaria ceramics ltd among the Kolkata customers”.
OBJECTIVES OF THE PROJECT:-
Primary objective
To know brand awareness and factors that affects the customer buying behaviour.
Secondary objective
To determine the level of satisfaction of existing customers.
To identify the factors related with the switching off customers from company’s brand to other brand.
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1.4 SCOPE OF THE PROJECT
Today, for any organization or firm to survive in this competitive world depends on its ability to be dynamic and be different from the competition to be unique in the industry. Customer Satisfaction helps every organization to keep the existing customer and to build new customer. This research is aimed at profiling the standard customer with an aim to increase the network and improve company-customer relations. The information gathered through this research can be used by the company to improve its services and became more customers friendly. This can increase the goodwill of the company and its overall performance.
Thus this study is aimed to provide the management with some knowledge about its status in market both in terms of sales and customer awareness. The research also aims to provide some ideas to improve the company’s present condition.
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CHAPTER 2
REVIEW OF LITERATURE
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2.1 ORGANIZATIONAL BUYING BEHAVIOUR
Organizational buying is in some ways similar to consumer buying since it is a not organization making the buying decisions but people within those organizations. But there are significant differences that must be understood by marketers in order to succeed in the organizational market.
PURPOSE OF ORGANIZATIONAL BUYING:-
Organizational buyers make purchase decisions in order to satisfy their goals, as do final consumers. But the goals differ. Organizations have the goals of producing a good, providing a service, or reselling an item, and therefore buy products and services that will allow them to effectively engage in these activities. Thus, these buyers may manufacture products, provide services or resell items. Buyers may be for profit operations or not for profit, product or service oriented, governmental or private. In all cases, organizational buying takes place in order to produce a product, provide a service, or engage in resale.
Organizational buying, then, is the decision-making process by which organizations established the need for purchased products and services, and identify, evaluate, and choose among alternative brands and suppliers.
ORGANIZATIONAL BUYER’S CHARACTERISTICS:-
There are several important organizational buyers characteristics that also differentiate them from final consumers.
I. Group involvement:-
Because products purchased buy organizational buyers are often costly and complex, a group of individuals may be involved in the decision making process. People from engineering, production, finance, purchasing, and even top management could participate in purchase decision.
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II. Technical knowledge:-
Professional buyers, generally quite knowledgeable about the products or services being bought, make the purchase decision or may be directed by other technically individuals (such as engineers) to the appropriate decision based on group decision. These buyers are known as purchase agents in industrial, governmental, and institutional organizations.
III. Rational motivations:-
As indicated by the skilled, technical nature of purchasers discussed above, organizational buyers are often strongly directed by rational motivations. Such factors are generally economically based and can be translated into rupees and piece so that cost and benefits may be carefully weighed. For example, product quality specifications and consistency, prompt delivery assurance, price, credit terms, warranty, and service are all rather objective elements influencing buyers in their selection of vendor.
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INFLUENCES ON ORGANIZATIONAL BUYER BEHAVIOR
There are four broad categories of factors that influence organizational buyer behavior: environmental, organizational, interpersonal, and individual. Understanding these factors is critical to the marketer in preparing an effective marketing strategy.
1) ENVIRONMENTAL FACTORS:-
Seven environmental factors influence organizational buyers: physical, technological, economic, political, legal, ethical, and cultural.
a) Physical:-
The physical environment includes such factor as the climate and geographical location of the organization and can affect the behavior of organizational members and determine the constraints and options for the buying organizations. A supplier’s geographical location, for example, is an important consideration in whether it is chosen or not. Many firms prefer local suppliers, and in the international sphere, many buyers prefer to use domestic suppliers where possible. Climate and geography also determine the availability of raw materials from forest, farms, or mines for the organization, as well as its location decision based on such things as these raw materials, labour availability, and transportation systems.
b) Technological:-
The level of technological development defines what types of goods and services are available to the organizational buyer. In addition, it influences the quality of the buying process itself through development of improved purchasing technology using more sophisticated equipment such as computers to facilitate complex purchasing and inventory control decisions.
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c) Economic:-
The economic environment for the buying organization is affected by price and wage conditions, money and credit availability, consumer demand, and level of inventory in key industry sectors. These sorts of factors will determine the availability of goods and services, ability of buyers to finance purchases, and what prices will be paid. Just as for final consumers, the economic environment will influence organizational buyer’s optimism or pessimism and, consequently, their buying behavior.
d) Political:-
Political influence could include such factors as country trade agreements, tariff barriers, lobbying activities, defense expending, government assistance to certain industries or companies, and government attitude toward business generally.
e) Legal:-
Local, state, and federal legal and regulatory environments have an influence on buying activities which takes place. Government regulation sets standards for what must be bought in order to be included on products. Terms of sale and conditions of competitions are also enforced by legal means on organizational buyers.
f) Ethical:-
The ethical environment is of major importance in the buyer-salesperson relationship. Buyers and salespeople must exhibit ethical behavior if they are to be accepted as professionals. Consequently, each group need to know what is considered to be ethical and unethical behavior. The National Association of Purchasing Management has developed a code of ethics to be followed by professional buyers. Unfortunately, little research has been conducted on how purchasing agents view the ethics of particular salespersons behaviors. However, when selling activities are perceived as unethical by purchasers, they may negatively affect choice of as well as purchaser’s career.
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g) Cultural:-
Culture establishes values that are shared by members and which influence them in their buying behavior. Large organizations, too, have developed their own corporate culture which differs in its values, norms, habits, traditions and customs. The nature of these differing values, styles, and behaviors may be evident in the organization’s buying behavior.
2) ORGANIZATIONAL FACTORS
Because organizational buying occurs within the framework of a formal organization, the organization’s objectives, policies, procedures, structure, and systems of rewards, authority, status, and communication will all have an important influence on every part of the buying decision process. The marketer must understand four aspects of the organization buying process in order to design an effective strategy to influence that process. These four sets of interacting organizational variables have to do with tasks, structure, technology, and people involved with buying.
a) Tasks:-
The buying task is performed buy the organization in order to accomplish its objectives. These task may be classified in different ways such as by purpose, level of expenditure, types of goods and service purchased, extent to which the process is routine or not, and extent to which responsibility for purchasing is centralized or decentralized. The organization’s goals will influence its purchasing objectives and behavior.
b) Structure:-
The buying structure of the organization has an effect on the purchasing process. Organizations have a formal and an informal structure. The organizational chart illustrates the formal relationship between people in the organization. Informal relationships and communication patterns may be quite different, however from formal structure. Marketer must understand both the formal and informal organization in order to effectively sell to a buyer.
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c) Technology:-
Technology may influence not only what is bought but the buying decision process itself. For instance, some organizations have implemented sophisticated management science techniques in the buying process, including models for inventory control and price forecasting, purchase schedule charts and computers routines for determining optimum order quantities for company buying process are widespread in industry, computerization is rapidly taking over. Marketing success requires an understanding of the organization’s technology so that any new product or service fit into those systems which are already in place.
d) People:-
The people in the organization who are involved in the purchasing situation will be a major determinant of the organizational buying process. These people are interdependent and interact with each other to influence members’ buying behavior. The marketers task is to identify those within the organization with responsibility and authority for buying decisions in order to persuade them to purchase. Therefore, it is important to know which people are involved with the decision. Their interaction is an important topic which should also be understood.
3) INTERPERSONAL FACTORS
The interaction between only two people or a larger number is a significant influence on organization buying decisions. As people involved in a purchasing decision interact they may provide information to each other as well as attempt to influence the purchasing outcome for their benefit. This influence of one person on another is what we mean by interpersonal influence and commonly occurs in organizational purchasing within the context of a group known as the buying center.
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The buying center:-
The buying center is comprised of those people in the organization who interact during buying decision process. This decision- making unit may vary in size based on: 1) How novel, complex, and important the purchase decision is, and 2) How centralized, formalized, and specialized the organization is.
Most research studies have used the buying center as the basic unit of analysis by focusing on a particular purchasing decision, the organizational member involved in purchase, and their communication and influence flows during the decision process. Some have criticized the buying center approach to research as being based on concepts of a group which may not appropriate in the buying center context.
4) INDIVIDUAL FACTORS
Participants in the organizational buying process bring to the situation their own individual thoughts, feelings, and actions. These psychological factors are very relevant. For example, one author has suggested that sellers should determine psychological data about customers in order to develop an effective strategy. The type of important data needed by sales representatives include information about which the buying center members are, how powerful they are and what their positions are, what hot buttons each has in terms of specific benefits they want, and how they perceive the vender. From such information more productive sales call will result. Organizational buyer behavior is thus comprised of individual behavior in an organizational context.
a) Motivation:-
Motivations of buying center members are difficult to assess accurately. They have generally been categorized into task-related motives. Task related motives include such need as product quality, price, service, and delivery, or getting the “right” product for the “right” price at the “right” time from the “right” sources. These pertain to the problem leading to the buying decision.
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b) Perception:-
As we learned earlier, individuals receive and interpret stimuli and organize them into a coherent picture of their world. Organizational buying center members’ perceptions are important to marketers’ development of effective strategies. Two dimensions of this element are significant: perceptions of selling company’s products and perceptions of their own role in the buying center decision process.
c) Learning:-
Learning is another variable strongly influencing the individual in the organizational buying process. Learning occurs as buyers make decisions that are satisfactory and this reinforcement increases their tendency to make the same decision in future similar situations. The continual reinforcement of a decision leads to a habit, which is a relatively automatic response.
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THE ORGANIZATIONAL BUYING DECISION PROCESS
The organization buying process involve following eight steps:
Problem recognition
Need description
Product specification
Vendor search
Proposal request
Vender selection
Purchase routine selection
Post purchase evaluation
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1. Problem recognition:-
As with final consumers, problem recognition occurs when some one in the organization perceives a difference of sufficient magnitude between the desired state and the actual state of affairs. Either external or internal stimuli may be the cause of problem recognition. For instance, an organization may learn externally of new packaging equipment its manufacturing through a visit to a trade show, and ad seen in a industry trade magazine, or a sales calls buy a supplier’s representative. Such information could cause the manufacturer to realize that increased speed, greater cost savings, and less downtime could result from purchasing the proposed equipment.
2. Need description:-
Ones problem recognition occurs the organization must then generally determine the quantity and describe the characteristics of items needed. This is analogous to the final consumer determining how much of a certain type of product will fit his needs, but for the organization the level of complexity may be much greater. Standard items such as office supplies are comparatively easy from a wide array of roughly equal suppliers.
3. Product specification:-
After the need has been recognized and described, detailed specifications of the product must be prepared by the using department to communicate precisely what is needed. Seller have opportunities at this and the previous stage to assist the buyer in describing needs and writing specifications. These specifications may include detailed performance requirements, product attributes, service support needs, etc. For example products, using departments will typically be involved as well as engineering experts and financial executives.
4. Vendor search:-
At this stage organization tries to identify companies who may be appropriate suppliers of the specified product. Actually, for many situations this stage is more closely linked with previous stage than appeared to be the case here. In order for the organization to write specifications on complex products, it must start with what products and suppliers currently exist, moving from there to the next stage which may involve decision on the “who” and “how” of supply for an item which is presently unavailable in the marketplace. Sometimes a company will decide to make it rather than buy it.
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5. Proposal request:-
Particularly with new task and modified re-buy situations, the company may next send a request for proposal to qualified vendors asking them to bid based on the product specifications. Suppliers who respond to the request will submit a proposal via perhaps a catalogue, a sales call, or a detailed written offer specifying product or service features, terms of supply, and price. Large company may establish an approved vender list which limits to carefully chosen suppliers, those who may submit bids on products.
6. Vender selection:-
The supplier/product choice decision is made buy one or more members of the buying centre based on the proposal submitted. One conceptualization of the vender selection decision-making process suggests two possible strategies a firm may peruse: simultaneous scanning or sequential evaluation. In simultaneous scanning a company arrays and views potential suppliers at the same time, whereas in sequential evaluation the potential vendors are first ranked and then evaluated sequentially until one is found that satisfies purchase needs.
7. Purchase routine selection:-
This stage involves placing an order with a vendor who processes it and ship the product. It is then received, approved, and payment is made. Status reports within the company will let management know whether time tables are being met. Rather than writing a purchase order for each purchase in a straight re-buy situation, companies often negotiate a contract to cover purchases over a specific length.
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8. Post purchase evaluation:-
The last step in the purchase decision process involves an evaluation of the supplier’s performance buy the buyer. This is an important stage in providing feedback so that the buyer and seller will be better able to work as a team. Management may periodically have several departments rate the supplier’s performance on such criteria as product quality, delivery, and post-sale service. The overall rating developed is used by the buyer to make decisions about continuing to use the supplier or perhaps switching to an alternative source. Vendor may also receive the report so that they can modify their performance where necessary to better serve customers’ needs.
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2.2 BRAND AWARENESS
Aware of brand, when its presence is registered in the mind of consumers. The level of awareness can range from mere recognition to recall to top of mind to dominant. The company is spending money to keep brand in consumer’s memory.
Strong brand awareness means easy acceptance of new products. Brand with strong awareness can be bought and sold to create brand name with enduring strength.
An organization can put its customer awareness, identity and develop it further to build strong brand. It is enhanced by creating a brand loyalty and establishing brand identity of a product.
Brand awareness is asset which brand managers create and enhance to build brand equity. It is related to the nature and feature of the product. It leads to brand strength which is constituted by measuring the variables like leadership, stability, geographic trend, support, protection etc.
Creating brand awareness with the use of advertising, promotion event management etc , a different brand has different kinds of awareness which retain the recognition.
Brand awareness satisfies a need of the consumer. A consumer as aims, ambition, motivation, drives and desire. Consumer feels more powerful when he uses the brand. Satisfaction or preference for a brand shows now loyal the consumer is likely to the brand.
Now-a-days consumers are experience with brand awareness for different products, where the consumers’ expectations levels are increased towards brands.
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CHAPTER 3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
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RESEARCH:-
Research in common parlance refers to search of knowledge. As per Advanced
Learner’s Dictionary of Current English lays down the meaning of research as “A careful
investigation of inquiry especially through search through search for new facts in any branch
of knowledge”. Redman and Mory define research as a “systematized effort to gain new
knowledge.” Research is an academic activity and as such the term that should be used in
technical sense.
According to D. Slazenger and M Stephenson define Research as ” manipulation of
things, concepts or symbols for the purpose of generalising to extend , correct or verify
knowledge, whether that knowledge aids in construction of theory or in practice of an art.”
METHOD OF RESEARCH FOR THE PROJECT:
Descriptive research:-
Descriptive research includes survey and fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs as it exists at the
present. In business research, descriptive research is also known as Ex Post Facto Research.
The main characteristic for this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening.
Method of research was Descriptive. In this project there is description and evaluation
of brand awareness and purchasing behaviour of malaria ceramic tiles among Kolkata
customers.
TYPE OF RESEARCH:
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Survey
The type of research used is survey. Survey was carried out through a questionnaire.
METHOD OF DATA COLLECTION:-
The two method were used to collect data
1 primary data
2 secondary data
Primary data:-
Primary data are data gathered for a specific purpose or for a specific research project
we collect primary data during the course of doing experiments in an experimental research
but in case we do research of the descriptive type and perform survey, whether sample
surveys or census surveys, then we can obtain primary data either through observation or
through direct communication with respondents in one form or another form or through
personal interviews. This, in other words, means that there are several methods of collecting
primary data, particularly in surveys and descriptive researches. Important ones are
i. Through questionnaires
ii. Observation method
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The method of collection of primary data for this project was through:-
Questionnaire:-
Personal interview was conducted with the help of question which include open ended and close ended question.
Open ended questions are those in which respondents are free to give their consents.
Whereas a close ended question is one where the respondent has to select a response from one among the multiple choices offered to him or her.
Questionnaire consists of a set of question presented to respondents for their answers. Questionnaire was based on the objective of the project.
Observation Method:-
The observation method is the most commonly used method especially in studies relating to behavioural sciences. In a way all observe things around us, but his short of observation is not scientific observation. Observation becomes a scientific tool and the method of data collection for the researcher, when it serves a formulated research purpose, is systematically planned and recorded and is subjected to checks and controls on validity and reliability. Observations were made during the project. This helped the research in understanding the attitude of the developers towards the products.
SECONDARY DATA:-
This refers to information that has been collected earlier by someone else. Often this includes printed or published reports, news items, and industry or trade statistics, etc.
This also includes internal documents like sales reports, payment history of customers, and dispatch records.
These are important to researcher as they provide an insight into the problem
Sources of collecting secondary data for this project were:
1) Newspaper
2) Internet
SAMPLING METHOD:-
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A sample is a small part of the population from which can be applied and accepted in an accurate manner within certain limits. Sample must be representative so that valid conclusion about population can be inferred.
The sampling technique used for the project was Non Probability Sampling
Non-probability sampling:-
Non-probability sampling techniques are those methods that are not based on the concept of probability. There is no method, rule by which one can determine the chance or probability that a specific population element is selected as sample.
The type of Non Probability Sampling used was Convenience.
Convenience or Accidental Sampling:-
Convenience of the sampler or convenient location for the fieldwork may be the prime criterion in sample selection is totally depended upon the researcher. The leads to the selection of respondents i.e. Selection of only a few items. The respondents should be the representative of total population. The selected respondents called as sample.
Researcher must decide the way of selecting sample or what is popularly known as the sample design.
Method is also called accidental sampling as the mere reason that specific element of the population is available on the spot is sufficient for its being included in the sample.
Sampling size:
A Sample size is a small geographical region of potential customers. A sample size should not be too small or too large. A sample size contains a group of customers who form a part of the sample size, are targeted for conducting research surveys and the obtained data are analyzed and interpreted to give a meaningful conclusion in bringing out the SWOT analysis which guide the company regarding formulation of various future strategies and plans.
The sample size for the project was Developers of Kolkata. The sample selected was based on convenience. Though not all developer of Kolkata were covered. The sample size selected was from Rinehart and Salt lake. The sample size for the Project Report was 100 respondents.
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Table – 3.1
RESEARCH METHODOLOGY FOR PROJECT
METHOD OF RESEARCH DISCRIPTIVE RESEARCH
TYPE OF RESEARCH SURVEY
SAMPLING TECHNIQUE NON PROBABILITY, CONVENIENCE
TYPE OF DATA PRIMARY AND SECONDARY
METHOD OF DATA COLLECTION OBSERVATION AND QUESTIONNAIRE
SAMPLE AREA KOLKATA (RAJARHAT, SALT LAKE)
SAMPLE UNIT BUILDER & CONTRACTOR
SIZE OF SAMPLE 100
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CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATION
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1) Brand awareness among the customers
Table – 4.1
Option No. Of respondents Percentage (%)Yes 95 95No 5 5Total no. Of respondents 100 100
Graph – 4.1
Interpretation:
The above graph indicates that 95% 0f customers are aware to Kajaria ceramics tiles.
It shows that kajaria ceramics brand is popular among the customers.
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95%
5%
Yes No
.
2) Preference of customers to tiles brand
Table – 4.2
Name of brands No. of respondents Percentage (%)
Kajaria 55 55
Johnson 20 20
So many 10 10
Orient 5 5
Euro 5 5
Others 5 5
Total no. Of respondents 100 100
Graph – 4.2
Interpretation:
Above graph shows that 55% of customers were using kajaria ceramic tiles in their project.
This shows that Kajaria is a market leader.
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Kajaria Johnson Somany Orient Euro Others
55
20
10
5 5 5
3) Reasons for using Kajaria ceramics tiles in the project
Table – 4.3
Reasons No. Of respondents Percentage (%)Quality 20 36Price off 10 18Credit facility 10 18Dealers network 7 13Variety 8 15Total no. Of respondents 55 100
Graph – 4.3
Interpretation:
Above graph shows that 36% of the customers use kajaria ceramic tiles because of its quality.10% uses kajaria tiles because company gives price off on bulk purchase.Credit facility provided by company influence 10% customers to buy kajaria tiles.7% customer buys kajaria tiles due to dealer’s network. 8% customer buy kajaria tiles because company provides number of variety.
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Quality Price off Credit facility Dealers network Variety
20
10 10
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4) Reasons for not using kajaria ceramic tiles in the project
Table – 4.4
Reasons No, of respondents Percentage (%)Price off 10 22High price 20 44Credit facility 10 22Dealers network 5 12Total no. Of respondents 45 100
Graph – 4.4
Price off High price Credit facility Dealers network0
5
10
15
20
25
10
20
10
5
Interpretation:
Above graph shows 44% customers were not using kajaria ceramic tiles because of its high price.22% customers did not use kajaria tiles because customers are not satisfied with price off.22% customers were not using kajaria tiles because credit facility provided by company did not satisfy the customers.
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5) Rating by customers for attributes of kajaria ceramic tiles Table – 4.5
Rating AttributesBrand image
Quality Price Design Size Dealers network
Very good
15 23 10 17 18 20
Good 20 17 13 23 23 25Average 18 12 24 13 11 8Bad 2 3 8 2 3 2Total 55 55 55 55 55 55
Graph – 5.5
Interpretation:
QUALITY: Most of the customers were satisfied with kajaria ceramic tiles quality.BRAND IMAGE: The graph shows that kajaria is having good brand image.
PRICE: most of the customers rate of kajaria ceramic tiles average.
DESIGN: Most of the customers were satisfied about design of kajaria ceramic tiles.
SIZE: most of the customers were satisfied with the size of tiles.
DEALERS NETWORK: few customers are not satisfied with the dealer’s network.
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Brand image Quality Price Design Size Dealers network
1523
1017 18 20
20
17
13
23 2325
18 12
24
13 118
2 38
2 3 2
Very good Good Average Bad
6) Sources from where customers purchase kajaria ceramics tiles
Table – 4.6
Option No. Of respondents Percentage (%)Dealers 8 15Company 47 85Total no. Of respondents 55 100
Graph – 4.6
15%
85%
Dealers Company
Interpretation:
85% customers buy kajaria tiles from company directly for their projects.Only 15% customers buy from dealers.
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7) Customers satisfaction with sales representative of company
Table – 4.7
Option No. Of respondents Percentage (%)Highly satisfied 7 15Satisfied 35 74Dissatisfied 5 11Total no. Of respondents 47 100
Graph – 4.7
Interpretation:
The above graph shows most of the customers were satisfied with the sales representatives of the company.Only 11% customers were not satisfied with the sales representative.
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15%
74%
11%
Highly satisfied Satisfied Dissatisfied
8) Customers satisfaction with the dealers of company
Table – 4.8
Option No. Of respondents Percentage (%)Highly satisfied 3 38Satisfied 4 50Dissatisfied 1 12Total no. Of respondents 8 100
Graph – 4.8
Interpretation:
Graph shows that customers those purchasing kajaria ceramic tiles are mostly satisfied.Only 13% customers were not satisfied with the dealers kajaria ceramic tiles.
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38%
50%
13%
Highly satisfied Satisfied Dissatisfied
9) Reasons to not deal with the company representative
Table – 4.9
Option No. Of respondents Percentage (%)Credit facility 5 63Delivery time 2 25Representative response 1 12Total no. Of respondents 8 100
Graph – 4.9
Interpretation:
62% customers were not deal with company directly because they are not satisfied with credit facility.25% customers were not dealing with company directly because of delay in delivery.13% customers are not satisfied with company representative.
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63%
25%
13%
Credit facility Delivery time Representative response
10) Factors that influence buying decisions of customers
Table – 4.10
0ptions No. Of respondents Percentage (%)Quality 15 27Price off 10 18Credit facility 14 26Variety 9 16Dealers’ network 7 13Total no. Of respondents 55 100
Graph – 4.10
Quality Price off Credit facility Variety Dealers’ network
15
10
14
9
7
Interpretation:
Above graph shows that 27% customers were influenced by quality of kajaria ceramic tiles.Credit facility provided by company influenced 26% customers in making decisions about purchasing.18% customers are influenced by price off given by company.
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11) Satisfaction of customers with the display centre of kajaria ceramic tiles
Table – 4.11
0ption No. Of respondents Percentage (%)Highly satisfied 10 18Satisfied 25 46Dissatisfied 20 36Total no. Of respondents 55 100
Graph – 11
18%
45%
36%
Highly satisfied Satisfied Dissatisfied
Interpretation:
Above graph shows most of the respondents were satisfied with the display centre of kajaria ceramic tiles.Only 18% respondents were not satisfied with display centre.
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12) Customers expectation from kajaria ceramic tiles
Table – 4.12
0ption No. Of respondents Percentage (%)Good quality 23 42Innovation in design 17 31Reasonable price 15 27Total no. Of respondents 55 100
Graph – 4.12
Interpretation:
42% respondents expect good quality maintained by kajaria ceramic tiles.31% customers had expectation from company in innovation in design.27% customers expects reasonable price.
42
42%
31%
27%Good quality Innovation in design Reasonable price
CHAPTER 5
FINDINGS
43
Findings
During the project I found that there was huge brand image of kajaria ceramic tiles among the
customers.
The customers of kajaria ceramic tiles were loyal. Most of them were hard core loyal.
Customers were using kajaria ceramic tiles in there project instead of high price because of
its quality.
Kajaria ceramic tiles have very strong dealers network.
Customers of kajaria ceramic tiles were not satisfied with the credit facility and price off.
Most of the customers wants to deal with company representative.
Whereas customers who are not dealing with company representative because of its credit
policy and delivery lead time.
Quality and variety provided by company influence buying decision of customers.
Customers expect from kajaria ceramics ltd that it would maintain the quality of tiles and
come with innovation in design.
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CHAPTER 6
LIMITATIONS OF THE PROJECT
45
Limitations
Every research report is subject to certain limitation. This research report is no exception to
it. The following are the limitations of the project report.
The area covered is only from Kolkata and from this area covered one cannot measure the
trend for whole market.
As it is difficult to apply the given suggestions to whole existing market, eventually its
implementation is also difficult.
Sampling type is convenient type and not targeted one; it affects the conclusion which is not
100 percent correct and reliable.
Technique used to conduct the project is structured questionnaire, which is the commonly
used tool & not the reliable one especially when it is used as a single technique (without any
combination)
Implementation of given suggestions is quite expensive but necessary to enhance the sale.
The respondents did not show any interest in answering the questionnaire. They felt that it
was wastage of their time.
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CHAPTER 7
RECOMMENDATIONS
47
Recommendations
Kajaria ceramic tiles prices are comparatively high than its competitors so people sometimes switch to other competitors due to budget problem so they should have to adjust their prices which are relatively equal to their competitors.
As they claim that they offer vast range of colours and designs but in their display centres all the range of colours and designs are not available so they have to display all the possible range of colours and designs.
Kajaria ceramic ltd should adopt flexible credit facility.
kajaria ceramics ltd should improve its lead time.
Kajaria ceramic ltd should take into consideration about accuracy in size and shade.
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CHAPTER 8
CONCLUSION
49
CONCLUSION
The project was conducted with primary objectives, to know brand awareness of kajaria ceramic tiles and to know factors that affect the customer buying behaviour.
The secondary objectives of project were to know level of satisfaction of existing customers and to understand new trends in demand of tiles.
The sample area of research was Kolkata. The survey was conducted through questionnaire on selected 100 respondents.
After conducting research following can be concluded:
Kajaria ceramic tiles have very strong brand image and brand awareness in the mind of customers.
The brand image of kajaria tiles in the mind of customers is due to it consistency in providing quality product.
Customers are satisfied with the quality, design, vast range of colour.
Customers are also satisfied with the dealer’s network.
However price of kajaria ceramic tiles is high comparison to other brands of tiles but customers are ready to buy it.
During the research I found that customers are not satisfied with price off and credit facility provided by company. Customers want more discounts on bulk purchase and flexible credit facility.
However quality of kajaria ceramic tiles is good but during the project I found that some respondents were complaining about variation in size and shade of tiles of same batch.
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CHAPTER 9
ANNEXURE
51
9.1 Questionnaire
Name of the project:
Site address:
Name of the Builder/ Contractor:
Address:
Name of the contact person:
Contact no. :
Q 1: Are you aware of the kajaria ceramic tiles?
a) Yes [ ] b) No [ ]
Q 2: which brand you are using in your project?
a) Kajaria [ ]
b) Johnson [ ]
c) Somany [ ]
d) Orient [ ]
e) Euro [ ]
f) Others [ ]
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Q 3: Give reasons for using kajaria ceramic tiles in your project.
a) Quality [ ]
b) Price off [ ]
c) Credit facility [ ]
d) Dealers network [ ]
e) Variety [ ]
Q 4: why you do not use kajaria ceramic tiles in your project?
a) High price [ ]
b) Price off [ ]
c) Credit facility [ ]
d) Dealers network [ ]
Q 5: Give your ratings to following attributes of kajaria tiles. Very good Good Average Bad
a) Quality [ ] [ ] [ ] [ ] b) Brand image [ ] [ ] [ ] [ ]
c) Design [ ] [ ] [ ] [ ]
d) Size [ ] [ ] [ ] [ ]
e) Price [ ] [ ] [ ] [ ]
Q 6: where do you purchase kajaria ceramic tiles?
a) Dealers [ ]
b) Company [ ]
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Q 7: Are you satisfied with the sales representative of company?
a) Highly satisfied [ ]
b) Satisfied [ ]
c) Dissatisfied [ ]
Q 8: Are you satisfied with the dealers of kajaria ceramic ltd.?
a) Highly satisfied [ ]
b) Satisfied [ ]
c) Dissatisfied [ ]
Q 9: Why do you not deal with company representative?
a) Credit facility [ ]
b) Delivery time [ ]
c) Representative response [ ]
Q 10: Which factor influence you in taking purchase decision?
a) Quality [ ] b) Price of [ ]
c) Credit facility [ ]
d) Varity in colour &design [ ] e) Dealers network [ ]
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Q 11: Are you satisfied with the display centre of kajaria ceramic ltd.?
a) Highly satisfied [ ]
b) Satisfied [ ]
c) Dissatisfied [ ]
Q 12: what do you expect from kajaria ceramic tiles?
a) Maintain good quality [ ] b) Innovation in design [ ]
c) Reasonable price [ ]
Q 13: Any suggestion to kajaria ceramic ltd.
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CHAPTER 10
BIBLIOGRAPHY
56
Reference books:-
MARKETING MANAGEMENT(13th edition) By Philip kotlerPublished by Pearson Prentice Hall
MARKETING MANAGEMENT (4th edition) By Rajan SaxenaPublished by Tata McGraw-Hill
RESEARCH METHODOLOGY (2nd edition) By C.R KothariPublished by New Age International
Website:-
www.kajariaceramics.com www.wikipedia.com
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