2

CHAPTER 1
INTRODUCTION
1.1 INDUSTRY PROFILE
The Indian Paint Industry
The paint industry of India is nearly 100 years old. Its beginning can
be traced to the setting up of a factory by Shalimar Paints in Calcutta in 1902.
Till the Second World War, the industry consisted of just a couple of foreign
companies and a few small indigenous producers. Much of the demand for
paints was being met by imports. The war led to a temporary stoppage of
imports; consequently, many local entrepreneurs entered the scene and started
setting up manufacturing facilities. Nevertheless, overall, the foreign companies
continue to dominate the market and even now, they are active Market Leaders.
Today, the organised sector of the industry consists of 14 firms of which seven
are large players. In the unorganized sector there are over a thousand firms.
The organized sector commands 55 per cent of the market and the unorganized
sector holds the remaining 45 per cent. In the recent past, helped by a growing
economy, the paint industry has recorded a healthy growth. During 1995-96,
there was a 12 percent growth by the volume; production went up from 3.60 lakh
tones to four lakh tones.
1

Industrial Paints and Decoratives two major segments
The Indian paint industry has two main market segments-industrial
paints and decoratives. Industrial paints are used for protection against
corrosion and rust. Presently, decorative paints account for about 70 per cent of
the market while industrial paints account for the remaining 30 per cent.
However, in recent years a shift has been taking place in the relative share of
industrial paints and decoratives. In 1995-96 for example, industrial paints
recorded a 20 per cent growth against 16 per cent in decoratives In other words,
India is also gradually shifting to the global trend of industrial paints accounting
for a larger share.
The industrial paints segment is further classified into automotive
paints, marine paints, powder coatings, high performance coatings and others.
Manufacturers of automobiles, furniture and white goods are prime consumers of
industrial paints. The automobile industry accounts for 50 percent of the
industrial paint market. A major part of the demand is from shipping and heavy
industry. The Navy is the largest customer in this group.
2

1.2 COMPANY PROFILE
COMPANY CORPORATE PROFILE
Asian Paints is India's largest paint company and ranks among the
top ten decorative coatings companies in the world today, with a turnover of Rs
20.67 billion (USD 435 million) and an enviable reputation in the Indian corporate
world for Professionalism, Fast Track Growth, and Building Shareholder Equity.
The October' 2002 issue of Forbes Global magazine USA ranked
Asian Paints among the 200 Best Small Companies in the World for 2002 and
presented the 'Best under a Billion' award, to the company. One of the country's
leading business magazines "Business Today" in Feb 2001 ranked Asian Paints
as the Ninth Best Employer in India. A survey carried out by 'Economic Times' in
January 2000, ranked Asian Paints as the Fourth most admired company across
industries in India. Among its various other achievements, Asian Paints is the
only company in India to have won the prestigious Economic Times - Harvard
Business School Association of India award on two separate occasions, once in
the category of "Mini-Giants" and the other in "Private sector Giants"
The company has come a long way since its small beginnings in
1942. Four friends who were willing to take on one of the world's biggest, most
famous paint companies operating in India at that time set it up as a partnership
firm.
Over the course of 25 years Asian Paints became a corporate force
and India's leading Paints Company. Driven by its strong consumer-focus and
innovative spirit, the company has been the market leader in paints since 1968.
Today it is double the size of any other paint company in India.
3

Asian Paints manufactures a wide range of paints for Decorative and
Industrial use. Vertical integration has seen it diversify into Speciality products
such as Phthalic Anhydride and Pentaerythritol. Not only does Asian Paints offer
customers a wide range of Decorative and Industrial paints, it even Custom-
creates products to meet specific requirements.
To keep abreast of world technology and to protect its competitive
edge, Asian Paints has from time to time entered into technology alliances with
world leaders in the paint industry. It has a 50:50 joint venture with Pittsburgh
Paints & Glass Industries (PPG) of USA, the world leader in automotive coatings,
to meet the increasing demand of the Indian automotive industry.
It has also drawn on the world's latest technology for its manufacturing
capabilities in areas like powder coatings and high-tech resins - thus ensuring
that its product quality lives up to exacting international standards, even in the
most sophisticated product categories.
The company places strong emphasis on its own in-house R&D,
creating new opportunities by effectively harnessing indigenous creativity. The
Asian Paints Research & Development Center in Mumbai has acquired the
reputation of being one of the finest in South Asia. With its team of over 125
qualified scientists, it has been responsible for pioneering a number of new
products and creating new categories of paints. The R&D team has developed
the entire decorative range of the company.
The company boasts of state-of-the-art manufacturing plants at
Bhandup in the state of Maharashtra; at Ankleshwar in the state of Gujarat; at
4

Patancheru in the state of Andhra Pradesh; and at Kasna in the state of Uttar
Pradesh. All the company's plants have been certified for ISO 9001 - the quality
accreditation. All the company's plants have also received the ISO 14001
certificate for Environment Management Standard. The Phthalic Anhydride plant
has been certified for ISO 9002 and ISO 14001 whereas the Penta plant has
been certified for ISO 14001. The Penta plant will shortly receive its ISO 9002
certification.
In June 2002, Asian Paints plant in Patancheru was conferred "The
Golden Peacock" award by the World Environment Foundation and the award for
'Excellence in Environment Management' by the Government of Andhra Pradesh.
Asian Paints was one of the first companies in India to extensively
computerize its operations. In addition to computerized manufacturing,
computers are used widely in the areas of distribution, inventory control and
sophisticated MIS to derive benefits of faster market analysis for better decision
making. It is a continuously evolving company deriving its cutting edge from the
use of innovative IT solutions.
All the locations of the company are integrated through the ERP
solution.
5

INTERNATIONAL OPERATIONS
Asian Paints operates in 23 countries across the world. It has
manufacturing facilities in each of these countries and is the largest paint
company in nine overseas markets. It is also India's largest exporter of paints,
exporting to over 15 markets in the Asia-Pacific region, the Middle East and
Africa. In 12 markets it operates through its subsidiary, Berger International
Limited and in Egypt through SCIB Chemical SAE.
The countries that Asian Paints has presence in, are as follows:
Asia
Bangladesh, China, Malaysia, Myanmar, Nepal, Philippines, Singapore, Sri
Lanka and Thailand.
Africa
Egypt & Mauritius
Caribbean Islands
Barbados, Jamaica, Trinidad & Tobago
Europe
Malta
Middle East
Bahrain, Dubai and Oman
6

COMPETITIVE ADVANTAGE PROFILE OF ASIAN PAINTS
Competitive advantage factor Company’s position in the factor
Marketing Factors Market leader with 35 percent market
share in the organized sector.
The closest competitor does not have
even half of Asian Paint’s market
share.
For over 20 years now, Asian Paints is
market leader without break.
Widest product range in terms of
products, shades, pack sizes.
More than 40 different decorative
paints, some of them offered in as
many as 150 shades, most of the
shades offered in eight different sizes
of packing.
Has quite a number of brands,
convering all segments and filling all
gaps.
Brands are quite powerful.
High quality MR & MIS.
Over 90% accuracy in forecasting,
even month-to-month, far superior to
7

Manufacturing /Operation factors
Finance factors
competitors; 100 fastest moving SKUs
monitored day-to-day.
Countrywide distribution; whereas the
unorganised sector operates in select
territories only and main competitors in
the organized sector concentrate on
urban centres only, Asian Paints is
everywhere.
A network of 13,000 dealers spread all
over the country. The nearest
competitor has less than 8,000.
Large network of regional office and
company depots and sales personnel
to service the nationwide dealer
network.
Physical distribution far superior
compared to competitors.
Strong in inventory control; Asian
Paint’s average inventory level is 28
days sales while the industry average
is 51 days sales Asian Paints has 45%
edge in inventory carrying cost.
At the same time Asian Paint’s service
level is 85%; competitors’ is 50-60%.
Outstanding remain within 25 days
8

Corporate factors
sales. For competitors, its is 40 days
and above.
Asian Paint’s mascot “Gattu” the most
popular and most easily recognised.
Size advantage in relation to
competition.
Finesse in production planning and
scheduling, matching with marketing
requirements.
In-house production, no outsourcing;
high reliability in supplies; superior in
quality assurance.
Four production locations; spread
benefit.
High caliber human resource; employs
maximum number of MBAs, as a
proportion to total number of
employees.
Leader in profits and operating
margins.
ROI 40%; ROI of rest of the industry
22%.
9

Networth of Rs. 204 cr; against Rs. 58
cr of Nerolac and Rs. 41 cr Berger.
Cash-rich.
Many accolades and awards.
1995 Corporate Excellence Award from
HBSA and ET.
IDBI study rated Asian Paints as one of
India’s most excellent companies.
Another study rated Asian Paints
among top 5 paint manufacturers in the
world.
High profile corporate image.
Enviable track record in breaking the
position of MNCs in the Indian paint
industry.
10

CHAPTER 2
AIM OF THE PROJECT
2.1 OBJECTIVES
1. To study the dealers opinion about the sales performance of white
cement.
2. To know the customer awareness about the white cement brands,
prices etc.,
3. To know the dealers role in pushing the product to the market.
4. To know the dealers situation if in case an alternative product for
white cement is introduced.
11

2.2 NEED FOR THE STUDY
 To find the current market position of white cement.
 To analysis the chance for launching the alternative product.
 To find the dealers expectation in white cement.
12

2.3 STATEMENT OF THE PROBLEM
In the modern business world we should adopt latest technologies
while developing a new product. At present white cement market is a competitive
one, the competitors using a different strategies to compete the market. While
any company enters into the new product they should use USP (Unique Selling
Proportion) While they launching the product to succeed in this field.
13

2.4 LIMITATIONS
 In few cases, the literacy levels of the dealer were the block in
getting the responses.
 Study is conducted only in Chennai city based on this result it is
very difficult to generalize the result for the whole white cement
market.
 Dealers were reluctant to give their actual financial results.
14

CHAPTER 3
RESEARCH METHODOLOGY
A research methodology is purely and simply the basic framework or
plan for a study that guides the collection of data and analysis of the data.
Among various Asian paint dealers in Chennai city, descriptive research design
is adopted in data collection and analysis.
3.1 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
3. 2 TYPE OF RESEARCH
Descriptive Research
Descriptive research includes survey and fact-findings and enquiries
of different kinds. The major purpose of Descriptive Research is the description
of the state of affairs, as it exists at present. The main characteristic of this type
15

of research is that the researcher has no control over the variables. He can only
report what has happened and what is happening.
3.3 TYPE OF SAMPLING
Census Survey
All items in any field of inquiry constitute a ‘Population’. A complete
enumeration of all items in the ‘population’ is known as a census inquiry. It can
be presumed that in such an inquiry, when all items are covered, no elements of
chance are left and the highest accuracy is obtained.
3. 4 POPULATION SIZE
Our total population size is 106, so I have covered all Asian Paints
Color World in Chennai city.
3.5 SOURCES OF DATA
Primary Data and Secondary Data
The primary data are those which collected a fresh and for the first
time and thus happen to be original in character. So, the information collected
from all Asian Paints Colour World through observation or through direct
communication with respondents in one form or another or through personal
interview is a primary data.
16

The secondary data are those, which are collected from already
available sources.
3.6. DATA COLLECTION METHOD
Interview Method & Questionnaires
The interview method of collecting data involves presentation of oral-
verbal stimuli and reply in terms of oral-verbal responses. This method can be
used through personal interview.
In questionnaires method it consist of number of questions printed in a
definite order on a form, the respondents have to answer the questions on their
own.
3.7 TOOLS USED
1. Percentage Analysis
2. Chi-square
3. Weighted average
4. Ranking method
17

CHAPTER 4
ANALYSIS AND INTERPRETATION
Table 4.1
DETAILS ABOUT DEALERS EXPERIENCE IN HARDWARE BUSINESS
S.No. Particulars (in Years)
No. Of
dealers
Percentage (%) of
dealers
1 Less than 1 4 3.8
2 1- 5 32 30.18
3 5-10 27 25.46
4 Greater than 10 43 40.56
Total 106 100
From the above table it is inferred that 40.56% of dealers have more
than 10 years experience, 30.18% of dealers have 1-5 years experience, 25.46%
of dealers have 5-10 years experience and 3.8% of dealers have less than
1-year experience.
18

Figure 4.1
DETAILS ABOUT DEALERS EXPERIENCE IN
HARDWARE BUSINESS
3.8
30.18
25.46
40.56
0 10 20 30 40 50
less than one year
1-5 years
5-10 years
more than 10 year
Experience
Percentage
19

Table 4.2
DETAILS ABOUT DEALERS DEALING WITH EXTERIOR PAINTS
Particulars No. Of dealers
Percentage (%) of
dealers
Yes 106 100
No 0 0
Total 106 100
From the above table it is inferred that all the dealers are dealing with
exterior paints.
Figure 4.2
0% 20% 40% 60% 80% 100%
Percentage
yes
no
Dealingwithpaints
DETAILS ABOUT DEALERS DEALING WITH
EXTERIOR PAINTS
20

Table 4.3
DETAILS REGARDING TYPES OF PAINTS OFFERED BY THE DEALERS
S.No. Particulars No. Of dealers
Percentage (%) of
dealers
1 Enamel 22 20.8
2 Cement Paints 23 21.7
3 Chunna 21 19.7
4
Interior
Emulsion
20 18.9
5
Exterior
Emulsion
20 18.9
Total 106 100
From the above table it is inferred that 20.8% of dealers are selling
enamel, 21.7% of dealers are selling cement paints, 19.7% of dealers are selling
chunna and 18.9% of dealers are selling interior emulsion and exterior emulsion.
21

Figure 4.3
DETAILS REGARDING TYPES OF PAINTS OFFERED
BY THE DEALERS
18.9
18.9
19.7
20.8
21.7
17 18 19 20 21 22
Enamel
Cement paints
Chunna
Interior emulsion
Exterior emulsion
Typesofpaints
Percentage
22

Table 4.4
DEALERS TOTAL SALES OF EXTERIOR PAINTS PER MONTH
S.No.
Exterior paints
sales out of total
sales (%)
No. Of dealers
Percentage (%) of
dealers
1 Less than 10 27 25.5
2 Between 10-50 60 56.6
3 Between 50-80 18 17
4 Above 80 1 0.9
Total 106 100
The above table shows that
o 56.6% of dealers have exterior paint sales range from
10- 50% of the total sales
o 25.5% of dealers have exterior paint sales less than 10% of
the total sales
o 17% of dealers have exterior paint sales range from 50-80%
of the total sales
o 0.9% of dealers have exterior paint sales above 80% of the
total sales
23

Figure 4.4
DEALERS TOTAL SALES OF EXTERIOR PAINTS PER
MONTH
25.5
56.6
17
0.9
0 10 20 30 40 50 60
Less than 10
Between 10-50
Between 50-80
Above 80
Totalsalesinpercentage
Percentage
24

Table 4.5
DETAILS ABOUT DEALERS DEALING WITH WHITE CEMENT
Whether they
deal with white
cement
No. Of dealers
Percentage (%) of
dealers
Yes 106 100
No 0 0
Total 106 100
From the above table it is inferred that all the dealers are dealing with
white cement.
Figure 4.5
0% 20% 40% 60% 80% 100%
Percentage
yes
no
DealingwithWhiteCement
DETAILS ABOUT DEALERS DEALING WITH WHITE
CEMENT
25

Table 4.6
DETAILS ABOUT DEALERS EXPERIENCE IN WHITE
CEMENT
S.No
Particulars
(in years)
No. Of dealers
Percentage (%) of
dealers
1 Less than 1 4 3.8
2 Between 1-5 33 31.1
3 Between 5-10 26 24.5
4 Above 10 43 40.6
Total 106 100
From the above table it is inferred that 40.6% of dealers are having
more than 10 years experience, 31.1% of dealers are having between 1-5 years
experience, 24.5% of dealers are having between 5-10 years experience and
3.8% of dealers are having less than 1-year experience.
Figure 4.6
DETAILS ABOUT DEALERS EXPERIENCE IN WHITE
CEMENT
3.8
31.1
24.5
40.6
0 10 20 30 40 50
less than one year
1-5 years
5-10 years
more than 10 year
Experience
Percentage
26

Table 4.7
DETAILS ABOUT THE TOP BRANDS OF WHITE CEMENT
S.No Top Brands No. Of dealers
Percentage (%) of
dealers
1 Birla 60 56.6
2 JK 41 38.7
3 Others 5 4.7
Total 106 100
From the above table it is inferred that 56.6% of dealers said that Birla
White is the top brand, 38.7% of dealers are said that JK white is the top brand
and only 4.7% of dealers said that other brands are top brands of white cement.
Figure 4.7
DETAILS ABOUT THE TOP BRANDS OF WHITE
CEMENT
56.6
38.7
4.7
0 10 20 30 40 50 60
Birla
JK
Others
TopBrands
Percentage
27

Table 4.8
FAST MOVING PACKAGES OF WHITE CEMENT
S.No Packages No. Of dealers
Percentage (%) of
dealers
1 1 37 35
2 5 26 24.5
3 10 4 3.8
4 20 8 7.5
5 50 31 29.2
Total 106 100
From the above table it is inferred that 35% of dealers said that 1 Kg
is the fast moving package, 29.2% of dealers have said that 50 Kgs is the fast
moving package, 24.5% of dealers are said that 5 Kgs is the fast moving
package, 7.5% of dealers have said that 20 kgs is the fast moving package and
3.8% of dealers said that 10kgs is the fast moving package.
28

Figure 4.8
FAST MOVING PACKAGES OF WHITE CEMENT
3.8
30.18
25.46
40.56
29.2
0 10 20 30 40 50
1 Kg
5 Kgs
10 Kgs
20 Kgs
50 Kgs
FastMovingPackages
Percentage
29

Table 4.9
TOTAL SALES QUANTITY OF WHITE CEMENT PER MONTH
S.No
Sales Quantity
(in tons)
No. Of dealers
Percentage (%) of
dealers
1 Below 2 31 29.3
2 2-5 47 44.3
3 5-10 21 19.8
4 10-30 2 1.9
5 Above 30 5 4.7
Total 106 100
From the above table it is inferred that 44.3% of dealers are having
sales turn over of white cement between 2-5 tons, 29.3% of dealers are having
sales turn over of white cement below 2 tons, 19.8% of dealers are having sales
turn over of white cement between 5-10 tons, 4.7% of dealers are having sales
turn over of white cement above 30 tons and 1.9% of dealers are having sales
turn over of white cement between 10-30 tons.
30

Figure 4.9
TOTAL SALES QUANTITY OF WHITE CEMENT PER
MONTH
29.3
44.3
19.8
4.7
1.9
0 10 20 30 40 50
Below2
Between 2 to 5
Between 5 to 10
Between 10 to 30
Above 30
TotalSalesinTones
Percentage
31

Table 4.10
FAST MOVING BRANDS OF WHITE CEMENT
S.No Brands No. Of dealers
Percentage (%) of
dealers
1 JK 39 36.8
2 Birla 66 62.3
3 Others 1 0.9
Total 106 100
From the above table it is inferred that 62.3% of dealers have said
that Birla white is the fast moving brand, 36.8% of dealers have said that JK
white is the fast moving brand and only 0.9% of dealers said that other brands of
white cement are fast moving brand.
Figure 4.10
FAST MOVING BRANDS OF WHITE CEMENT
62.3
36.8
0.9
0 10 20 30 40 50 60 70
Birla
JK
Others
FastMovingBrands
Percentage
32

Table 4.11
DETAILS ABOUT OPINION OF QUALITY
S.No Satisfaction No. Of dealers
Percentage (%) of
dealers
1 Very high 56 52.8
2 High 48 45.3
3 Medium 2 1.9
4 Low 0 0
5 Very low 0 0
Total 106 100
The above table shows that 52.8% of the respondents were very
highly satisfied with the quality, 45.3% of the respondents were highly satisfied
with the quality and 1.9% of the respondents were medium satisfaction with the
quality.
Figure 4.11
DETAILS ABOUT OPINION OF QUALITY
52.8
45.3
0
0
1.9
0 10 20 30 40 50 60
Very High
High
Medium
Low
Very Low
Satisfaction
Percentage
33

Table 4.12
DETAILS ABOUT OPINION OF PRICE
Percentage (%) of
dealers
1 Very high 17 16
2 High 32 30.2
3 Medium 51 48.1
4 Low 6 5.7
5 Very low 0 0
Total 106 100
The above table shows that 48.1% of the respondent were having
medium level of satisfaction in price, 30.2% of the respondent were highly
satisfied with the price, 16% of the respondents were very highly satisfied with
the price and 5.7% of the respondents satisfaction was low.
Figure 4.12
DETAILS ABOUT OPINION OF PRICE
16
30.2
5.7
0
48.1
0 10 20 30 40 50 60
Very High
High
Medium
Low
Very Low
Satisfaction
Percentage
34

Table 4.13
DETAILS ABOUT OPINION ON DURABILITY
Percentage (%) of
dealers
1 Very high 28 26.4
2 High 56 52.8
3 Medium 22 20.8
4 Low 0 0
5 Very low 0 0
Total 106 100
The above table shows that 52.8% of the respondents were highly
satisfied with the durability, 26.4% of the respondents were very highly satisfied
with the durability and 20.8% of the respondents have medium position of
satisfaction with durability.
Figure 4.13
DETAILS ABOUT OPINION ON DURABILITY
26.4
52.8
0
0
20.8
0 10 20 30 40 50 60
Very High
High
Medium
Low
Very Low
Satisfaction
Percentage
35

Table 4.14
DETAILS ABOUT OPINION OF SALES
Percentage (%) of
dealers
1 Very high 13 12.3
2 High 51 48.1
3 Medium 29 27.4
4 Low 11 10.3
5 Very low 2 1.9
Total 106 100
The above table shows that 48.1% of the respondent were highly
satisfied with the sales, 27.4% of the respondent had medium satisfaction in
sales, 12.3% of the respondents were very highly satisfied with sales, 10.3% of
the respondents were lowly satisfied with the sales and 1.9% of the respondent
were very lowly satisfied with the sales.
Figure 4.14
DETAILS ABOUT OPINION OF SALES
12.3
48.1
10.3
1.9
27.4
0 10 20 30 40 50 60
Very High
High
Medium
Low
Very Low
Satisfaction
Percentage
36

Table 4.15
DETAILS ABOUT OPINION OF PROFIT
Percentage (%) of
dealers
1 Very high 0 0
2 High 11 10.4
3 Medium 34 32.1
4 Low 39 36.7
5 Very low 22 20.8
Total 106 100
The above table shows that 36.7% of the respondents were lowly
satisfied with the profit, 32.1% of the respondents were having medium
satisfaction in profit, 20.8% of the respondents were very lowly satisfied with
profit and 10.4% of the respondents were highly satisfied with the profit.
Figure 4.15
DETAILS ABOUT OPINION OF PROFIT
0
10.4
36.7
20.8
32.1
0 5 10 15 20 25 30 35 40
Very High
High
Medium
Low
Very Low
Satisfaction
Percentage
37

Table 4.16
DETAILS ABOUT AWARENESS OF THE PRODUCT
S.No Particulars No. Of dealers
Percentage (%) of
dealers
1 Advertisement 46 43.4
2 Brand Name 40 37.7
3 Word of mouth 20 18.9
Total 106 100
that their customers are influenced by advertisement, 37.7% of dealers have said
that their customers are influenced by brand name and 18.9% of dealers have
said that their customers are influenced by word of mouth.
Figure 4.16
DETAILS ABOUT AWARENESS OF THE PRODUCT
43.4
37.7
18.9
0 10 20 30 40 50
Advertisement
BrandName
Wordof Mouth
Awarness
Percentage
38

Table 4.17
DETAILS ABOUT CUSTOMER PREFERENCE WHILE
PURCHASING WHITE CEMENT.
S.No
Purchasing
Modes
No. Of dealers
Percentage (%) of
dealers
1 Brand name 43 40.6
2 Quality 47 44.3
3 Price levels 16 15.1
Total 106 100
From the above table it is inferred that according to the dealers,
44.3% of customers prefer quality of the product while making purchase, 40.6%
of customers prefer brand name of the product while making purchase and
15.1% of customers prefer price levels of the product while making purchase.
Figure 4.17
DETAILS ABOUT CUSTOMER PREFERENCE WHILE
PURCHASING WHITE CEMENT.
40.6
44.3
15.1
0 10 20 30 40 50
Brand name
Quality
Price levels
Purchsingmodes
Percentage
39

Table 4.18
MAJOR PURPOSES OF WHITE CEMENT USAGE
S.No Purposes No. Of dealers
Percentage (%) of
dealers
1 First Coat 30 28.3
2 Tiles 45 42.5
3 Marbles 23 21.7
4 Others 8 7.5
Total 106 100
From the above table it is inferred that 42.5% of dealers are said that
their customers are using white cement for joining tiles, 28.3% of dealers are said
that their customers are using white cement for first coat, 21.7% of dealers are
said that their customers are using white cement for marble laying and 7.5% of
dealers are said that their customers are using white cement for other purposes.
Figure 4.18
MAJOR PURPOSES OF WHITE CEMENT USAGE
28.3
42.5
7.5
21.7
0 5 10 15 20 25 30 35 40 45
First Coat
Tiles
Marbles
Others
purposes
Percentage
40

Table 4.19
ACCEPTANCE LEVEL OF ALTERNATE PRODUCT TO WHITE CEMENT
S.No
Wheather they
accept
No. Of dealers
Percentage (%) of
dealers
1 Yes 84 79.3
2 No 10 9.4
3 Undecided 12 11.3
Total 106 100
that they accept alternate product for white cement, 11.3% of dealers have said
that they are not having any idea about that and 9.4% of dealers have said that
they won’t accept the alternate product for white cement.
Figure 4.19
ACCEPTANCE LEVEL OF ALTERNATE PRODUCT TO WHITE CEMENT
Yes
80%
No
9%
Undecided
11%
41

Table 4.20
DEALERS EXPECTATIONS FROM THE ALTERNATE PRODUCT
S.No Expectations No. Of dealers
Percentage (%) of
dealers
1 Quality 34 32.1
2 Regular supply 29 27.4
3 Advertisement 19 17.9
4
Packing and
labelling
8 7.5
5 Brand image 16 15.1
Total 106 100
From the above table it is clear that 32.1% of dealers are looking for
quality in the alternate product, 27.4% of dealers are looking for regular supply in
the alternate product, 17.9% of dealers are looking for advertisement for the
alternate product, 15.1% of dealers are looking for brand image in the alternate
product and 7.5% of dealers are looking for packing and labelling in the alternate
product.
42

Figure 4.20
DEALERS EXPECTATIONS FROM THE ALTERNATE
PRODUCT
32.1
27.4
7.5
15.1
17.9
0 5 10 15 20 25 30 35
Quality
Regular Supply
Advertisement
Packing & Labelling
Brand image
Expectations
Percentage
43

Weighted Average Method Analysis
Summated scales (Likert – type scales)
A summated scale consists of a number of statements, which express
either a favourable or unfavourable attitude towards the given object to which the
respondents are asked to react. Here each level carries a scale value. The value
is multiplied into the number of respondents, the total values of all levels are
calculated and then the value will be compared with the table value. To find out
the satisfaction level, both the calculated value and the table value will be
compared which value is near to the calculated value that the value is the level of
satisfaction are selected.
Standard Table
Factor Sample size Scale value Total
Very high 106 5 530
High 106 4 424
Medium 106 3 318
Low 106 2 212
Very Low 106 1 106
44

Likert type Scales
Utilizing the item analysis approach wherein a particular item is
evaluated on the basis of how well it discriminates between those persons whose
total score is high and those whose score is low develops Likert type scales.
Those items of statement that best meet this sort of discrimination test are
included in the final instrument. This scale consists of a number of statements,
which express either a favourable or unfavourable attitude towards the given
object to which the respondent is asked to react. The respondent indicates his
agreement or disagreement with each statement in the instrument. The overall
score represents the respondents position on the continuum of favourable -
unfavourableness towards an issue.
Standard Table
Factor Sample size Scale value Total
Very high 106 5 530
High 106 4 424
Medium 106 3 318
Low 106 2 212
Very Low 106 1 106
45

Table 4.21
OPINION OF QUALITY
Factor No of Respondents Scale value Total
Very high 56 5 280
High 48 4 192
Medium 2 3 6
Low 0 2 0
Very Low 0 1 0
Calculated Value 478
The figures in the above table shows that the calculated value falls
near 478. So from the above table it is inferred that the quality of fast moving
brand is very high.
46

Table 4.22
OPINION OF PRICE
Very high 17 5 85
High 32 4 128
Medium 51 3 153
Low 6 2 12
Very Low 0 1 0
near 378. So from the above table it is inferred that the Price of fast moving
brand is high.
47

Table 4.23
OPINION OF DURABILITY
Very high 28 5 140
High 56 4 224
Medium 22 3 66
Low 0 2 0
Very Low 0 1 0
near 430. So from the above table it is inferred that the durability of fast moving
brand is very high.
48

Table 4.24
OPINION OF SALES
Very high 13 5 65
High 51 4 204
Medium 29 3 87
Low 11 2 22
Very Low 2 1 2
near 380. So from the above table it is inferred that the Sales of fast moving
brand is high.
49

Table 4.25
OPINION OF PROFIT
Very high 0 5 0
High 11 4 44
Medium 34 3 102
Low 39 2 78
Very Low 22 1 22
near 246. So from the above table it is inferred that the Profit of fast moving
brand is medium.
50

Table 4.26
Chi-square Table
Dealers Opinion about their experience in white cement and
Total sales quantity per month
S.No.
Sales
quantity /
month
Experience
Total
≤ 5 year 5-10 year > 10 year
1 < 2 tones 15 5 10 30
2 2-5 tones 20 15 17 52
3 > 5 tones 3 6 15 24
Total 38 26 42 106
Null Hypothesis (H0) = There is no significant relationship between
dealers opinion about their experience in white
cement and total sales quantity per month.
Alternative Hypothesis (H1)= There is close relationship between dealers
opinion about their experience in white cement
and total sales quantity per month.
Calculated χ2 value = 10.678
Degree of freedom = 4
Table value = 9.488
Result = Significant at 5% level.
Conclusion
From the above analysis we conclude that there is close relationship
between dealers opinion about their experience in white cement and total sales
quantity per month.
Table 4.27
51

Chi-square Table
Dealers Opinion about their experience in white cement and
Acceptance of alternate new product
S.No.
Opinion about
accept the new
brand
Experience
Total
≤ 5 year 5-10 year > 10 year
1 Yes 24 22 38 84
2 No 7 2 1 10
3 Undecided 7 2 3 12
Total 38 26 42 106
Null Hypothesis (H0) = There is no significant relationship between
dealers opinion about their experience in white
cement and acceptance of alternate new
product.
Alternative Hypothesis (H1)= There is close relationship between dealers
opinion about their experience in white cement
and acceptance of alternate new product.
Calculated χ2 value = 10.198
Degree of freedom = 4
Table value = 9.488
Result = Significant at 5% level.
Conclusion
From the above analysis we conclude that there is close relationship
between dealers opinion about their experience in white cement and acceptance
of alternate new product.
Table 4.28
RANKING METHOD
DEALERS PREFERENCE ABOUT WHITE CEMENT
52

S.No. Emulsion Name Total Score Rank
1 Birla 277 I
2 JK 250 II
3 Others 108 III
Interpretation
From the above we found the dealer’s preference about white cement.
First rank is occupied by Birla cement, second rank occupied by JK cement and
the third rank occupied by other company cements.
From the above analysis we conclude that maximum dealers
preference is for Birla white cement.
53

CHAPTER 5
FINDINGS
 It was found that 35% of the dealers feel that 1 Kg pack was fast moving.
 44.3% of the dealers were having maximum sales of 2-5 tons per month
 Maximum number of dealers ranked Birla White as number one.
 It was found that 43.4% of the customers were aware about the white
cement through advertisement.
 44.3% of the customer prefers white cement in quality aspects.
 52.8% of the dealers were very highly satisfied with the quality of white
cement.
 48.1% of the dealers have felt the price of white cement is medium.
 52.8% of the dealers were highly satisfied with the durability of white
cement.
 48.1% of the dealers indicate that the sales of white cement are high.
 36.7% of the dealers feel that the profit in white cement is low.
 79.3% of the dealers readily accept the alternative product for white
cement.
 32.1% of the dealers expect high quality in alternative product of white
cement.
54

CHAPTER 6
SUGGESTIONS
 The researcher inferred that the dealer accept the alternative brand for
the white cement. Already Asian Paints company has a good image in
the market, so it is right time to launch the new product.
 The researcher found that the dealers are expecting high quality in
alternative product so the company should concentrate highly in quality
area while they are launching the product.
 The researcher suggests that the company should launch the product
at an optimum cost which will be readily accepted by the dealers and
this should be maximize their sales.
 The researcher found that the market leader is Birla White, so they
may adopt strategies to combat them while they are launching the
product.
55

CHAPTER 7
CONCLUSION
Cement industry plays a significant role in both the global and
domestic economics. So every company must differentiate from the others by
giving good quality product. Creating a favourable opinion / attitude is a important
aspect in the competitive market. To create a good opinion from the dealers and
customers the company should concentrate in quality and cost. Asian paints
have a good image in the market for their quality.
The study reveals that Asian Paint dealers will readily accept a good
Quality alternate product for white cement.
56

Graph : 19,20,22,24-27,29,31-41,43
Text : 1-18,21,23,28,30,42,44-56
57

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