1. Academy of Management Studies, 15-Laxmanpuri, Faizabad Road, Lucknow; Tel : 0522 - 2357097, 2356715
Fax : 0522 - 2357097; E-mail : amslkounit2@yahoo.co.in
www.amsindia.org
Consulting Research Training
CustomerCustomerCustomerCustomerCustomer Satisfaction StudySatisfaction StudySatisfaction StudySatisfaction StudySatisfaction Study
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National HandloomNational HandloomNational HandloomNational HandloomNational Handloom
DevDevDevDevDevelopment Corpoelopment Corpoelopment Corpoelopment Corpoelopment Corporrrrraaaaationtiontiontiontion
2006 - 07

2. Submitted to :
The Managing Director
National Handloom Development Corporation,
Vikas Deep (10th & 11th Floors),
Station Road,
Lucknow.
Customer Satisfaction StudyCustomer Satisfaction StudyCustomer Satisfaction StudyCustomer Satisfaction StudyCustomer Satisfaction Study
forforforforfor
National HandloomNational HandloomNational HandloomNational HandloomNational Handloom
DevDevDevDevDevelopment Corporelopment Corporelopment Corporelopment Corporelopment Corporaaaaatititititiononononon
Academy of Management Studies, 15-Laxmanpuri, Faizabad Road, Lucknow; Tel : 0522 - 2357097, 2356715
Fax : 0522 - 2357097; E-mail : amslkounit2@yahoo.co.in
www.amsindia.org
Consulting Research Training

3. ContentsContentsContentsContentsContents
1.1.1.1.1. IntroductionIntroductionIntroductionIntroductionIntroduction 11111
2.2.2.2.2. Research DesignResearch DesignResearch DesignResearch DesignResearch Design 66666
3.3.3.3.3. The FindingsThe FindingsThe FindingsThe FindingsThe Findings 1111111111

4. Customer Satisfaction Study for National Handloom Development Corporation 1
1
INTRODUCTION
1.1 Introduction
1.1.1 Handloom is an ancient industry in India. The features of this sector vary across the
country. In some parts of Kerala, Tamil Nadu, Assam and Orissa, it has attained the status
of a mature industry and in other parts, it is still an enterprise confined to the needs of
the household.
1.1.2 The last 100 years have seen the growth of mechanized textile production
internationally. In part due to competition, handloom has lost much of its market and is
almost non-existent in most countries. However, handlooms are still a force to reckon
within India and some other Asian countries such as Sri Lanka, Bangladesh, Thailand,
and Cambodia.
1.1.3 Today, India's textile sector comprises four important segments -- modern textile mills,
independent power-looms, handlooms and garments. Though there is a huge, informal
tailoring enterprise, it has not been studied or considered worthy of public attention,
leave alone policy. There are also sub-sectors like textile machinery manufacturing and
spinning sectors, which form part of the textile sector.
1.1.4 Though it employs the largest number of people, the handloom sector is considered a
sunset industry and there is an air of inevitability given the relentless march of
mechanization, modernization and sophistication. Still, there are many advocates of
handloom for reasons including ideology, philosophy, sheer love for handloom products
and economic arguments. However, irrespective of the policies, projects and aspirations
arising out of various quarters, the handloom sector is undergoing changes that are
impacting the livelihoods of handloom weavers.

5. Handloom Sector – A Key Player in Indian Economy
1.1.5 While the socio-economic condition of majority of the weavers involved with the
handloom industry in the country is nothing to write home about, yet, on the contrary,
the recent past has been a witness to a large market for handloom products – both
domestically as well as internationally. Handloom production has significant
contribution to the National GDP and export earnings. According to the Ministry of
Textiles, export earnings as late as 1998-99 was Rs.1,956 crore. Current figures are also
estimated to be around the same figure.
1.1.6 The handloom sector provides employment to an estimated 12.5 million people and is
the largest rural employment provider next to agriculture – generating jobs in semi-urban
and urban areas of India as well. According to surveys conducted by various research
institutions over the recent past, the country has more than 38,00,000 handlooms. In
north-eastern States, there are more than 15,00,000 domestic handlooms. Handlooms in
north and south India are geared for commercial production for domestic market and
also exporting their products abroad.
1.1.7 By some estimates, there are 32 other sectors that are benefiting from the handloom
sector, including transportation, financial services, marketing services, service and
maintenance services and hotels. Many handloom centres are well known tourist spots,
drawing visitors from far places of India and foreign countries as well. Thus, the tourism
industry's fortunes are in part influenced by the handloom sector and its fame.
1.1.8 Handlooms have an umbilical linkage with cotton farmers and the rural farm economy.
Agricultural labour gets employment in handloom sector during the non-agricultural
season. The sector has self-sustaining mechanism, including training for young weavers,
irrespective of gender. The inheritance of skills, resources and capacities has remained
beyond the realm and reach of any modern training and educational institution. The
sustaining of the weaving skill itself has not been dependent on the government or any
modern formal institution. There is also inherent flexibility for all types of communities
to take up handloom production as a profession.
1.1.9 Handlooms are environment-friendly. A handloom is an independent and autonomous
technology. Energy impacts are almost zero. The sector thus lends itself to sustainable
Customer Satisfaction Study for National Handloom Development Corporation 2

6. evelopment policies aimed at reduction of negative impacts on the environment and
ecology.
1.1.10 Despite the obvious advantages associated with the handloom sector in the country, it is
still important to note that the sector in India operates within a larger textile industry that
is quite different from the one within which it operated in the first half of the 20th
century. Today power-looms dominate textile production in India and have encroached
upon the handloom sector’s traditional market. If many handloom weavers do not have
enough raw materials, it is probably because the raw material is being diverted to power-
looms. The steep rise in cotton yarn prices without a corresponding increase in
handloom product prices has meant that production in some places has had to be
suspended, destroying the livelihoods of handloom weavers and laying off handloom
wage workers.
1.1.11 The major handloom States in India are West Bengal, Tamil Nadu, Uttar Pradesh, Andhra
Pradesh, Assam and Manipur. These 6 States account for three-fourth of handloom
weaving in the country. Almost all handloom production in India is for domestic
markets. According to the Directorate General of Handlooms, only 1.3 percent of
working looms produce for export markets.
Handloom Markets
1.1.12 The market for handloom products in the country is four-tiered and includes –
The Self-consumption Sector – where handlooms are made for household
requirements and not for sale, as in the northeast of India.
The Rural Market – where weavers do the marketing themselves.
The Distant Domestic Market – largely urban, and which is beyond the reach of
weavers.
Export Markets
1.1.13 Master weavers and private traders market 90 percent of handloom products in the
country. The traders either retail these products through their own outlets or act as
intermediaries supplying wholesalers or retailers. The bulk of exports are handled
through merchant exporters and manufacturer-exporters – the former getting their
supplies from manufacturers and master weavers, while the latter having their own
production facilities.
Customer Satisfaction Study for National Handloom Development Corporation 3

7. 1.1.14 The Indian government’s policy on handlooms till recently had an obsession with
employment generation at the expense of other objectives, such as efficiency and
growth. The overall policy of the Indian Government on handlooms revolved essentially
around the following four components –
Focus on forming and strengthening weavers’ co-operatives – as part of a rather
complex organizational structure that also included “apex bodies” at the State and
Central levels and to provide inputs and credit and marketing channels to the weavers.
Improving productivity and quality – through improved looms, imparting new skills,
designs and technology to weavers.
Provision of subsidies – including assured supply of cotton yarn and credit at
subsidized rates; and other forms of protection including reservation of certain items
for the handloom sector.
Setting up of welfare schemes – to help weavers improve their livelihood and working
conditions.
1.1.15 However, realizing the crucially important position of the handloom sector with regard
to the country’s economy, the Government has in the recent past, introduced a number
of schemes – aimed both at the welfare of the weavers involved in this sector, as well
as, for strengthening the various associated components, such as – quality & prices of
raw materials, development of marketing channels, infrastructural investments,
improvement & patenting of designs, and the like. Some of the major schemes
introduced by the Government for strengthening the Handloom Sector in the country
are as enumerated below –
(A) Development Schemes
Deen Dayal Hathkargha Protsahan Yojana (DDHYP)
Integrated Handloom Training Project (IHTP)
(B) Marketing Schemes
Handloom Export Scheme (HES)
Marketing Promotion Programme (MPP)
(C) Input Related Schemes
Customer Satisfaction Study for National Handloom Development Corporation 4

8. Mill Gate Price Scheme
(D) Welfare Schemes
Workshed-cum-Housing Scheme (WCH)
Weavers’ Welfare Scheme, including – (a) Thrift Fund Scheme (TFS); (b) New
Insurance Scheme for Handloom Weavers.
(E) Scheme for Central Assistance to State Government – for setting up of
Enforcement Machinery.
(F) Other Schemes
Integrated Handloom Cluster Development Programme
Mahatama Gandhi Bunkar Bima Yojana (MGBBY).
Health Insurance Scheme (HIS)
Handloom Mark Scheme
1.1.16 The efficacy, effectiveness & success of any specific scheme can only be vindicated by
analyzing its actual impact on the various agencies/institutions that have availed the
benefits of the scheme in the recent past and their level of satisfaction regarding the
same.
1.1.17 Further, an in-depth evaluation also helps in identifying the strengths & weaknesses
and earmarking the grey areas of a particular scheme. Evaluating the ultimate
achievements and the impact of the various objectives planned & implemented under
the scheme not only helps fine-tune the program but also in identifying the possible
innovations that can be introduced into the system. In light of this fact, AMS was
commissioned to undertake a “Customer Satisfaction Study for the National Handloom
Development Corporation (NHDC), Limited”.
Customer Satisfaction Study for National Handloom Development Corporation 5

9. Customer Satisfaction Study for National Handloom Development Corporation 6
2
RESEARCH DESIGN
2.1 Customer Satisfaction Surveys – the Importance
2.1.1 Throughout the global marketplace, Customer Satisfaction Surveys are often regarded as
the most accurate barometers to predict the success of an organization. Because they
directly ask about the critical success factors of a business, if done effectively, Customer
Satisfaction Surveys can deliver powerful incisive information and provide ways for an
organization to gain a competitive edge.
2.1.2 Customer Satisfaction Surveys play a major role in assisting the programme managers of
any given organization to design and implement a successful customer relationship
management strategy – by way of gathering, measuring and analyzing valuable
information with more accuracy. Customer Satisfaction Surveys help organizations to
gather critical feedback from their customer groups regarding the following crucial
indicators, namely –
• Level of satisfaction with the purchases made
• Level of satisfaction with the services received
• Likelihood of placing repeat orders
• Likelihood of recommending the organization to others potential customers
2.1.3 Obtaining customer feedback in a timely and useable format helps ensure that an
organization is meeting and hopefully exceeding customer expectations and at the same
time also provides insight on areas where changes need to be made for increasing
satisfaction and overall success.

10. 1.2.4 Customer satisfaction surveys help an organization in identifying areas of operations that
do not meet customer expectations. Not only are customer satisfaction surveys quick and
inexpensive to produce, they are also guaranteed to yield invaluable results.
Organizations can use the data to implement and revise policies and procedures.
1.2.5 Customer satisfaction surveys often serve as the important first step towards achieving the
ultimate goals of exceptional customer satisfaction, loyalty and retention. They provide a
foundation on which an organization can start building their customer relationships.
Further, a customer satisfaction survey also encourages clients and customers to provide
vital feedback on issues that can affect customer retention, including the following –
Overall satisfaction
Product-specific satisfaction
Brand perception
Pricing
Timeliness of delivery
Customer service satisfaction
Returns and exchange process satisfaction
Interest in new products and services
1.2.6 In light of the aforementioned fact, AMS was commissioned to undertake a “Customer
Satisfaction Study for the National Handloom Development Corporation (NHDC),
Limited”. In doing so, specific focus was made on the various customer groups that
have been associated with the procurement of two items from NHDC, namely (i) yarn;
and (ii) dyes & chemicals.
Customer Satisfaction Study for National Handloom Development Corporation 7

11. 2.2 Study Objectives
2.2.2 The specific objectives of the proposed study, were as mentioned below –
(a) To assess the satisfaction levels of the various customer agencies/institutions that
have been procuring yarn and dyes & chemicals from NHDC over the last one
year period.
(b) To study the general perception & expectation of the customers and the extent to
which the same have been met.
(c) To identify the deficiencies/weaknesses and shortcomings in scheme
implementation and to suggest methods to overcome the same.
2.3 Methodology
2.3.1 To begin with, we first collected the detailed list of all the customers who had
procured raw materials (Yarn and Dyes & Chemicals) from NHDC during FY 2005-06
from the Corporation. Subsequently, we made a random selection of least one-half (50
percent) of the total agencies for in-depth study.
2.3.2 In addition, discussions were also held with various officials, functionaries and
programme managers involved with the implementation of the scheme – whether
directly or indirectly, including the National Handloom Corporation (NHDC) Limited,
Lucknow and the various Regional Offices as well.
2.3.3 The information with regard to the study was gathered from the following
undermentioned sources —
• Agencies/institutions/organizations that had procured yarn and dyes &
chemicals from NHDC during the last one year period, including the following
–
- Handloom Development Centres;
- Handloom producers/exporters/manufacturers registered with HEPC
and other institutions under the Ministry of Textiles/ Director of
Industries/ Handloom Corporations of the States/Union Territories;
- Approved export houses/trading houses/star trading houses for
production of handloom items;
Customer Satisfaction Study for National Handloom Development Corporation 8

12. - Members of recognized/approved handloom associations; and
- Non-Governmental Organizations (NGOs)
• Other agencies approved by the Development Commissioner (Handlooms),
that had procured the aforementioned materials from NHDC during the last
one year period.
2.3.4 In light of the geographical locations of the various beneficiary groups, it was initially
proposed to collect the information pertaining to the study by soliciting their views and
opinions through questionnaires/schedules mailed to them (both by post, as well as,
through e-mail).
2.3.5 However, despite mailing the schedules to cent-percent of the beneficiary groups and
in spite of repeated reminders over telephone, the responses received were almost next
to minimal. This in turn, forced us to revisit our methodology and to make personal
calls on the identified respondents. In doing so, we were finally able to canvass the
questionnaires to a total of 502 respondents – amounting to a healthy 30 percent of the
universe.
2.4 Key Focus Issues
2.4.1 Some of the key issues probed during the course of the customer satisfaction study, are
as mentioned below —
Customer Level Information
Source of information regarding the scheme
Level of satisfaction with the quality of material (yarn and dyes & chemicals)
procured
Level of satisfaction with the competitiveness of material (yarn and dyes &
chemicals) procured
Level of satisfaction regarding accessibility of material – including time lag
between placing of order and actual delivery
Customer Satisfaction Study for National Handloom Development Corporation 9

13. Opinion regarding the overall service delivery mechanism of NHDC
Suggestions for better service delivery by NHDC
Customer Satisfaction Study for National Handloom Development Corporation 10

14. Customer Satisfaction Study for National Handloom Development Corporation 11
3
THE FINDINGS
3.1 Background
3.1.1 As discussed in the previous chapter, it is evident that the knowledge of the level of customer
satisfaction is essential to the survival of businesses for most modern-day organizations. In
doing so, one may well wonder as to how to ascertain whether our customers are satisfied?
The best and probably the easiest method to find out whether our customers are satisfied is
simply to ask them.
3.1.2 In this chapter, we have made an effort to present the perceived opinions and level of
satisfaction of the various customer groups of the National Handloom Development
Corporation (NHDC) who have been essentially procuring yarns and dyes & chemicals from
the Corporation. The overall satisfaction levels of the customers of NHDC have been
presented in the form of overall scores on various attributes – both region-wise, as well as, at
an all-India level.
3.2 Scores on Various Attributes
3.2.1 Before commencing the customer satisfaction study, we held in-depth interacts with the
programme managers & officials at NHDC, as well as, with a select band of customers, with a
view to gain an insight into the entire business transaction process. This in turn, played a key
role in the identification of the key issues that are of importance to the various customer
groups.
3.2.2 The issues thus identified formed the basic premises for the designing of the customer

16. availability of officials is concerned — with Kolkota leading the way with an average mean
score of 4.79.
3.2.4 Further, as regards to the issue of giving sufficient time and understanding the specific
requirements of the customers, analysis revealed that customers were more or less satisfied on
this count across all the six zonal offices of NHDC.
3.2.5 However, customers were not to be very satisfied with the amount of time taken by the
NHDC to process their respective orders and felt that it would be indeed very helpful if the
same could be expedited.
(B). Timeliness of Delivery
3.2.6 On the issue of timely delivery of the products, a lot of variation was observed across the six
zones. As far as yarn is concerned, the regional offices of Hyderabad, Coimbatoor and
Panipat had better scores (4 and above) vis-à-vis other zones (Table 3.2). As regards to the
chemicals & dyes, the region of Hyderabad, alongwith Lucknow was among the top.
Lucknow Panipat Kolkota Bhopal Hyderabad Coimbatoor
1 Yarn 3.86 4.70 3.71 3.43 4.02 4.19
2 Chemicals 4.00 3.80 3.75 - 4.12 3.98
3 Dyes 4.00 4.00 3.60 2.50 4.11 4.02
Table 3.2 : Timeliness of Delivery
SI. Particulars
Mean Score
3.2.7 Further, regarding the issue as to whether the customers are provided adequate & timely
information by NHDC in case of delays in delivery of their respective orders, the response
was a mixed one – with around one-half (across all the six zones) of them replying in
affirmative.
3.2.8 When asked to rate the quality of response that they usually receive from the NHDC officials
at the time of making an enquiry about their orders, majority of the customer groups
expressed their satisfaction with the response that they received from the officials.
Customer Satisfaction Study for National Handloom Development Corporation 13

17. (C). Product Quality
3.2.9 For any business venture to be a successful one, it is imperative that the quality of the
products being supplied by them is of the best possible quality. Keeping this fact in mind, the
various customer groups of NHDC were also asked to rate the quality of the various products
(including yarn, chemicals & dyes) that they had procured from the Corporation. The scores
of the various regional offices of NHDC regarding this issue have been presented in Table 3.3
given below.
Lucknow Panipat Kolkota Bhopal Hyderabad Coimbatoor
1 Yarn 4.21 4.61 4.29 3.57 4.11 4.04
2 Chemicals 4.55 4.20 4.75 - 4.46 4.18
3 Dyes 4.33 4.45 4.40 4.50 4.45 4.35
Table 3.3 : Satisfaction with the Product Quality
Particulars
Mean Score
SI.
3.2.10 As is evident from the table, majority of the customers across all the regions expressed their
satisfaction with the quality of the products being supplied through NHDC. Though not
directly involved with this aspect, it is nevertheless important that regular inspections should
be carried out by the officials at the mills to ensure that the quality of the products is
maintained at the desired levels.
3.2.11 Further, as regards the capability of NHDC in ensuring the availability of the desired products
in accordance to the requirements of the customers, the scores were observed to be on the
higher side across all the three categories of products. The details have been presented in
Table 3.4.
Customer Satisfaction Study for National Handloom Development Corporation 14

20. customers included factors such as — delay in processing of order, poor yarn quality, delay
3.2.21 T
ad ed in Table 3.8 given below.
3.2.22
solution.
3.2
Overall Customer Satisfaction
, the customers were also
asked to give an overall rating of satisfaction with NHDC. The top box score with regard to
.9 given on the next page –
in reimbursement, restricted credit, non-availability of the desired product, problems related
to transportation & delivery, changing interest rates (in case of delay in payment from the
customer), settlement of bills and the like.
hese customers were further asked to give their satisfaction on the way their problem was
dressed by NHDC. The scores have been present
Lucknow Panipat Kolkota Bhopal Hyderabad
SI. Particulars
Mean Score
Coimbatoor
1
Ease of Availability of the
Concerned Officials
3.45 4.25 3.60 3.75 4.43 3.67
2
Amount of Time taken to Solve the
Problem
2.55 3.25 3.80 3.25 4.14 3.61
3
Satisfaction with the Solution of the
Problem
2.91 2.50 4.00 3.75 4.00 3.28
Table 3.8 : Grievance Redressal Mechanism
On the issue of time taken to resolve the problem, all the zones (except Hyderabad) scored
on the lower side. Furthermore, customers were also not satisfied with the outcomes of the
Overall Customer Satisfaction & Loyalty
3.2.1 Finally, considering each aspect of their association with NHDC
this parameter has been provided in Table 3
Customer Satisfaction Study for National Handloom Development Corporation 17

21. 1 Lucknow 70.59
2 Panipat 94.12
3 Kolkota 64.29
4 Bhopal 66.67
5 Hyderabad 86.96
6 Coimbatoor 91.51
* Figures are in Percentages
SI. Particulars
Top Box Score*
(4 & 5)
Table 3.9 : Overall Satisfaction
3.2.2 As is clearly evident from the table, the customers from the regions of Panipat, Hyderabad
and Coimbatoor appear to be pretty much satisfied – with more than four-fifth of the
customers from these three regions providing a high satisfaction rating (4 or 5 out of 5) to the
NHDC. However, at the same time, in the remaining three zones, the proportion of satisfied
customers was observed to be slightly low.
3.2.3 The overall mean satisfaction score of NHDC stands at a very high of 4.12, as is indicated in
the zone-wise overall satisfaction scores presented in Chart 3.1 given below.
Chart 3.1: Overall Satisfaction Score
3.71
4.47
3.86 3.89 4.1 4.17
0.00
1.00
2.00
3.00
4.00
5.00
Lucknow
Panipat
Kolkota
Bhopal
Hyderabad
Coimbatoor
Customer Loyalty
3.2.4 On the issue of continuance of association with the NHDC in future, all the six zones had a
high score. Majority of the customers expressed their intention to do business with NHDC in
the near future as well (Chart 3.2).
Customer Satisfaction Study for National Handloom Development Corporation 18

22. Chart 3.2: Intention to do Business in Future
4.68
4.53
3.93
4.33
4.20
4.33
3.40
3.60
3.80
4.00
4.20
4.40
4.60
4.80
Lucknow
Panipat
Kolkota
Bhopal
Hyderabad
Coimbatoor
3.2.5 Furthermore, regarding the issue as to whether they would recommend others to do business
with NHDC, majority of the existing customers replied in the positive. The zone-wise scores
have been presented in Chart 3.3.
Chart 3.3: Intention to Recommend Others
4.00
4.65
4.14
4.00 4.04
4.27
3.60
3.80
4.00
4.20
4.40
4.60
4.80
Lucknow
Panipat
Kolkota
Bhopal
Hyderabad
Coimbatoor
3.3 Satisfaction Scores on Key Attributes
3.3.1 In this section, we have presented the attitudes and opinions of the customers regarding the
services delivered to them by the National Handloom Development Corporation (NHDC).
3.3.2 In order to understand what customers perceived to be important in the delivery of this kind of
service, customers were first asked to rate the importance of key attributes. To provide these
ratings, customers were first asked to recall their previous interactions and transactions with
Customer Satisfaction Study for National Handloom Development Corporation 19

23. other similar organizations and subsequently to rate the perceived importance of the
components. Using the same attributes, the customers were then asked to rate their satisfaction
levels with the recent interactions & transactions they had with the NHDC in recent times.
3.3.3 Further, both the importance and satisfaction ratings have been combined to develop a
compositional model in order to determine those components which require most
improvements from the point of view of improving the customer satisfaction with the services
delivered by NHDC.
Importance Ratings
3.3.4 Respondents were asked to rate the importance of a range of aspects concerning transactions
they have had with an organization similar to the NHDC. In doing so, the scale used was a 5
point scale, where 1= Not At All Important and 5 = Very Important. The scores of all the six
zones have been combined together in order to present All-India Scores, as provided in Table
3.10 given below.
Low Medium High
1 Process of Placing an Order 4.56 20.25 75.19 4.04
2 Time Gap between Order and Delivery 3.04 15.19 81.17 4.24
3 Reliability in Timely Delivery 1.52 9.62 88.86 4.31
4 Price Competitiveness 1.52 16.20 82.28 4.14
5 Product Quality 1.27 10.38 88.35 4.33
6 Availability of Credit Facilities 1.01 7.85 91.14 4.36
7 Grievance Redressal 9.87 20.00 70.13 3.83
Mean
Score
Table 3.10 : Importance Ratings for Key Attributes
SI. Attributes
Importance Rating
(%)
Customer Satisfaction Study for National Handloom Development Corporation 20

24. Key Findings
rtance scores ranged from 3.83 to 4.36. The overall mean importance
score for the range of attributes measured was 4.18.
ttributes into two groups in terms of
their importance to the customers. Analysis revealed that among the customers of NHDC,
Sa
The mean impo
As part of the analysis, we attempted to rank the a
‘availability of credit facilities’, ‘product quality’, ‘reliability in timely delivery’ were
considered to be the most important aspects of the delivery of service given by an
organization similar to NHDC.
tisfaction Ratings
3.3.5 s were also asked to recall their business transactions with
NHDC and were asked to rate their level of satisfaction with the previously listed attributes.
elationship between Performance and Importance
Furthermore, the respondent
The findings of the same have been presented in Table 3.11.
Low Medium High
1 Process of Placing an Order 0.76 7.34 91.90 4.24
2 Time Gap between Order and Delivery 3.54 9.37 87.09 4.00
3 Reliability in Timely Delivery 5.32 5.57 89.11 4.09
4 Price Competitiveness 3.04 11.65 85.32 4.05
5 Product Quality 3.29 4.81 91.90 3.70
6 Availability of Credit Facilities 4.29 13.10 82.61 4.22
7 Grievance Redressal 3.29 13.67 83.04 3.97
Table 3.11 : Satisfaction Ratings for Key Attributes
SI. Attributes
Satisfaction Rating
(%) Mean
Score
R
Customer Satisfaction Study for National Handloom Development Corporation 21